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Notre travail de recherche propose d’etudier les dimensions de la Valeur de la Marque Employeur (VME) comme leviers d’attractivite d’un employeur potentiel a travers le prisme de l’anciennete organisationnelle. Nos resultats confirment la pertinence de cette variable moderatrice : en-deca de 2 ans d’anciennete organisationnelle, les salaries apparaissent principalement attires par les dimensions de la VME relatives aux relations sociales positives alors qu’entre 3 et 5 ans d’anciennete, c’est le developpement des competences et l’interet du travail qui apparaissent comme les principaux leviers d’attractivite employeur. Au-dela de 6 ans d’anciennete, les relations sociales et un systeme de remuneration competitif semblent etre les leviers determinants de l’attractivite d’un employeur. Notre recherche offre aux praticiens les leviers pour faire face a la guerre des talents a travers la valorisation sur-mesure des diverses dimensions de la proposition de valeur employeur.

Social responsibility has become a cornerstone of brand management, enabling brand differentiation in a high growth market. By distinguishing between symbolic and utilitarian associations of social responsibility, our study identifies two levers for consumer brand commitment. We posit that utilitarian associations enhance consumer brand commitment by strengthening consumer trust. We also argue that brands can encourage consumer commitment through their environmental and philanthropic engagements by conveying values with which consumers can identify to foster brand identification. This second commitment lever is argued to be particularly effective for consumers with strong social/environmental personal norms. We empirically test our research model on a sample of regular consumers of organic food brands, validating the two pathways from social responsibility to brand commitment. The moderating role of consumers' personal norms on the process was confirmed regarding the philanthropic dimension but not the environmental one. Contributions and implications for sustainable marketing are discussed.

Social responsibility has become a cornerstone marketing policy, enabling brand differentiation in a high-growth market. By distinguishing between symbolic and utilitarian associations of social responsibility, our study identifies two levers for consumer brand commitment. We posit that utilitarian associations enhance consumer brand commitment by strengthening consumer trust in a context imbued with fear and skepticism about the consequences of consumption for health. We also argue that brands can encourage consumer commitment through their environmental and philanthropic engagements by conveying values with which consumers can identify. This second commitment lever is argued to be particularly effective for consumers with strong social/environmental personal norms. We empirically test our research model on a sample of regular consumers of organic food brands validating the two pathways from social responsibility to brand commitment. The moderating role of consumers’ personal norms on the process was also confirmed regarding the philanthropic dimension but not the environmental one. Contributions and implications of these findings are presented in the discussion part.

International audience; This study examines the conditions under which apologies help to elicit forgiveness and restore trust following trust violations between leaders and followers. The intentionality and severity of violations are examined in a critical incident study and a laboratory study. The results support a model in which forgiveness mediates the relation of apology quality and trust. More importantly, the moderation–mediation model shows that apology quality influenced forgiveness and subsequent trust following violations that were moderate in severity–intentionality combination. The effect of apologizing affects trust directly without forgiveness when the severity–intentionality combination held minor or extreme intensity. The results suggest a range in which apologies are effective and enrich understanding of the conditions under which trust can be recovered through an apology–forgiveness process in leader–follower relationships. The contribution of the study lies in elucidating that the combination of severity and intentionality of leaders’ trust violations has greater importance than either one separately.

Supervisor’s positional power influence on trust development strategies effectiveness This research aims to identify the managerial levers of trust development, depending on the context of the supervisor-subordinate relationship. An initial exploratory study leads us to postulate that the supervisor’s positional power conditions the effectiveness of two leadership strategies for developing trust, exchange of resources and work group membership. Results from a survey study on a sample of former graduates from French engineering schools, support our hypothesis, showing that a supervisor with strong positional power must favor the exchange of resources as the key strategy of trust building. Conversely, a supervisor with low power must promote membership in the group to build trust. Our research is a first empirical validation of the role of a contextual variable, the positional power of the leader, in the development of trust., Cette recherche cherche à identifier les leviers managériaux de production de confiance en fonction du contexte de la relation supérieur-subordonné. Une première étude exploratoire nous amène à postuler que le pouvoir formel du supérieur conditionne l’efficacité des deux stratégies de leadership participant au développement de la confiance, l’échange de ressources et l’appartenance à un collectif de travail. Une enquête par questionnaire auprès d’un échantillon d’anciens diplômés de grandes écoles d’ingénieurs françaises, confirme nos hypothèses, en montrant qu’un supérieur disposant d’un fort pouvoir formel doit privilégier l’échange de ressources comme principale stratégie de construction de la confiance. À l’inverse, un supérieur disposant d’un faible pouvoir doit favoriser l’appartenance au groupe pour construire la confiance. Notre recherche constitue une première validation empirique du rôle d’une variable contextuelle, le pouvoir formel, dans le développement de la confiance.

This paper examines why followers engage in the trust recovery process, or not, when leaders have violated that trust. The trust literature has focused primarily on a victim experience to explain why people accept trust repair efforts or not, and in comparison, leadership research suggests that followers behaviors in leadership relationships depends on character attributions about the leader. We compare these two approaches, testing the proposition that moral character attributions explain trust repair more completely compared to the victim experience. A lab and a field study find that the intentions of the leader are more important to the trust recovery process than the severity of harm done to the follower.