ABSTRACT
However, from our case studies it was clear that in most cases organizations only made significant investment in this form of global coordination when they were convinced that they could do so with a sense of “authenticity.” Employer branding is about engaging with people’s values. It is, in this sense, an example of Ghoshal and Gratton’s (2002) emotional integration. By making values more visible, organizations attempt to manage them in the desired direction. In practice, global organizations tend to pursue values-based HR strategies for three reasons:
1 They are implicit in the successful execution of strategy, that is, the organization considers that it has to live the values in order to deliver performance (for example, Diageo).
