Including Corporate Social Responsibility, Environmental Sustainaibility, and Ethics in Calibrating MBA Job Preferences
It has long been understood by organizations and academics that the people make the place (Schneider, 1987). A quality workforce is an important source of competitive advantage, and organizational and financial success for firms (Capelli, 2000; Chapman, Uggerslev, Carroll, Piasentin, & Jones, 20...
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| Main Authors: | , |
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| Format: | text |
| Language: | English |
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Institutional Knowledge at Singapore Management University
2007
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| Online Access: | https://ink.library.smu.edu.sg/lkcsb_research/939 https://ink.library.smu.edu.sg/context/lkcsb_research/article/1938/viewcontent/JournalofMangementsubmissionNov2007.pdf |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | It has long been understood by organizations and academics that the people make the place (Schneider, 1987). A quality workforce is an important source of competitive advantage, and organizational and financial success for firms (Capelli, 2000; Chapman, Uggerslev, Carroll, Piasentin, & Jones, 2005; Huselid, 1995; Pfeffer, 1994, 1998; Teece, 1998). Attracting talent is difficult for business organizations, and may become increasingly so in the years to come, as demographic and economic factors create a war for talent (Chapman, et al., 2005; Johnson, 2000; Michaels, Handfield-Jones, & Axelrod, 2001). Particularly salient in this war for talent is the ability to attract graduating MBA students from top-ranked international business schools. Our research studies this population to gain insight into what MBA’s in the 21st Century care about during their job searches. Academics |
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