CSR fit and organizational attractiveness for job applicants

Purpose: The purpose of this paper is to explore a conceptual model on the influence of corporate social responsibility (CSR) “fit” on organizational attractiveness among job applicants under the boundary conditions of chief executive officer (CEO) activism and CSR credibility. Design/methodology/approach: The study is based on archival research, largely reviewing extant in CSR and drawing propositions based on existing theory. Findings: Paper draws propositions based on CSR fit, credibility and CEO activism. The paper asserts the influence of CSR fit on organizational attractiveness among job applicants. It further explains moderated mediating mechanism through which CSR fit influences organizational attractiveness among job applicants. Originality/value: Recruitment has primarily explored the role of CSR in attracting potential job candidates. This paper presents the role of CSR “fit,” an aspect not explored before in recruitment. This paper also introduces the role of CEO activism in recruitment.