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Tether or Stepping Stone? The Relationship between Perceived External Reputation and Collective Voluntary Turnover Rates

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dc.contributor.authorMakarius, Erin
dc.contributor.authorStevens, Charles
dc.contributor.authorTenhiälä, Aino
dc.contributor.funderFinnish Work Environment Fund
dc.contributor.rorhttps://ror.org/02jjdwm75
dc.date.accessioned2025-10-14T09:58:19Z
dc.date.available2025-10-14T09:58:19Z
dc.date.issued2017-04-01
dc.description.abstractSignaling theory suggests that resources such as firm reputation can send multiple signals that create dual pressures on stakeholders. These tensions are apparent when examining the relationship between a firm’s reputation and the collective voluntary turnover rates it experiences. On the one hand, a favorable reputation may tether employees to the firm due to the perceived desirability of working for a reputable company, resulting in lower voluntary turnover rates. On the other hand, a favorable reputation may make employees believe they are more marketable and thus may serve as a stepping stone relating to higher voluntary turnover rates. The purpose of this study is to investigate whether and when reputation acts as a signal of desirability or a signal of ease of movement in predicting collective voluntary turnover rates. We find some evidence for an overall tethering effect for more reputable firms. In addition, our findings demonstrate that reputation is more likely to result in stepping stone effects in certain signaling environments including when firms are in more munificent industries, are younger, and have higher pay levels. Tethering effects are observed when firms are in less munificent industries, are older, and have lower pay levels.
dc.description.peerreviewedyes
dc.description.statusPublished
dc.formatapplication/pdf
dc.identifier.citationMakarius, E. E., Stevens, C. E., & Tenhiälä, A. (2017). Tether or stepping stone? The relationship between perceived external reputation and collective voluntary turnover rates. Organization Studies, 38(12), 1665-1686. https://doi.org/10.1177/0170840617693269
dc.identifier.doi10.1177/0170840617693269
dc.identifier.issn1741-3044
dc.identifier.officialurlhttps://journals.sagepub.com/doi/full/10.1177/0170840617693269
dc.identifier.urihttps://hdl.handle.net/20.500.14417/3850
dc.issue.number12
dc.journal.titleOrganization Studies
dc.language.isoen
dc.page.final1686
dc.page.initial1665
dc.page.total21
dc.publisherSage Journals
dc.relation.departmentHuman Resources & Organisational Behaviour
dc.relation.entityIE University
dc.relation.schoolIE Business School
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.accessRightsinfo:eu-repo/semantics/openAccess
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/deed
dc.subject.keywordReputation
dc.subject.keywordTurnover
dc.subject.keywordCollective voluntary turnover
dc.subject.keywordSignaling theory
dc.titleTether or Stepping Stone? The Relationship between Perceived External Reputation and Collective Voluntary Turnover Rates
dc.typeinfo:eu-repo/semantics/article
dc.version.typeinfo:eu-repo/semantics/acceptedVersion
dc.volume.number38
dspace.entity.typePublication
relation.isAuthorOfPublication267f71e9-ce8c-44bc-bec7-2110fabb94e1
relation.isAuthorOfPublication.latestForDiscovery267f71e9-ce8c-44bc-bec7-2110fabb94e1
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