The co-construction of the employer brand in the digital: effects on engagement and talent retention

Abstract

In a context shaped by digital transformation, employer branding is no longer limited to a top-down approach but increasingly relies on a participatory logic in which employees play an active role. However, the existing literature remains fragmented and lacks an integrative model that simultaneously links digital employer branding, organizational identification, co-creation, psychological capital, employee engagement, and talent retention.

This article aims to address this gap by examining the role of the digital co-construction of employer branding in fostering employee engagement and talent retention. Drawing on a structured narrative literature review, the study mobilizes four complementary theoretical frameworks: signaling theory, social identity theory, value co-creation theory, and psychological capital theory.

The literature review suggests interdependent relationships among these perspectives, leading to the development of an integrated conceptual model. Employer branding is conceptualized as a signaling mechanism that influences organizational identification, which in turn encourages employee participation in co-creation processes. These processes are likely to foster the development of psychological capital, thereby strengthening organizational engagement and talent retention.

Finally, this article contributes theoretically by proposing an exploratory integrative framework to better understand the mechanisms underlying the co-construction of employer branding in the digital era. It also outlines avenues for future empirical research aimed at testing the proposed relationships, particularly in emerging contexts.

Classification JEL : M14, M31.

Paper type: Theoretical Research.