Most of previous works focused on the relationship between organizational attractiveness as an employer and instrumental attributes of employer image. Potential job seekers were viewed as rational and alone decision makers. However, in addition to objective facts, potential job seekers consider other facts when they make a job decision such as emotional facts and perceived harmony with organization. Furthermore, potential job seekers hold a vague impression on a potential employer. Others¡¦ opinions of potential employers must be their crucial information sources and they may change decision because of others¡¦ opinion. The study add symbolic meaning construct to employer image and research the relationship between it and organizational attractiveness as an employer and found it is significant related to organizational attractiveness as an employer. The mediated effect of the similarity between potential job seekers¡¦ personality and organizations¡¦ personality and others¡¦ opinions are considered here. Both of them don¡¦t significant mediated the relationship between employer image and organizational attractiveness as an employer.

In recent years, both academia and practice have shown an increased interest in sustainable innovation. This new area is examined in the context of large enterprises in our qualitative multiple case study. This thesis thus contributes to a better understanding of the concept as well as the underlying variables that drive sustainable innovation. Theory emphasized both external and internal elements in organizations' engagement in sustainable innovation. The empirical evidence helps to identify nine key factors driving sustainable innovation in large firms: cost and cost reduction, risk and risk reduction, sales and profit margin, reputation and brand value, attractiveness as an employer, innovation capabilities, partnerships and collaborations, regions and culture, regulation and government. It also clarifies the extent to which each of the components influences the process of producing sustainable innovation within organizations. These elements have been discovered to complement one another, occasionally colliding and enhancing one another. This study is based on extensive data gathered through semi-structured interviews and secondary sources from two of Sweden's top industry leaders: IKEA and Epiroc. Theoretical and managerial implications are examined in depth, providing valuable insights for both researchers and practitioners.