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Aggressive corporate practices have damaged the reputation of many firms and industries. While the media and the Internet improve stakeholder transparency and influence social expectations for responsible business, firms have found an increasing need to manage their corporate reputation. One-way firms have responded is by adopting voluntary corporate social responsibility (CSR) programs to live up to expectations set by the firm’s history, identity (core business), and image. However, conformance to evolving external isomorphic forces has encouraged many firms to adopt similar CSR programs without understanding their motives, resource constraints, and capabilities resulting in fragmented strategies and ineffective implementation approaches. The result has been inconclusive results in practice and inconsistent findings in extant literature on the link between CSR, corporate reputation, and financial performance. This chapter examines how the synthesis of stakeholder theory and resource-based view theory can provide tighter boundaries with corporate identity and shared value as the heart of a CSR strategy to direct top management’s resource allocation. The chapter introduces four CSR micro-strategies as a response to external forces based on a blend of two essential dimensions including internal authenticity and external legitimacy. The study examines the impact of authenticity, legitimacy, and the intensity of their interactions on corporate reputation of 107 publicly traded US firms. Through three models, the study found internal authenticity as the dominant dimension while external legitimacy contributed inconsistently to corporate reputation. Implications for CSR strategy suggest that CSR programs with higher authenticity levels improve corporate reputation consistently more than those focused on external legitimacy.

This study aims to focuses on the paradox of the great resignation (GR), great layoff (GL) and moonlighting (ML) phenomena triggered by the unprecedented complexity, extreme emotional distress and uncertainty caused by the pandemic to explore ways for mitigating their impact on the intention to stay (ITS).

A systematic literature review was conducted to explore the impact of the paradoxical GR, layoffs and ML on the ITS by the text analysis of a pool of 111 published articles across 57 journals between 2012 and 2024 using the Preferred Reporting Items for Systematic Reviews and Meta-Analyses approach. The factors impacting the ITS, and the underlying interlinkages of the paradoxical GR, GL and ML phenomena were subsequently inductively deduced using Nvivo software.

The new theoretical framework explains the evolving dynamics of the ITS and prompts toward a concurrent approach of viewing the paradoxical GR, layoffs and ML through a “common lens” revealing novel insights.

Employees have reprioritized work-life balance, mental health, multiple jobs for varied income streams, flexible work schedules and job satisfaction. Human resource managers should prioritize these aspects and adapt to the evolving workforce dynamics to create a resilient, employee-centric organizational environment where employees choose to stay.

To the best of the authors’ knowledge, this is the first study to concurrently examine the current paradox of the GR, layoffs and ML for enhancing the ITS, necessitating a re-evaluation of traditional perceptions of unemployment and job seeking.