Journal Title

International Journal of Marketing & Business Communication

Publication Date

2015

Abstract

While most academic research has considered authenticity from the consumer’s perspective this paper proposes and tests a new empirical operationalization of Beverland’s (2005) widely cited proposition that firm-side authenticity is “…partly true and partly rhetorical” (p. 1008). Our study presents a model based on the Competitive Advantage (CA) that results from congruence between the partly true aspects of the firm’s internal culture, resources, and capabilities measured as Innovation Capacity (IC), alongside Corporate Identity Management (CIM) as the organization’s partly rhetorical outwardly-directed corporate branding and marketing promotions activities. Our findings are interpreted through a four-quadrant ‘Rosetta Stone’ framework for evaluating firmside authenticity across organizational contexts and environments describing how high- IC/ high-CIM (i.e., Authentic) firms create differentiation from low-IC/ low-CIM Inauthentic organizations and low-IC/ high-CIM Faux Imitators competitors who attempt to compensate for their lack of IC through increased investments in CIM.

Author Supplied Keywords

Corporate identity management, Innovation capacity, Corporate branding, Authenticity, Marketing strategy, Corporate communications

Subjects

Business planning; Corporate culture; Organizational sociology

Publication Information

International Journal of Marketing & Business Communication, 2015, Volume 5, Issue 1, 21-35.

© 2015 Publishing India Group

Archived version is the final published version.

Peer-Reviewed

No

Document Type

Journal Article

Included in

Business Commons

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