International Journal of Marketing & Business Communication
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
Business planning; Corporate culture; Organizational sociology
Citation: Pilot Scholars Version (Modified MLA Style)
Parkman, Ian D. and Holloway, Samuel S., "DISCOVERING A ROSETTA STONE FOR FIRM-SIDE AUTHENTICITY: AN EMPIRICAL INVESTIGATION" (2015). Business Faculty Publications and Presentations. 28.