Unpacking the authenticity gap in corporate social responsibility: lessons learned from Levi’s ‘Go Forth Braddock’ campaign

Anthony Samuel (), Dan Taylor (), Gareth R. T. White () and Matthew Norris ()
Additional contact information
Anthony Samuel: Cardiff University Business School
Dan Taylor: University of South Wales
Gareth R. T. White: University of South Wales
Matthew Norris: University of South Wales

Journal of Brand Management, 2018, vol. 25, issue 1, No 6, 53-67

Abstract: Abstract Brands often do good through the vehicle of Corporate Social Responsibility. However, some implementations may still be viewed with cynicism leading to consumer backlash and stakeholder disengagement. Wicki and Kaaij (Corp Reput Rev 10(4): 312–318, 2007) propose that this arises due to an Authenticity Gap between the image an organization is pursuing and the actual perceived identity of the organization during and following CSR campaigns. This paper explores the nature of the Authenticity Gap through making an examination of Levi’s award winning and widely praised CSR campaign. Employing expert practitioner focus groups it makes a contribution to knowledge by unpacking the constituent dimensions of the Authenticity Gap. It identifies eight factors comprising brand heritage, unpolished realism, collaboration, timing, tangibility, subdued approaches, situatedness and the media is the message. The research suggests that brands that take account of these factors have the potential to ward off paradoxical negative associations that can be experienced when attempting to do good.

Keywords: Brand authenticity; Branding; Authenticity gap; CSR; Focus group (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (4)

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DOI: 10.1057/s41262-017-0067-z

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