The “authenticitude” battle in action sports: A case-based industry perspective

Chrysostomos Giannoulakis

Sport Management Review, 2016, vol. 19, issue 2, 171-182

Abstract: •Need for action sports brands to focus on the core while expanding to mainstream.•Identification of “true to self” identity through deconstruction of authenticity.•Importance of rendering authenticity within inner and outer organizational context.•Authenticity has a complex, multifaceted, evolving, and subjective nature.The expanding and often unregulated status of the action sports setting has resulted in mainstream athletic companies diversifying their products in order to portray an authentic image and establish their market presence. The influx of mainstream brands has created a new paradigm in the industry and further pressure on core action sports brands regarding their competitiveness in a highly antagonistic environment. Through a descriptive case study, 13 in-person interviews were performed with a private action sports company's employees in order to examine their perceptions relative to the organization being authentic while expanding to mainstream markets. This occurred through identification of the enterprise's true identity and deconstruction of its authenticity based on participants’ responses, which were categorized in five properties (i.e., essence of enterprise, nature of offerings, effects of heritage, sense of purpose, and body of values). Varying perspectives on each of the five elements were uncovered and discussed. Outcomes illustrated the need for a new management imperative, where action sports organizations should not only comprehend the essence of originality within their identity, but also how to render consumer's perception of authenticity.

Date: 2016
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DOI: 10.1016/j.smr.2015.05.004

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