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

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Listed:
  • 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)

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.

Suggested Citation

  • Anthony Samuel & Dan Taylor & Gareth R. T. White & Matthew Norris, 2018. "Unpacking the authenticity gap in corporate social responsibility: lessons learned from Levi’s ‘Go Forth Braddock’ campaign," Journal of Brand Management, Palgrave Macmillan, vol. 25(1), pages 53-67, January.
    • Handle: RePEc:pal:jobman:v:25:y:2018:i:1:d:10.1057_s41262-017-0067-z
    DOI: 10.1057/s41262-017-0067-z
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    References listed on IDEAS

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    1. Béatrice Parguel & Florence Benoît-Moreau & Fabrice Larceneux, 2011. "How Sustainability Ratings Might Deter "Greenwashing": A Closer Look at Ethical Corporate Communication," Post-Print halshs-00561187, HAL.
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    Cited by:

    1. Duygu Turker & Ozge Can & Gizem Aras‐Beger, 2023. "How authenticity of corporate social responsibility affects organizational attractiveness: Stakeholder perceptions of organizational ideology," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 30(4), pages 1680-1697, July.
    2. Edwin Love & Tejvir Sekhon & Tara Ceranic Salinas, 2022. "Do well, do good, and know your audience: the double-edged sword of values-based CSR communication," Journal of Brand Management, Palgrave Macmillan, vol. 29(6), pages 598-614, November.
    3. Shaun M. Powell, 2018. "Journal of Brand Management: year end review 2018," Journal of Brand Management, Palgrave Macmillan, vol. 25(6), pages 494-499, November.
    4. Gareth R. T. White & Anthony Samuel & Robert J. Thomas, 2023. "Exploring and Expanding Supererogatory Acts: Beyond Duty for a Sustainable Future," Journal of Business Ethics, Springer, vol. 185(3), pages 665-688, July.

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