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

Samuel, Anthony ORCID: https://orcid.org/0000-0002-4483-4600, Taylor, Daniel, White, Gareth Reginald Terrance and Morris, Matthew 2018. Unpacking the authenticity gap in corporate social responsibility: lessons learned from Levi's 'Go Forth Braddock' campaign. Journal of Brand Management 25 (1) , pp. 53-67. 10.1057/s41262-017-0067-z

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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 (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.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Uncontrolled Keywords:	Brand Authenticity, Branding, Authenticity Gap, CSR, Focus Group
Publisher:	Palgrave Macmillan
ISSN:	1350-231X
Date of First Compliant Deposit:	5 June 2017
Date of Acceptance:	12 May 2017
Last Modified:	07 Nov 2023 00:01
URI:	https://orca.cardiff.ac.uk/id/eprint/101172

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