Authenticity in organisational context: fragmentation, contradiction and loss of control

Purpose – Dialogue and debate in today's public sphere increasingly engage with audiences that are sophisticated in their assessments of both the intent and the quality of formal communication. In this promotional culture, increased scepticism about the degree to which organisations and political parties can be trusted to be genuine has resulted in a renewed focus on authenticity in communication. However, being “authentic” is easier said than done. The notion of authenticity is complex; research has defined it as an individual attribute, an organisational attribute, and a source of organisational capital in the quest for a market. This paper aims to review the understandings of authenticity as an individual attribute and draw on them to understand the problematic of authenticity as an organisational or brand characteristic, marketed to generate compliance from audiences. Design/methodology/approach – The paper takes the form of a conceptual analysis of literature on authenticity. Findings – The analysis reveals a number of problems that can arise from inappropriate authenticity claims by organisations. Research limitations/implications – The paper demonstrates how future research might usefully draw on disciplines outside public relations, marketing and corporate communications to inform work in the field and shed new light on existing theory and practice. Practical implications – The paper challenges practitioners to examine the effects of their work, given the nature of authenticity as a socially constructed phenomenon. Originality/value – The paper offers a new way of looking at claims to authenticity and examines the wider implications of such claims in terms of both their effectiveness and their exclusionary effects.