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

Edwards, Lee and Henderson, Alison (2010) Authenticity in organisational context: fragmentation, contradiction and loss of control. Journal of Communication Management, 14 (3). pp. 192-205. ISSN 1363-254X

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Identification Number: 10.1108/13632541011064481

Abstract

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.

Item Type: Article
Official URL: http://www.emeraldinsight.com/loi/jcom
Additional Information: © 2010 Emerald Group Publishing
Divisions: Media and Communications
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Sets: Departments > Media and Communications
Date Deposited: 07 Nov 2017 12:01
Last Modified: 20 Mar 2019 01:55
URI: http://eprints.lse.ac.uk/id/eprint/85106

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