Crafting brand authenticity: The case of luxury wines. Journal of Personality and Social Psychology, 81(6): 1131–1143. Social roles as mechanisms for psychological need satisfaction within social groups. The work of art in the age of mechanical reproduction. The emergence of corporate social responsibility in Chile: The importance of authenticity and social networks. Beckman, T., Colwell, A., & Cunningham, P.Berkeley, CA: University of California Press. Journal of Aesthetics and Art Criticism, 46: 477–487. Ann Arbor, MI: University of Michigan Press.
Ethics, character, and authentic transformational leadership behavior. Journal of Experimental Psychology: Learning, Memory, and Cognition, 11: 629–654. Ideas, central tendency, and frequency of instantiation as determinants of graded structure in categories. Too tired to inspire or be inspired: Sleep deprivation and charismatic leadership. Industrial and Corporate Change, 13: 3–32. Employing identities in organizational ecology. A meta-analytic review of authentic and transformational leadership: A test for redundancy.
Journal of Personality and Social Psychology, 108(1): 128–147. Remembering the real me: Nostalgia offers a window to the intrinsic self. Baldwin, M., Biernat, M., & Landau, M.Journal of the Academy of Marketing Science, 42(6): 642–657. The role of brand communications on front line service employee beliefs, behaviors, and performance. Academy of Management Journal, 14: 496–515. Organizational theories: Some criteria for evaluation. Annual Review of Psychology, 60: 421–449.
Leadership: Current theories, research, and future directions. Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. Authentic leadership development: Getting to the root of positive forms of leadership. Individual differences in emotional creativity: Structure and correlates. Personality and Social Psychology Bulletin, 38(4): 466–476. Pride and prejudice: How feelings about the self influence judgments of others. Academy of Management Review, 18: 88–115. Emotional labor in service roles: The influence of identity. Huffman (Eds.), The way of consumption: Contemporary perspectives on consumer motives, goals, and desires: 140–163. Authenticating acts and authoritative performances: Questing for self and community. ‘Between authenticity and pretension’: parents’, pupils’ and young professionals’ negotiations of minority ethnic middle-class identity. (In)authenticity work: Constructing the realm of inauthenticity through Thomas Kinkade. Racialized authentication: Constructing representations of the Florida highwaymen. Radical authentic leadership: Co-creating the conditions under which all members of the organization can be authentic. In doing so, this review represents an initial step toward an integrated framework of authenticity, which provides new insights into our understanding of the existing literature and a useful guide for future research. The aim of this review was to critically appraise the various research themes within each perspective, highlighting similarities, differences, and relationships between them. This review outlines three fundamental but distinct perspectives found in the literature: authenticity as (1) consistency between an entity’s internal values and its external expressions, (2) conformity of an entity to the norms of its social category, and (3) connection between an entity and a person, place, or time as claimed. On the surface, it might seem that a consensus exists about its meaning there is indeed widespread agreement that authenticity refers to that which is “real” or “genuine” or “true.” Below the surface, however, there is much less agreement scholars use the same lexical term but often approach the concept from different perspectives and apply different meanings. The concept of authenticity informs a number of central topics in management studies.