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How organizations view, value and manage their place architecture in relation to identification and corporate identity has received little research attention. The main goal of this paper is to provide an integrative understanding of the relationships between corporate identity, place architecture, and identification from a multi-disciplinary approach. It is assumed that the characteristics of the organization and of the way a corporate identity and place architecture are managed will affect employees’ and consumers’ identification.

The paper uses a theory-building case study within the phenomenological/qualitative research tradition. The data were gathered through 15 in-depth interviews with top management who were working at a London-Based Business School. In addition, six focus groups were conducted with a total of 36 academics, and new empirical insights are offered. NVivo software was used to gain insight into the various influences and relationships.

Drawing on one case study, the findings confirm that firms are using the conceptualizations of corporate identity and place architecture, including the leveraging of tangible and intangible forms of consumers’/employees’ identification, toward a university business school. The insights from a single, exploratory, case study might not be generalizable.

The relationships between corporate identity, place architecture and identification have received little research attention and have hardly been studied at all from the perspective of this paper. This paper has value to researchers in the fields of marketing, corporate identity, place architecture, design, as well as professionals involved in managing a company’s architecture. Drawing on the marketing/management theory of identity and architecture alignment, managers and policy advisors should devote attention to each element of the corporate identity and place architecture and ensure that they are meaningful, as well as in dynamic alignment.

This paper aims to explore authenticity as a multidimensional construct from both consumer and service provider perspectives in the context of culturally themed restaurants in Kolkata, India.

Utilizing a phenomenological design, data have been collected through participant observation, photographs and semi-structured interviews in Bengali-themed restaurants over a two-year period.

By articulating the processes and dimensions that operate behind the narrative of authenticity, the findings display the interaction between market/cultural forces and the perception of authenticity. These reveal that authenticity embraces four major categories, namely, traditional, staged-form, postmodern and constructivist.

This study provides insights into the collective role of both consumers and service providers in mediating perceptions of authenticity. Theoretically, this study contributes to the literature by articulating four dimensions of authenticity.

Practically, this study assists marketers with insights into the balance of authenticity and the commoditization of culture.

As globalization weakens cultural boundaries and jeopardizes regional identities, there is a need for reassuring cultural continuity that upholds ethnic legacy for local consumers. Thus, this study provides theoretical and practical insights for both researchers and practitioners concerned about maintaining authenticity in a global marketplace.