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This chapter provides an overview of research on authenticity in tourism studies focusing on the development of the field and noting four main strands: objective, constructive, postmodern, and experiential. Underlying the various approaches to authenticity are distinct authentication processes with more recent work arguing for a move away from an authentic/inauthentic dichotomy toward an emphasis on the social construction of authenticity, and associated questions of power, production and performativity.

Discussion around authenticity has grown in marketing and consumption discourse in the last two decades. Consumers are viewed as seeking authenticity, and brands have responded to this. This chapter identifies three foundational categories of authenticity: personal, expressive and material. The main elements of each category are outlined. Key tensions are identified between authenticity as experienced by consumers and authenticity as leveraged for instrumental purposes by the marketplace.

This chapter starts by defining authenticity and then addressing the role that the concept has played in political communication research. It then examines authenticity as an issue in conventional politics before discussing more recent engagements with the concept, notably with regard to campaigns, populism and voting preferences.

This chapter is interested in exploring whether philosophical understandings of authenticity are applicable to Western conceptualisation of heritage, from physical sites (tangible) to social practices (intangible). In viewing heritage as a dynamic process, the author argues that the concept of genius loci (or spirit of place) is the most logical theoretical framework to accommodate these shifting understandings of authenticity and heritage. Moreover, by moving beyond anthropomorphised and material-centred themes and focussing instead on participation, locus and action, building conservation can explore the dynamics between materials and meanings in order to work towards a more performative interpretation of historic building authenticity

Artists operating under a studio model, such as Andy Warhol, have frequently been described as reducing their work to statements of authorship, indicated by the signature finally affixed to the work. By contrast, luxury goods manufacturers decry as inauthentic and counterfeit the handbags produced during off-shift hours using the same materials and craftsmanship as the authorized goods produced hours earlier. The distinction between authentic and inauthentic often turns on nothing more than a statement of authorship. Intellectual property law purports to value such statements of authenticity, but no statement has value unless it is accepted as valid by its audience, a determination that depends on shared notions of what authenticity means as well as a common understanding of what authenticity designates.

Since the arrival of mass production, commodification has been plaguing markets – none more so than that for music. By separating production and consumption in space and time, commodification challenges the very conditions underlying economic exchange. This chapter explores authenticity as the institutional response to the commodification of music, rekindling the relationship between isolated market participants in the increasingly digitized world of music. Building upon the “Production of Culture” perspective, we unpack the commodification of music across five different institutional realms – (1) production, (2) consumption, (3) selection, (4) appropriation, and (5) classification – and provide a thoroughly relational account of authenticity as an institutional practice.

The author addresses the relationship between populism and authenticity in the contemporary era. The author argues that for populists, authenticity is more than an image-building strategy and instead is used strategically to maintain a powerful emotional connection with supporters that extends beyond election campaigns. The chapter also examines the rise of a distinct populist style (ordinariness, provocation, a certain kind of intimacy) that is used in opposition to an established political class. This style is often represented, and celebrated, through social media and increasingly defines what it means to be authentic in the political sphere.

This study examines the effects of a firm’s corporate social responsibility (CSR) initiative on its employees’ organizational attachment and intent to leave. We propose that employees’ perceived authenticity of their firm’s CSR activity mediates the effects of a firm’s CSR initiative on employees’ attachment to the firm and intent to leave. We also hypothesize that employees understand the authenticity of their firm’s CSR initiative based on internal and external attribution mechanisms. We propose that internal attribution enhances authenticity, while external attribution reduces it.

We surveyed a sample of 450 employees from 38 Korean companies that were included in the 2009 Dow Jones Sustainability Index Korea (DJSI Korea). To test the theoretical model, we employed a linear structural equation modeling which allows the causal estimation of theoretical constructs after taking into account their measurement errors.

As predicted, internal attribution significantly increases employees’ perceptions of their firm’s CSR authenticity, whereas external attribution significantly reduces such perceptions. Employees’ perceptions of authenticity, in turn, increase their affective attachment and decrease their intent to leave. In addition, the effects of the two attribution mechanisms on organizational attachment and intent to leave were mediated by employees’ perceptions on authenticity.

Research on authenticity has been case studies or narrative ones. This is one of the first studies investigating the role of authentic management empirically.

We demonstrate that a firm’s CSR initiative is a double-edged sword. When employees perceive inauthenticity of their firm’s CSR initiative, the CSR initiative could be detrimental to employees’ attachment to the firm. This study calls attention to the importance of authentic management of CSR.

Informational transparency through social network services become the foundational reality to the contemporary management. To maintain competitive edge in this changing world, every stakeholder of a firm including managers, employees, customers, shareholders, government, and communities should collaborate and help each other live the principle of authenticity.