Experience Stern | Faculty & Research

In today’s marketplace, “authenticity” has become a buzzword that brands strive to embody. Consumers will tell you they are drawn to companies that appear genuine, transparent, and aligned with their personal values, and brands are certainly paying attention.

However, the concept of corporate authenticity is complex and often misunderstood. While it seems easy enough to decide whether a person is authentic and honest (which does not imply we are good at it), it is rather more difficult to attempt to judge a corporation on whether it is “true to itself” or “lives up to its values.” Unlike individuals, corporations are open systems with diverse stakeholders, making the pursuit of authenticity a challenging endeavor. The impression or view a collective of individuals may hold on them represents less in the form of a tangible or concrete reality, and more in the form of an urban legend or story. As Yuval Harari notes, corporations are shared myths—“Peugeot is not a car, it is a story.”

In line, research shows that we often anthropomorphize brands, attributing human characteristics to them. This tendency is encapsulated in Jennifer Aaker’s seminal work on brand personality, which identifies five dimensions: sincerity (think Patagonia, known for its environmental activism and ethical sourcing), excitement (Red Bull, with its adrenaline-fueled branding and extreme sports sponsorships), competence (Toyota or Microsoft, projecting reliability and expertise), sophistication (Chanel or Rolex, evoking elegance and luxury), and ruggedness (Jeep or Harley-Davidson, built around toughness and adventure). These categories help marketers craft emotionally resonant narratives, but they can also mislead—creating the illusion of consistent, humanlike traits in organizations that are, in reality, anything but unified or coherent.

Read the full Fast Company article.

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Alison Taylor is a Clinical Associate Professor at NYU Stern.