BM_IMD_REPORT-How-Authentic-is-your-Corporate-Purpose
BM_IMD_REPORT-How-Authentic-is-your-Corporate-Purpose
BM_IMD_REPORT-How-Authentic-is-your-Corporate-Purpose
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Figure 1. <strong>Authentic</strong>ity of <strong>Corporate</strong> <strong>Purpose</strong>: A Conceptual Model<br />
We chose identity and image to capture the idea that authenticity has both internal and external<br />
components and that an authentic corporate purpose <strong>is</strong> both about how the organization sees itself<br />
as well as how others see the organization.<br />
Identity: Translating measures from the authentic leadership and corporate social responsibility<br />
(CSR) literature, we found that activities related to leading and stewarding the company within<br />
society reflect more broadly how an organization sees itself and thus pertains to organizational<br />
identity. For example, authentic leaders are described as having highly developed systems of selfawareness<br />
and self-regulation. They have real<strong>is</strong>tic, balanced concepts of themselves that are rooted<br />
in strong values and they tend to base their actions on these core values, acting transparently and<br />
leading from conviction. Similarly, we argue that organizations with an authentic corporate purpose<br />
will also act with awareness, self-regulation, balance and transparency and that these activities are<br />
central to leading with an authentic corporate purpose. Similarly, how an organization chooses to<br />
interact with its stakeholders, the environment and the broader community in which it operates can<br />
also be seen as a reflection of how a company defines its role within society. Therefore, these<br />
stewarding activities are also deemed part of organizational identity.<br />
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