The Diamond Model of Authentic Green Marketing: Evidence from the Sustainable Architecture Industry

Abstract

While “green marketing” has emerged as powerful competitive force, many markets lack clear institutional standards or knowledgeable customers to allow firms committed to sustainable practices to differentiate themselves from opportunistic, green‐washing competitors. Within these contexts we propose a firm‐level lens based on authentic firm reputation as an important, yet poorly understood, competitive force. Drawing on interview data from the architectural design services context we identify the elements that firms use to communicate their own authenticity, as well as discourage green‐washing behavior of peers, and present these elements as the “Diamond” model of authentic green marketing, consisting of: (1) The ability to appear above commercial considerations; (2) The ability to frame production methods as craft; (3) The use of corporate visual identity; and (4) An organization's social network of stakeholders. We conclude by discussing the generalizability and implications of our framework for practitioners as well as opportunities for future research.

What do we know about CSR authenticity? A systematic review from 2007 to 2021

“…Among the 52 articles focusing on CSR-related authenticity, five articles were conceptual papers with no primary data. Topics include critical analysis of authenticity in current CSR and sustainability communication and practice (Mahsud et al , 2018; Morsing, and Spence, 2019) and theorization and modeling of authentic CSR construction (Parkman and Krause, 2018; Vredenburg et al , 2020). There were 47 empirical studies, among which 21 studies contained qualitative research methods, and 27 studies used quantitative research methods, with one article using mixed methods of surveys and in-depth interviews (Yang et al , 2020).…”

Role of green advertisement authenticity in determining customers' pro‐environmental behavior

“…Using advertising to project an image of authenticity is difficult because mass marketing methods are believed to undermine such claims (Lessne & Venkateshan, 1989; Malhotra et al, 2017). Parkman and Krause (2018) even proposed a “Diamond” model to examine the authenticity of green advertising and help the firms to develop authentic reputations for their green advertising. Gilmore and Pine (2007) also identified two different dimensions to classify (un)authentic business offerings, which are (1) being true to own self, constituting self‐reflexive criterion; and (2) being true to others, constituting relational criterion.…”

Green marketing orientation: evolution, conceptualization and potential benefits

“…strategic green marketing, tactical green marketing, and operational green marketing. Some definitions of green marketing (see Table 1) clearly represent one particular dimension of green marketing (Mahamuni, Tambe, 2014;D'Souza et al, 2015;Singh et al, 2016;Ahmadzadeh et al, 2017); others demonstrate multidimensional approaches to green marketing (Papadas et al, 2017;Ranjan, Kushwaha, 2017;Parkman, Krause, 2018).…”

“…The concept of green marketing prevails to deliver commercial, environmental, and social benefits ( Figure 3). Majority of studies of green marketing (Sharma, Iyer, 2012;Anand, 2013;Mahamuni, Tambe, 2014;Mishra, Sharma, 2014;Suresh, 2014;Garg, 2015;Wymer, Polonsky, 2015;Zampese et al, 2016;Lazar, 2017;Papadas et al, 2017;Parkman, Krause, 2018;Shi, Yang, 2018;Talebi et al, 2018) emphasize commercial benefits of particular orientation. There exists sufficient evidence that proves the positive impact of green marketing upon the following aspects: -Strengthening relationships with customers.…”

“…Green marketing is a powerful competitive force; it helps to maintain a continuous competitive advantage. Companies that adopted green marketing may achieve a sustainable competitive advantage over the companies that have not (Sharma, Iyer, 2012;Anand, 2013;Mahamuni, Tambe, 2014;Mishra, Sharma, 2014;Lazar, 2017;Papadas et al, 2017;Parkman, Krause, 2018;Shi, Yang, 2018;Talebi et al, 2018). In some cases, activities of competitors stimulate organizations to make changes in their marketing activities (Mahamuni, Tambe, 2014) or access new markets (Mishra, Sharma, 2014).…”