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The paradox of a legend: A visual ethnography of Harley-Davidson in Australia

Published online by Cambridge University Press:  02 February 2015

Sharon Schembri
Sharon Schembri*
Affiliation:
Department of Marketing, Griffith Business School, Griffith University, Gold Coast QLD, Australia
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Abstract

Consumption, especially high profile brand consumption, implicates our identities. More than that, brand consumption connects our lives to others through shared lifestyle expressions to the extent that subcultures of consumption emerge. However, as this work shows, the meaning of particular consumption objects or brands cannot be assumed. Using visual ethnography, this study describes the experiential meaning of the legendary Harley-Davidson to owners and riders in Australia. For more than three years, fieldwork was conducted primarily from within a chapter of the Harley Owners Group (HOG) and included participant observation, interviews, and visual documentation of the Harley-Davidson experience. The findings show the Australian Harley-Davidson experience to be a postmodern paradox. As an iconic American brand with a rebellious image, Harley-Davidson is readily embraced in this Australian subculture of consumption. Also, despite the widely assumed deviancy of those on a Harley-Davidson, the Australian HOG subculture is shown to uphold mainstream values in a family-friendly environment. Moreover, as an iconic symbol of freedom, this experience is achieved through regulation and organization. This work also shows the act of consuming Harley-Davidson creates the experiential meaning and postmodern spectacle that demands attention. In effect, consumers become producers in co-constructing the postmodern paradox of the (Australian) Harley-Davidson experience.

Keywords

Harley-Davidsonconsumer experiencesubculturebrand communityvisual ethnographypostmodernism
Type
Research Article
Information
Journal of Management & Organization , Volume 14 , Issue 4 , September 2008 , pp. 386 - 398
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2008

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