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1 – 3 of 3Gunjan Malhotra and Shipra Shaiwalini
This research paper aims to examine consumers' perceptions and behaviours towards “pre-loved luxury fashion products” and focusses on analysing the moderating influence of…
Abstract
Purpose
This research paper aims to examine consumers' perceptions and behaviours towards “pre-loved luxury fashion products” and focusses on analysing the moderating influence of consumers' attitude strength. Additionally, it investigates the impact of desirability in sustainable luxury experiences (LEs) on consumers' purchase intentions (PIs). The study draws inspiration from the Norm Activation Model theory and operationalises attitude strength using the Elaboration Likelihood Model theory.
Design/methodology/approach
Purposive sampling technique was employed to collect 317 useable samples from respondents who had previously purchased or intended to purchase pre-loved luxury fashion goods. SPSS and AMOS version 25 was used for data analysis.
Findings
The findings reveal that consumers' environmental concern influences their intention to purchase pre-loved luxury fashion products. Furthermore, sustainable LE acts as a significant mediator in this relationship. The study also demonstrates that the intention to purchase pre-loved luxury fashion products is strengthened when consumers possess a strong attitude towards them.
Practical implications
Luxury marketers can strategise accordingly to motivate consumers to purchase pre-loved luxury fashion products by resonating with their cultural correlates through persuasive advertising to favourably affirm their attitude towards pre-loved luxury fashion products.
Originality/value
This study contributes to the literature by addressing the unresolved area of PIs for pre-loved luxury fashion products, considering the moderating role of attitude strength in emerging markets. It highlights the significance of advocating and promoting pre-loved luxury fashion products and provides valuable insights for luxury marketers.
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Gunjan Malhotra, Gunjan Dandotiya, Shipra Shaiwalini, Adnan Khan and Shreya Homechaudhuri
The paper tries to investigate the impact of applications of the resource-based view (RBV) theory in the management field to improve the firm’s profitability. Global firms are…
Abstract
Purpose
The paper tries to investigate the impact of applications of the resource-based view (RBV) theory in the management field to improve the firm’s profitability. Global firms are innovating and adopting new technology, paving the way to improve their performance.
Design/methodology/approach
We have adopted RBV in management practices such as marketing, strategy, finance, and human resources.
Findings
RBV has gained researchers' attention with the growing competitive world and new challenges to retaining customers and achieving their pre-defined targets. We attempt to identify the issues related to the usage of RBV in management.
Originality/value
Using RBV in management may help researchers create a competitive mindset and be prepared for uncertain challenges in the business world.
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Keywords
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Benchmarking key metrics can help firms seeking to strengthen their competitive position. Adopting a resource-based view (RBV) approach enables identification of influential resources and capabilities that possess scope to enhance performance with regard to various management practices.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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