Suchergebnisse

Abstract
An increasing number of consumers, in recent times, have reported feeling busier than ever. The current research examines how the subjective perception of busyness—which is referred to as a busy mindset in the current research —impacts consumers' decision-making. Building on different streams of research in sociology and self-view, the current research proposes that a busy mindset bolsters people's sense of self-importance, which, in turn, can increase self-control. Thus, a busy mindset is predicted to facilitate people's ability to exert self-control. Seven studies, including a field study, provide support for this busy mindset hypothesis across various self-control domains. Findings from these studies provide support for the underlying process related to self-importance in multiple ways, while also addressing alternative accounts related to stress and the desire for productivity. Finally, findings from the current research delineate important managerially relevant boundary conditions for the proposed busy mindset effect.

Abstract
Product tests are a common feature before any product launch. During product tests, marketers might discover that the product can deliver additional unintended benefits to the users. Should marketers communicate such unexpectedly found benefits to their potential customers as an unexpectedly discovered benefit or as an intended benefit? Across six experiments, including a field experiment, the current research shows that framing a product benefit as unexpected increases desire for the product, when consumers have a heightened motivation to seek rewards. However, framing an undesirable product feature (e.g., a side effect) as unexpected can negatively impact product desirability for consumers, who have a heightened motivation to avoid losses. Finally, highlighting another managerially important boundary condition, our findings show that the unexpected-framing effect is attenuated when the benefit framed as unexpected is incongruent with the product category. Theoretical and managerial implications of unexpected framing are discussed.