Search results

This paper aims to explore digital fashion products in the metaverse platform contexts and empirically examine the effect of the metaverse platform characteristics on the purchase intention of digital fashion products through users' flow experience and perceived value of the products.

A survey method was used in this study. Answers from 314 metaverse users were analyzed, and the hypotheses were tested using the structural equations modeling and bootstrapping analysis.

The analyses showed that telepresence, social interaction and economic flow had significant effects on users' flow experience among the metaverse platform characteristics, while the continuity and content creation of the metaverse platform did not have significant effects. The flow experience also appeared to have significant effects on multiple consumption values, including pleasure value, self-expression value and economic value. Last, the perceived pleasure value and economic value of digital fashion products had a positive effect on purchase intention.

The main contribution of this research is that it is one of the first empirical attempts to investigate individual consumers' perceptions and experiences of digital fashion products in the context of metaverse platforms.

The key aspect of this study is the mediating role of innovation in the relationship between talent management (TM) and organizational performance (OP).

A structural equation model with AMOS software is used to gauge the impact of TM on innovation and OP. In this regard, innovation is the mediating variable of the model. The author uses Hayes PROCESS macro for SPSS (Hayes, 2018) and the mediating procedure of Baron and Kenny's model (1986).

Results show that innovation is a full mediating variable that captures the whole variance of the model in the relationship between TM and OP.

The results of this study are important for organizations since they emphasize the need to adapt TM strategies to innovation and improvement in the organization. This involves not only managers and their training and development plans but also employees in their attraction, development and retention strategies.

The originality of this study is that it explores the causal relationship between the three variables considered in the model, that is, TM, innovation and OP. These relationships evidence gaps in human resource management and TM literature, improving current understanding of the role of innovation in the organizational context.