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While the popularity of online shopping has increased in recent years, surprisingly little research has examined the factors affecting consumers’ behavior in this context. Furthermore, though a widespread problem for companies, the phenomenon of online shopping cart abandonment has garnered even less attention. The purpose of this study is to examine the role of consumers’ mindsets in online shopping cart abandonment.

Three experimental studies were conducted to examine the effect of consumer mindsets (i.e. abstract vs concrete) on purchase intentions.

Results indicate that consumers who have an abstract (as opposed to concrete) mindset when shopping online rate the products they include in their shopping carts to be more important, and consequently are more likely to purchase them, reducing shopping cart abandonment.

The findings suggest that online retailers can reduce shopping cart abandonment by implementing strategies that allow consumers to think abstractly.

This research contributes to the literature by identifying an important underlying mechanism affecting online shopping cart abandonment.

The purpose of this paper is to report the production of the key process areas (KPAs) for an e‐capability maturity model for construction organisations, based on drivers and barriers to e‐procurement.

Previous researchers have recognised the positive consequences of possessing a model to sustain the embedment of any business process within an organisation. The capability maturity model progressed into one of the most internationally recognised since the release of the Software Capability Maturity Model (CMM) in 1991. Since then, many CMMs have been developed. This paper reports on how a CMM based on drivers and barriers to e‐procurement identified in Eadie et al. can be developed to form the KPAs in the formation of a model to gauge the maturity of an organisation in relation to e‐procurement.

It was found that factor analysis could be used as a data reduction technique to reduce the 20 drivers and 32 barriers identified as being applicable to e‐procurement in construction, to 12 KPAs: Quality management system; Cost management system; Intergroup coordination; Time management system; Operational analysis; Organisational change management system; Integrated teaming; Governance management system; Requirements development; Knowledge management system; Integration management system; and Organisational environment.

This paper provides particulars of a research project which uses factor analysis to produce a set of KPAs from the drivers and barriers identified in Eadie et al. These KPAs are then subjected to a mapping process linking them to maturity levels to develop a CMM to analyse the e‐procurement capability of construction organisations. This mapping will be reported in a later paper. This e‐readiness of organisations will indicate the current state of a construction organisation in terms of its readiness to carry out e‐procurement. The paper describes in detail the identification of the KPAs.

This study aims to develop a systematic method called servitization maturity model to support companies in developing distinctive capabilities for successful servitization.

The concept of maturity models is adopted to support companies in developing distinctive capabilities for servitization. A systematic literature review and case study approach are employed to develop the maturity model.

The findings highlight 46 capabilities classified into seven categories: strategy and leadership, performance, offerings, customers, organization, network and digital technology. Furthermore, the evolutionary path is defined by combining two types of levels, i.e. capability and maturity levels, to develop these capabilities.

The evolutionary path was partially validated through the application, while further investigation is required to validate the evolutionary path. Therefore, future research should investigate the further validation of the evolutionary path by conducting multiple case studies.

The proposed maturity model enables companies to not only capture the bigger picture of the required capabilities without oversight, but also determine a process for improving the requisite capabilities with feasible efforts.

Existing maturity models focused on the transition from less to more advanced services. However, recent studies emphasized that companies need to determine strategies that reflect their capabilities rather than simply move toward more advanced services. Based on this assumption, this study provides successive stages that enable companies to improve their capabilities through feasible efforts.

The purpose of this paper is to investigate the elements of lean concept and identify those principles which are applicable to service organizations, also, to compare the lean best practices with CMMI‐SVC v1.2 model goals and practices and find out the compatibility.

The capability maturity model integration (CMMI) for services (CMMI‐SVC v1.2) model, developed by Software Engineering Institute is a collection of best practices applicable to service operations. Lean concepts, on the other hand, originated from manufacturing but of late lean principles and best practices have been implemented in some services organizations. As lean concepts originated from manufacturing and CMMI‐SVC v1.2 from software industry, there could be some overlapping content and some differences and each may offer some distinct advantages. This paper is based on the review of the contemporary literature on lean concepts and CMMI‐SVC v1.2 model, including books, journal articles and handbooks. The authors involved a group of practitioners and experts with theoretical and practical expertise on the CMMI framework, software process improvements as well as lean principles and services to find out which lean principles are applicable to service organization and also the compatibility of lean and CMMI‐SVC v1.2 practices.

The authors have defined a set of lean best practices which can be applied to service organizations. It is concluded that integration and harmonization of both lean and CMMI‐SVC v1.2 practices is possible and in many ways the practices are complementary. In the future, a unified model based on both lean and CMMI‐SVC v1.2 can be developed by combining the best practices of both.

This paper has reviewed the lean literature and grouped the lean best practices which are applicable to service organizations. It has compared the lean best practices with CMMI‐SVC v1.2 best practices. Little research has been done on comparison of lean best practices with CMMI‐SVC v1.2 model.

This chapter examines the surgical body modification experiences of transgender and cisgender people in the United States. It analyzes how surgery consumers with different gendered histories pursue “enhanced” embodiment. Both cisgender and transgender people obtain similar surgeries, but their procedures are differently regulated. Based on 40 in-depth interviews, this chapter compares the presurgical and postsurgical experiences of transgender and cisgender people. The findings show that cisgender and transgender people felt similarly about their bodies before surgery and reported corresponding cosmetic and psychological motivations for surgery. Both groups also had comparable postsurgical outcomes and used surgery to actualize a more desirable gendered embodiment. Ultimately, surgery resulted in changed gendered embodiment that enhanced the self for both groups. It could be psychologically transformative for cisgender people and provide more of a cosmetic effect for transgender people. These findings complicate disparate regulations of transgender and cisgender surgeries. They highlight surgeries as body technologies that enhance gendered embodiment allowing both cisgender and transgender consumers to articulate gendered concepts of the self.

This paper aims to illuminate mechanisms through which memorable experiences with brands create lasting preferences. It is based on the proposition that intense positive (negative) affective consumption in the consumer’s youth creates powerful imprints, which influence brand preference (distaste) throughout life.

Autobiographical memories with Nutella are retrieved from three different user groups, i.e. heavy-, light- and non-users. The retrieved memory narratives are analysed using conditioning theory, i.e. operant, classical or no conditioning are identified and compared across groups.

The research’s central proposition is affirmed, yet the dominant form of conditioning mechanism differs per group. Operant conditioning outperforms classical conditioning in creating strong and lasting preferences. Heavy- and non-users predominantly exhibit in-tensely positive and negative operant conditioning, respectively. Light-users on the other hand recall less affectively intense consumption experiences, mainly featuring classical conditioning. The light-users’ recollections suggest a mere exposure effect to be more appropriate in describing the preference formation in this user group.

Users not having experienced affectively intense consumption, i.e. light-users, are likely to be influenced in their preference over time through other factors, which this paper does not focus on.

Memory elicitation and exploration provides valuable insights to shape both promotional as well as advertising strategies.

The study extends existing theory on conditioning in marketing by first using a novel qualitative approach to analyse conditioning procedures in real-life settings, and second, it highlights operant conditioning’s superior ability in creating lasting preferences.

Requirements engineering (RE) and process improvement has been identified as one of the key factors for improving software quality. Despite this, little scholarly work has been done on developing ways to improve the RE process. The situation of RE and process improvement is even worse in small and medium enterprises that produce software. Consequently, the quality of software being produced by these companies has kept deteriorating. The purpose of this paper is to design a framework that will help small and medium software companies improve their RE processes in order to compete favorably with larger software companies, more especially in terms of software quality.

A qualitative research approach was adapted. Four software companies in Uganda were purposively selected to participate in the study. Data were collected using questionnaires. The requirements for designing the framework were gathered and refined from both primary and secondary data.

The key requirements for process improvement in small and medium software companies were identified as user involvement, use of evolutionary requirements engineering process improvement (REPI) strategy, change management, training and education, management support and commitment.

The designed framework was validated to ensure that it can be applied in RE and process improvement in small and medium software companies. Validation results show that the proposed framework is applicable and can be used to improve RE and process improvement in small and medium software companies.

The paper presents an improvement of the systematic approach to REPI by Kabaale and Nabukenya which is decomposed for easy understanding by non-technical readers and users.