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Hypermarkets face a very competitive environment, as their rivals also include traditional markets, convenient stores and supermarkets. In addition to offering innovative services, hypermarket managers must also pay attention to customer shopping patterns and behaviors in order to gain market share. The purpose of this paper is to posit that there will be significant differences between male and female hypermarket customers in terms of both shopping time and categories of goods purchased.

To investigate actual shopping behaviors, this study observed customers in hypermarkets and recorded how long they spent shopping and what they purchased.

The results of this study implied that gender is a key factor that affects both shopping time and the goods purchased in Taiwanese hypermarkets. The empirical findings also indicated that customers favor certain goods categories.

The results of this study provide details of the differences between male and female hypermarket customers, with which managers can use to develop better marketing strategies.

The purpose of this study is to show hypermarket retailers how gender differences affect customer behavior in this context. It also presents a consumer product categories list for hypermarkets, and this can be used as a reference for follow-up studies.

The purpose of this paper is to propose a knowledge value creation model to evaluate and interpret knowledge conversion effects and knowledge value creation for knowledge‐intensive procurement projects.

To depict the knowledge‐conversion processes and knowledge value creation, two portions are undertaken in the model: quantifying the success of every knowledge conversion; and analyzing and interpreting effects on each conversion process and the entire procurement project. A case study for the model implementation is provided.

In the case study, four factors of “performance improvement,” “project learning,” “project comprehension,” and “project value” cover the importance from knowledge workers' perception. However, attitudes of indirect knowledge workers toward instant project learning are not as aggressive as those of the direct project workers.

Systematic thinking based on knowledge management (KM) is required in order to feasibly and efficiently manage and program procurement projects which might involve buyer‐supplier knowledge communication. For the knowledge‐intensive projects, a systematic approach to the treatment of knowledge transfer assessment is also able for organizations to encode knowledge and knowledge value into supplier relationship management (SRM) and KM information systems. The proposed model is not only the first attempt to quantitatively and qualitatively evaluate knowledge conversion incorporated within KM but also contributes to the literature on SRM of assessing the performance of procurement projects.