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Standardization of materials (i.e. replacement of several materials/components by a single component that has all the functionalities of the materials/components it replaces) is one important purchasing department decision. The primary objective of this study is to examine empirically the impact of standardization of materials and purchasing procedures (standardization in purchasing) on purchasing and business performance.

To address our research problem, a survey instrument was developed and a structural model was hypothesized and tested using structural equation modeling. Data were collected from a field research on a sample of 306 manufacturing companies in Spain.

The results of this research indicate that standardization in purchasing has a significant positive effect on both purchasing and business performance. Thus, standardizing materials and purchasing procedures is important and may help firms to meet their materials expenditure targets, and increase the quality of materials, on‐time delivery from suppliers, inventory performance, as well as business performance.

One of the limitations of the study is that the use of a single key informant could be seen as a potential limitation of the study. The study was a cross‐sectional and descriptive sample of the manufacturing industry at a given point in time. A more stringent test of the relationships between standardization in purchasing and performance requires a longitudinal study, or field experiment.

The empirically validated positive relation of standardization in purchasing to firms' performance, such as that documented in this study, can be very useful for the managers who take the initiative in standardization to promote and obtain the resources needed for the adoption of standardization of materials and purchasing procedures. Standardization in purchasing has, as this study shows, much to offer firms that wish to improve their performance.

Because there is a lack of empirical evidence about the impact of standardization of materials and purchasing procedures (standardization in purchasing) on purchasing and business performance, this paper filled an important gap in the purchasing literature.

This study aims to test the experiential advantage argument from both the hedonic and eudaimonic well-being perspectives and seeks to explore the mediating roles of a sense of meaning, as well as the moderating effects of consumers’ motivational autonomy, in a novel context – China.

Study 1 (n = 203) used a between-subject experiment where participants role-played an imaginary purchase with experiential versus material focus; Study 2 (n = 290) used a recall method where participants were asked to recall their past experiential purchase or material purchase that cost more than RMB500 (about US$70); Study 3 (n = 185) used a between-subject experiment where participants were assigned to one of the four scenarios (two types of purchases (experiential vs material) × 2 levels of motivational autonomy (high vs low).

The authors find that the experiential advantage argument holds true for eudaimonic well-being as well as hedonic well-being in three studies with Chinese consumers. In addition, the authors find that a sense of meaning serves as an additional mediator for the experiential advantage argument. Further, the authors find that the level of motivational autonomy positively moderates the effect size of experiential advantages and the mediating roles of a sense of meaning.

The authors only address the two ends of the experiential–material purchase continuum. Whether the discovered mediation roles of a sense of meaning and the moderation roles of motivational autonomy hold for hybrid experiential products remain unknown.

The authors enriched the experiential advantage literature through exploring the mediation roles of a sense of meaning and the moderating effects of motivational autonomy in the experiential advantage model.

Procuring relief products and services is a challenging process for humanitarian organizations (HOs), yet it accounts for approximately 65% of relief operations’ costs (Moshtari et al., 2021). This paper aims to examine how procurement internal controls, materials and purchasing procedure standardization influence information integration and procurement performance.

In this study, partial least square structural equation models and multigroup analysis were used to analyze data collected from 170 HOs.

Procurement internal controls and material and purchasing procedure standardization fully mediate between information integration and procurement performance.

The study focuses only on HOs. Since humanitarian procurement projects take place over a period of several years, it is difficult to capture the long-term effects of information integration, procurement internal controls, material and purchasing procedure standardization and procurement performance. In this regard, a longitudinal study could be undertaken, provided that the required resources are available.

Procurement managers should implement information integration practices within acceptable procurement internal controls and standardize material and purchasing procedures to boost procurement performance.

By integrating information through procurement internal controls and standardizing material and purchasing procedures, procurement performance in a humanitarian setting can be systematically optimized.

The purpose of this paper is to explore the prevalence of benign and malicious envy on social media, and to examine the relationships between shared content (experiential vs material purchases), envy type (benign vs malicious), and purchase intention (toward the same vs a superior object).

Three studies (N=622) were conducted to ask participants to recall the last time they experienced envy due to browsing social media, report an envy-triggering post about either an experiential or a material purchase shared by others and read a post about a friend’s newly bought MacBook in either an experiential or a material phrasing. The degrees of benign and malicious envy were measured, as well as the future purchase intentions toward the same and a superior object.

The results showed that most of the envious emotions were actually benign envy. Although there was no main effect of purchase type on envy type, both experiential purchases and phrasings were less likely to be perceived as showing off, and therefore triggered less malicious envy. Furthermore, benign envy was positively associated with the purchase intention of the same envied purchase, and malicious envy was positively associated with the purchase intention of something even superior.

As browsing other’s social news sometimes evokes envy, people were concerned about the negative effects of envy on consumers. However, this paper addressed the positive effects of envy which comes along with a motivation of moving up. This positive motivation can also be utilized for social media advertising.

This paper aims to ask how best to integrate cooperative and demand‐driven collection development in order to simultaneously lower costs, create efficiency, reduce redundancy, increase the range of accessible materials and satisfy patron demand.

By means of example, this paper outlines ways in which the University at Buffalo Libraries are merging demand‐driven collection strategies with cooperative collection development and the rationale behind combining the two approaches.

This paper presents an analysis of three demand‐driven cooperative collection development programs describing the opportunities and challenges posed by such a combination and future directions in demand‐driven collaborative programs.

The paper provides insight into the structure and implementation of academic and multi‐type library demand‐driven cooperative collection development programs with possible applications for other library consortia.

This Symposium reports on the opportunities available to those who take the initiative to introduce materials management approaches. It examines both the anticipate rates of change and development of the underlying factors as well as the organisational implications they entail. A full bibliography of recent literature is provided. The predicted developments are derived from the findings of a Delphi Study in association with the Institute of Purchasing and Supply conducted by the author in 1976.

This paper aims to examine how conversing about experiences and objects affects consumer happiness. In contrast to previous research focusing on conversation frequency, this paper explores how each conversation instance influences happiness.

Four experiments use three different methodologies, namely, actual talking behavior (Study 1), recalled and mental framing interventions and measurement of the focal variables (Studies 2 and 3) and manipulation of purchase conversationality (Study 4).

Consumers derive equivalent levels of happiness from each material or experiential conversation they have. When the object is highly conversational (when it generates as much conversation as experiences do), it advances as much happiness as experiences.

The findings inform precisely how the purchase conversationality model unfolds; clarify previous claims made in the literature; establish the direction of causal effect; and reveal a novel boundary condition of happiness superiority of experiences.

The findings inform marketing managers how to optimally allocate their world-of-mouth (WOM) resources to advance consumer happiness. Additionally, this work shows a mental framing strategy able to increase WOM for objects – i.e. a tool for the manager.

This is the first investigation to disentangle the frequency of conversation from each conversation’s ability to advance happiness. It is also the first to engage participants in an actual conversation and measure changes in their happiness, and therefore, conclusively establish the direction of the effect. Additionally, by manipulating purchase conversationality, this work demonstrates a new boundary condition associated with conversationality.

Compares the processes for decision making during the acquisition of equipment and materials among firms in the USA, Sweden, France and Southeast Asia. Reports the findings from a detailed questionnaire in which 236 firms in the four‐country area participated. The companies provided data on buying centre influences and supplier search criteria with half reporting for capital production equipment acquisition and the other half for key production materials. It was found that buying decisions in Sweden have the highest team effort while the USA has the least, even though the American and Swedish firms had very similar demographics. Sweden depended on technical staff, both their own and suppliers′, much more than the other countries. There was no consistent pattern for purchasing department involvement. Except for the USA capital equipment buying centres were much more inclusive than materials buying centres.

The classical definition of PDM focuses on the broad spectrum of distribution activity, from the inbound raw materials; to the finished product flow; and to the end user. The definition is often stated as “all of the activities involved in the flow of goods from the manufacturer to the consumer which include inventory control, transportation, warehousing, order processing, materials management, and purchasing”. But despite the broad view described in the definition, little attention is given to the raw materials flow and to the entire area of Materials Management. Physical Distribution managers tend to disregard the inbound flow and regard it as the responsibility of some other management group in the company, specifically purchasing and/or production. The need for a well co‐ordinated and efficient distribution system demands that the PD manager pay more attention to the inbound material flow. The outcome of the decisions that a PD manager makes depends to a great degree on how well materials management and PDM are co‐ordinated in a firm:

The packaging materials purchasing procedures of a wine and spirits manufacturing company are analysed and reviewed with respect to updating its information gathering and procurement techniques. Established practices can be greatly enhanced with meaningful performance audits and strategic procurement scenarios. These all add up to make the purchasing team better equipped to negotiate more favourable terms from suppliers without loss of quality and service levels.