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Despite the fact that online is predicted to become the major channel for luxury purchases by 2025, there is scant literature related to online luxury buying behavior, mainly in the context of Generation Y (Gen Y) consumers in emerging societies like India. Therefore, the primary objective of this study is to empirically test the theoretical framework developed to assess the factors influencing luxury consumers' online shopping behavior based on the stimulus-organism-response model and technology acceptance model (TAM).

Data were collected from 233 Gen Y luxury consumers in India via purposive sampling method. The study used AMOS and PROCESS SPSS Macro to establish the overall fit of the measurement model and examine the hypotheses.

The findings revealed that perceived usefulness of buying online, perceived ease of buying online, economic benefit and webstore quality have significant impact on online luxury purchase intention. The perceived experiential values and perceived functional values mediate the influence of antecedent variables on online luxury purchase intention. Bandwagon luxury consumption behavior (BLCB) moderates the relationship between perceived functional values and online purchase intention.

This is one of the pioneer studies conducted to understand the influence of BLCB on value–intention relationship in online space among Gen Y luxury consumers. This study will help luxury retailers to create targeted strategies for this segment.

Drawing on goal framing theory, this study aims to investigate consumer values and perceived readiness to engage in secondhand luxury consumption, a form of pro-environmental behavior.

An integrative conceptual model is proposed based on goal- framing theory to gauge the role of various goals driving Gen Z’s secondhand luxury purchase. Cross-sectional data were collected from 246 Indian secondhand luxury shoppers and analyzed using structural equation modeling and PROCESS Macro.

Results demonstrated that both egoistic and altruistic value frames drive secondhand luxury purchase intention through attitude and subjective norms (SNs), respectively. Interestingly, attitude significantly leads to consumer perceived readiness, but readiness does not directly affect purchase intention. Further, risk perceptions moderate the effect of readiness and SNs.

Academic literature lacks empirical evidence on secondhand luxury as a form of pro-environmental behavior and Gen Z argued to be the most influential generation driving this market has not been investigated so far. Through an emerging economy context, this study contributes important implications for luxury brands entering the secondhand market, secondhand retailers and scholars about what motivates young consumers and drives purchase decisions while engaging with an otherwise stigmatized market.

This study explores reasons for and against secondhand luxury (SHL) fashion adoption among young consumers in an emerging nation, India. As a trend, SHL has witnessed tremendous growth in the past few years, but scholarly interest remains scant.

Drawing from an interpretivist paradigm, this study uses an exploratory qualitative approach with 26 semi-structured interviews with SHL buyers, analyzed using NVivo software.

The findings shed significant light on value drivers and find support for status value, uniqueness value, quality value and monetary value, while adding the role of emotional value in reasons for SHL adoption. The results reveal an interesting trait of Indian consumers: price, fashion and celebrity association outweigh sustainability concerns, where an attitude–behavior gap is observed. Also, the findings add depth to risk perceptions as a major reason against SHL adoption.

While most existing studies have only focused on the motivational drivers, this study offers in-depth insights into the growing SHL literature by drawing attention to the enablers and equally important inhibitors by applying the novel Behavioral Reasoning Theory. It also intends to enhance practitioner knowledge in understanding a culturally diverse market and developing strategies relevant to a new set of consumers. The study calls for SHL retailers to sensitize young consumers in India about the sustainability aspect of SHL consumption, which is currently less appreciated.

This study aims to examine the effect of consumers’ gaming motivations on customer–brand engagement and the potential of this engagement to develop self–brand connections and affective commitment toward luxury brands. Second, it explores if the setup game mechanics and self-congruity with the brand can strengthen the effectiveness of motivation to engage with gamification on customer–brand engagement and self-brand connection.

Data were collected through the survey method using a structured questionnaire. The sample comprised 249 millennial luxury consumers in India. Data analysis was conducted using AMOS 25 and PROCESS Macro for SPSS.

The findings support the mediating role of customer–brand engagement and self–brand connection in the relationship between motivation to engage with gamification and affective commitment. While setup game mechanics and self-congruity with brand positively moderate the effect of motivation to engage with gamification on affective commitment via self–brand connection, a similar effect is not found for the relationship via customer–brand engagement. This study presents important implications for both marketers and academicians.

This study applies the mechanics–dynamics–emotions framework and social exchange theory to explain gamified services as a cocreation process between consumers and luxury brands, fostering customer engagement, connection and commitment with the brands. It highlights the role of setup game mechanics and self-congruity in strengthening the effect of luxury consumers’ gaming motivations on engagement and connection with the brand.

This paper aims to present a simple and innovative fuzzy methodology-based lean performance measurement system (L-PMS) for an Indian automotive supply chain. The paper also enlightens the influence of coronavirus disease 2019 (COVID-19) on supply chains and the practical implications of the unprecedented disruptions on the performance measurement systems.

The L-PMS is divided into three phases. In the first phase, the key performance indicator (KPI) list, as deemed fit by the organization, is prepared using literature and suggestions from the case organization. The list contains 61 KPIs measuring 24 performance dimensions in seven functional areas of the supply chain. In the second phase, the KPI performance data (actual, best and worst) are collected using the enterprise resource planning (ERP) system. In the last phase, the leanness score of the case organization is calculated at four levels – KPI, dimension, functional area and overall organization.

The overall leanness score of the case organization is 60%. The case organization uses KPIs from all seven functional areas, but it needs to improve the number of KPIs in administration and supplier management functional areas. The case organization uses only quantitative KPIs. However, the performance dimensions at the middle level are adequate. The leanness level of the case organization in different areas is highly variable (ranges from 45% to 91%).

The major limitation of the study is that the case study is done at a single organization.

The managers at the different levels of the hierarchy can use the lean performance measurement score to leverage the better performing areas/dimensions/KPIs and improve poor performing areas/dimensions/KPIs. The lean performance measurement at functional area level can help leadership to give responsibility to different people for the improvement of leanness with respect to different dimensions/functional areas. The disruptive impact of COVID-19 should clearly be understood by the managers to make appropriate decisions based on the severity as measured at different levels.

According to the authors' best knowledge, this is the first lean performance measurement application at the four hierarchical levels (KPI, performance dimension, functional area and overall organization).