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Sacrifice, integral to gift giving, remains unexplored and undertheorized in marketing. This paper aims to address this shortfall by analyzing the dynamics of sacrifice and theorizing how it serves as an engine of the gift chimney.

The ethnographic investigation of public ceremonial gift giving in sectarian Northern Ireland describes and interprets the complex nature of the gift.

The authors show that sacrifice is a plausible mechanism of the gift chimney and that the co-occurrence of monadic, dyadic and systemic giving in the same ritual acts as an accelerant.

The authors analyze how public ceremonial gift giving induces sectarian communities to risk convocation, enabling them to exorcize trauma sustained at one another’s hands and to build a platform for future cross-community cohesion in a context of ineffective institutional efforts.

Sacrifice propels circulation of the gift, creating a social bond between antagonists whose ethos of mutuality depends upon ritualized reciprocal recognition of entangled loss.

To explore the mediating role of altruism in the relationship between self‐sacrifice and transformational leadership, and to look at the effect of all three on followers' collective identity and perceptions of unit performance.

For Study 1, survey responses were collected from 127 managers in India. They answered questions on their leader's self‐sacrifice, altruism, and transformational leadership, and on their own collective identity and perceptions of unit performance. Study 2 used a scenario experiment and 161 students to manipulate self‐sacrifice and altruism and measure their effects on transformational leadership, collective identity and perceived unit performance.

It is possible to distinguish between self‐sacrifice and altruism empirically. Altruism mediates the relationship between self‐sacrifice and transformational leadership. Transformational leadership is positively related to followers' collective identity and perceived unit performance.

Common source bias may have affected the findings. Use of student sample in Study 2 limits the generalizability of findings.

Other‐orientedness (altruism) of a manager enhances transformational leadership, which in turn leads to higher collective identity and perceived unit performance. Self‐sacrifice could be a good starting point in this chain of events.

Studies have shown that self‐sacrifice enhances transformational leadership. This paper highlights the mediating process through altruism. This is the first empirical study to look at the relationship between altruism and transformational leadership. This is also the first study to look at self‐sacrifice and altruism simultaneously.

To examine the psychological processes underlying the effect of leaders' self‐sacrifice on follower cooperation, that is, trust and collective identification.

The main effect of leader self‐sacrifice was tested on people's willingness to cooperate. In addition, people's perceptions of trust and collective identification were assessed. These effects were tested using a public good experiment, and a cross‐sectional survey in a German multinational company.

The findings from both the experimental study and the cross‐sectional survey showed that leader self‐sacrifice has a positive effect on cooperation (measured by contributions in a public good dilemma and organizational citizenship behavior in the survey). Moreover, perceptions of trust in the leader and feelings of collective identification mediated this effect of self‐sacrifice.

The present finding indicates that organizations need to focus on and implement leadership styles based on self‐sacrifice. It is suggested that one possible way to do this is to train managers more effectively in how they can clearly communicate the goals that they personally value and for the achievement of which they are willing to engage in sacrificial behavior.

This research identifies important mediators of a leadership style considered to be effective in organizations. In addition, the findings of this research also show the usefulness of both experimental paradigms and survey studies to examine the issue of leader self‐sacrifice.

This paper aims to present a model linking price promotions to checkout donations. It is argued that price promotions evoke two perceptions/emotions, namely, feelings of gratitude and perceived sacrifice of purchase, which consequently, influence the likelihood to donate. Feelings of gratitude dominate when the discount is high, while feelings of sacrifice dominate when the discount is low. Compared to no-discount situations, high discounts enhance consumers’ intention to donate while low discounts reduce this intention.

A total of four studies using shopping scenarios are conducted. Study 1 examines the main effect and the mediating factors. Study 2 replicates the findings in different product categories and at different unit-price levels. Studies 3 and 4 test the moderating effects of customer effort and discount framing.

Findings of the four studies provide support for the proposed model. Compared to no-discount situations, high discounts enhance consumers’ intention to donate, while low discounts reduce this intention. The effects are mediated by feelings of gratitude and sacrifice and moderated by effort obtaining the discount and format of the discount.

Theoretically, this research advances the understanding of consumers’ interpretations of price promotions. All studies are conducted in an online context.

This research informs retailers and charity institutions on the best timing for soliciting checkout donations and indicates specific tactics to enhance consumers’ donations.

This is the first study linking price discounts to the growing phenomenon of checkout donations. The research is different from cause marketing where the donation is included in the price of a specific product. The work also differs from studies examining the spillover effect where additional purchases benefit the consumers instead of a cause.

The late Nancy Jay described a striking feature of animal sacrifice: in many different cultures it functions to establish paternity. This article develops a theoretical framework for understanding just what it is about animal sacrifice that makes it so cross‐culturally well‐suited for establishing paternity. The main premise of this framework is that sacrifice communicates menace – not so much towards the domesticated animals ritually killed, but primarily towards those subordinated humans (children in particular) who are similarly disempowered vis‐à‐vis the class of male sacrificers. By demonstrating their willingness and ability to kill, sacrificing men gain a material basis for claiming credit for human reproduction, namely, that children live only by virtue of the sacrificers’ decision to kill animals in their stead. This framework is explicated through reference to Old and New Testament discourses of sacrifice.

This study aims to investigate how leaders report enacting individually considerate transformational leadership behaviour. More specifically, the extent to which they report engaging in supportive, developmental or self‐sacrificial aspects of this behaviour.

Semi‐structured interviews were conducted with 51 senior leaders (21 female and 30 male) in the public and private sectors across five provinces in Canada. A blended grounded theory approach was utilised and suggestions for future research are presented.

Leaders reported being more likely to engage in supportive (59 percent) than developmental (41 percent) individually considerate transformational leadership behaviour. Further, male leaders were less likely than female leaders to report engaging in development in self‐sacrificing ways (21 percent versus 62 percent).

This study extends the leadership literature to better understand the behavioural aspects of individual consideration and explore a new dimension of this behaviour (self‐sacrifice). Sample size is a possible limitation.

Developing employees has been identified globally as a pressing concern for leaders. However, in the study, leaders reported engaging in less developmental than supportive behaviours. Male leaders in particular were less likely to sacrifice their personal interests to develop employees.

An in‐depth examination of how leaders support and develop employees clarifies an important aspect of individual consideration and uncovers potential gender differences that previously have gone undetected.

To develop a conceptual framework for temporal and spatial e‐service value.

In the empirical study, the temporal and spatial value of e‐services is qualitatively explored. Positioned within service research, a conceptualisation of customer perceived value based on benefit and sacrifice of technical, functional, temporal and spatial dimensions is used.

The qualitative study identifies subdimensions of temporal and spatial value. In addition to benefits such as access and flexibility, these subdimensions also involve aspects related to temporal and spatial sacrifice. The subdimensions indicate the versatility of the dimensions. Another finding is the interdependence between the benefit and sacrifice of service value.

Extends prior research by qualitatively describing benefit and sacrifice of temporal and spatial value. Presents a conceptual model of temporal and spatial e‐service value. Future research needs to quantitatively validate the subdimensions of the temporal and spatial dimensions across different contexts.

Shows what temporal and spatial aspects in services create value for customers, especially in an e‐service context. Particularly, it identifies aspects that decrease the perceived service value. An important marketing challenge is to emphasize and develop the value‐increasing parts of a service while understanding and reducing its value‐decreasing components.

Contributes to marketing research and practice with its conceptualisation of temporal and spatial e‐service value. The importance of time and location in creating customer perceived value is emphasised.

The purpose of this paper is to theorize and empirically investigate the formation of consumer’s consumption ritual experiences and discourses associated with Feast of Sacrifice.

The authors have approached the data from assemblage theory perspective. By use of ethnographic participant observation and in-depth interviews, seven themes are uncovered and discussed: meaning of Qurban, preparation of the ritual, Qurban choice, meat, Qurban ritual, marketplace and framing of discourses.

This study provides a theoretical development in which it depicts that assemblage theory can be used in the context of religious rituals such as the Feast of Sacrifice. This suggests that parts forming the social phenomena include different meanings and functions in different assemblages to the ritual, which has a structure with a particular process, roles and content scenario. This implies that even the most structured social phenomena as religious rituals can be accepted as social assemblage where every individual experiences his/her own ritual with the parts that have ever-changing material and expressive roles.

This study will contribute to the literature on religious rituals and practices through viewing ritual as an assemblage including material and expressive features as well as human and non-human actors. Besides, this study aims to find out whether there is a constant consumer and the concept of ritual by focusing on buying experiences of consumer in Feast of Sacrifice in Turkey.

Marketing scholars have long debated whether marketing programs and processes can be standardized across countries. However, empirical examination of cross‐national applicability of marketing models, which are originally generated for a single market – usually the USA – are rare. This study tests the standardizability of the Dodds, Monroe, and Grewal model that explains consumers’ willingness to buy based on extrinsic cues – such as brand name, price, and retailer reputation – and on their perceptions of quality, sacrifice, and value. The study examines the model via experiments conducted in the USA, Belgium, and Sweden. The results suggest that while the model is supported across countries, the relative importance of the extrinsic cues may vary across countries.

This study examined the interactive effect of distributive justice and leader self‐sacrifice on employees' organizational commitment and autocratic leadership perceptions (ALP). We propose that positive leadership styles like self‐sacrifice will have a stronger impact on employees' attitudes and judgments when organizational outcomes are perceived and experienced as unfavorable or more negative. One such outcome that may turn out unfavorable is distributive justice. Findings indeed showed that leader self‐sacrifice positively influenced organizational commitment and negatively ALP, but only when distributive justice was low (i.e. perceptions of unfair outcomes).