Purpose Considerable research has been performed to understand green consumption behavior. Given the emergence of this discussion, the purpose of this paper is to apply network analytical techniques to identify the main theoretical relationships regarding green consumption in the most relevant journals between 2000 and 2016. Design/methodology/approach This paper applies a fit-for-purpose systematic review using network analysis, which includes a screening of 4,049 articles published in 39 journals in the business and marketing subjects, ranked by the Q1 extract of SCImago Journal & Country Rank, accessed between March and July 2017. From 2000 to 2016, 216 articles were selected in 24 journals. The explored variables formed 21 categories. Findings Five network groups emerged according to the background theories used by green consumption studies: “Consumers’ and companies’ characteristics and actions,” “Consumer intentions, perceptions and their cognitive mechanisms,” “Environmental concern effects,” “Attitudes toward green expertise” and “Behavioral control”. The findings showed what variables have a central relevance to the network, being essential to explain green consumption phenomenon, exploring relations and pointing out gaps for future studies. Practical implications Based on the strongest connections between the network groups, practical implications are offered for marketers interested in developing actions promoting green consumption. Originality/value This paper identifies the main categories related to green consumption in a network analysis, showing its antecedents and consequents grouped in five clusters. These results indicate that there are relationships still awaiting further investigation.

PurposeEarlier research indicates that brand choices may display different identity signals, such as altruism and benevolence for green brands or high status and exclusiveness for premium brands. This research adds to the literature by exploring how opting for green (vs premium) brands leads consumers to feel authentic (vs hubristic) pride.Design/methodology/approachThree experimental studies were conducted to test the hypotheses related to green versus premium choices (Studies 1–3), public accountability (Study 2) and the underlying process of anticipated judgment (Study 3).FindingsThe findings reveal that choosing a green (vs premium) brand results in higher authentic pride and lower hubristic pride. However, the green pride effects were only observed when consumers' brand choices were publicly accountable. Finally, anticipated judgment mediates changes in authentic pride driven by green (vs premium) brands.Originality/valueThe study findings contribute preponderantly to the green consumer behavior literature and practice by providing primary evidence that green (vs premium) branding can trigger distinct patterns of pride in comparative decisions.

Objective: in response to the growing importance of environmental issues, more and more consumers are adopting a sustainable lifestyle. Therefore, it is important to understand the judgments and perceptions consumers form about the different possibilities of being sustainable. This study aims to investigate how consumers’ inferences about (non)monetary sustainable actions impact the judgments about the contribution of this action and about the actor responsible for the sustainable action. Theoretical framework: based on the costly signaling theory, this research investigates how consumers form judgments about (non)monetary sustainable actions. Method: Study 1 was a single factor (sustainable action: non-monetary vs. monetary) between-subjects design. Study 2 employed a 2 (sustainable action: non-monetary vs. monetary) by 2 (cost intensity: high vs. low costs) between-subjects design. In both studies, participants completed scales that measured the perceived environmental contribution of the action, the moral elevation of the actor performing the sustainable action, morality, and socioeconomic status. Results: consumers form more positive perceptions about non-monetary (vs. monetary) sustainable actions, making more positive inferences about environmental contribution and moral elevation. There is also evidence that morality shapes this effect. Given the actor’s self-investment imputed in a non-monetary action, these individuals are perceived as signaling more morality than those buying a sustainable product. Conclusions: although past research shows that buying a green product signals status, this study shows that it is not enough to trigger more positive inferences about the actor (moral elevation - admiration) and about the contribution of the action to the environment.

Purpose: This study demonstrates that sales force management capability (SFMC) is a driver to financial performance when influenced by marketing orientation. Wherefore, the researchers explore how each SFMC ́s dimension (salesforce structuring, talent management, and customer targeting) contributes on the relation between MO and financial performance. Methodology: A survey (n=223) was applied in Information and Communication Technology (ICT) companies in Brazil. Structural equation modeling allowed us to understand how the sales management forces capability ́s dimensions influence the relation between market orientation and financial performance intensity. Findings: It is demonstrated that MO influences the three SFMC capability dimensions (salesforce structuring, talent management, and customer targeting), mainly customer targeting and talent management. Furthermore, it is shown that the relation between MO and financial performance is mediated by SFMC capability. Theoretical contributions: This study contributes to the marketing literature by showing that MO may be applied jointly to SFMC in order to improve performance. Furthermore, it is demonstrated that SFMC to enhance financial performance. Consequently, this study promotes a better understanding of the process in which MO may be related to SFMC, and how each specific dimension of SFMC influences financial performance. Practical contributions: Marketing managers and sales managers should sharing information about the market to achieve better financial results and competitive advantage. Also, practitioners should use market information strategically to segmenting and positioning sales force. In addition to customers, competitors, and environmental forces, petitioners should make an effort to manage their organizational resources better. Firms should use market information to improve performance and engage marketing managers to support sales investment.