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Business-to-business electronic markets have a profound influence on the manner in which organizational buyers and sellers interact. As a result, it is important to develop an understanding of the behaviors of firms that participate in these markets. The authors develop a typology for the nature of organizational participation to explain the behaviors of user firms in business-to-business electronic markets. The proposed model hypothesizes that the nature of participation depends on organizational motivation and ability. The authors conceptualize motivational factors in terms of efficiency and legitimacy motivations and theorize that ability results from the influence of organizational learning and information technology capabilities. They test the model using organizational-level survey data from jewelry traders that conduct business in an electronic market. The results indicate that both motivation and ability are important in determining the nature of participation; however, the level of influence of motivation and ability varies with the nature of participation. for their helpful comments. The article also benefited from the feedback of the three anonymous JM reviewers.The authors greatly appreciate financial support from the

In an attempt to bring consumer psychology theories into research on the timing of repurchase of consumer durables, the authors suggest that attitude functions (knowledge, value expressive, social adjustive, and utilitarian) can help explain and predict interpurchase intervals. Adopting an interactionist perspective, the authors propose that the effect of the attitude functions is contingent on contextual factors, which they theorize as the nature of the product (along public-private and luxury-necessity dimensions) and the nature of the decision (forced or unforced purchase decision). Hypothesis testing is facilitated by survey data on actual purchase decisions and hazard models that incorporate individual heterogeneity. The results support the suggested role of attitude functions in explaining and predicting interpurchase intervals and suggest means by which managers can position their products to shorten interpurchase intervals.