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Purpose -Buyers in China often communicate positive and negative purchasing experiences through word-of-mouth (WOM), which creates special problems and opportunities for marketers. Price mavenism, which is associated with price-information searching and price-sharing behavior, is often considered a negative dimension of price. The purpose of this paper, however, is to propose price mavenism as an outcome variable arising from both positive perceptions of price (prestige sensitivity) and negative perceptions (price and value consciousness) and examine that the ''know'' (price mavenism) will positively impact the ''glow'' (shopping hedonism) among the Chinese. Design/methodology/approach -Data were collected through a survey in Shanghai, China. The conceptual model was tested using structural equation modeling.Findings -This study found that prestige sensitivity, price consciousness and value consciousness shaped price mavenism among the Chinese, supporting the idea that price mavenism arises from both positive and negative perceptions of price. In addition, for the Chinese, being a source of price information and sharing the knowledge with their social groups fulfill a hedonic motivation for shopping. While value consciousness was positively associated with shopping hedonism, price consciousness per se was not. Research limitations/implications -This study challenges the idea that price mavenism is mainly explained by a negative perception of price. Practical implications -By understanding the drivers of price mavenism and their impacts on shopping hedonism, international marketers can fine-tune their marketing strategies to appeal more effectively to price mavens in China. Originality/value -This study highlights the importance of cultural perspectives in understanding the structure of price mavenism and its theoretical and marketing foundations.

In-store hoarding refers to the practice of taking possession of an item and keeping it for themselves while shopping although they are not sure whether to buy or not. We examined theoretical links among in-store behavior, hedonic shopping value, and repatronage intention and a moderating role of fashion innovativeness in the impacts of the three fast fashion factors (perceived perishability, scarcity, and low price) on in-store hoarding. The model was tested using female shoppers from two leading fast fashion retailers in the U.S. We found that while perceived perishability was a stronger driver of in-store hoarding for the high innovativeness group, perceived scarcity was a stronger driver of this act for the low innovativeness group. In-store hoarding and perceived perishability tend to produce positive retail outcomes by increasing hodonic shopping value and repatronage intentions. We discussed theoretical and pratical implications for marketers or retailers in the fashion industry.

The COVID-19 pandemic and rising demand for transparency has heightened the importance of sustainability communications on social media to generate deeper stakeholder engagement. Although B Corporations (B Corps), businesses committed to the triple bottom line (TBL), could serve as a catalyst for sustainable development, little is known about how they communicate on social media during a crisis. Therefore, we examined social media communications of B Corps to (1) identify salient topics and themes, (2) analyze how these themes align with the TBL, and (3) evaluate social media performance against industry benchmarks. We focused on the apparel, footwear, and accessories (AFA) sectors in the U.S. and chose Twitter, a platform known for crisis communication. Using a qualitative method, we found four topics and 21 underlying themes. Topics related to social/environmental issues and COVID-19 were most dominant, followed by product/brand promotions. Further classification of specific themes and cases from a TBL perspective demonstrated that, overall, B Corps in the AFA sectors leveraged various approaches to promote balance between each TBL dimension. Lastly, although collectively B Corps exceeded some of the Twitter industry benchmarks, at an individual level, most brands had room for improvement to build a stronger community and promote synergy among the three pillars of the TBL.