Testing the Motivations and Constraints of Collaborative Consumption: An Empirical Analysis of Disruptive Innovative Business Model

Abstract

The purpose of this study is to test the mediating role of attitude on the motivations and constraints for collaborative consumption and to test the impact of perceived hygiene and cleanliness issues and anticipated financial guilt in the collaborative consumption by applying behavioural reasoning theory. A descriptive research design is adopted. Responses collected from 200 responses were subjected to statistical refinement and linear regression. The findings reveal that economic benefits and perceived sustainability demonstrated an insignificant impact on the attitude. However, the institution-based trust showed a positive impact on the attitude. The attitude is a strong mediating variable. Without the attitude, the consumers have no intention. Anticipated financial guilt and perceived hygiene and cleanliness issues have a negative impact on intention, when mediated by the attitude. The study implies that marketers need to build a strong attitude towards the collaborative consumption. Also, they need to target the middle- and higher-income groups with economic appeal. Practitioners must position their products as sustainable. They must build trust by addressing the concerns of the consumers. Practitioners need to increase awareness that they are doing the business taking the utmost care of hygiene.

Characteristics of platform providers in collaborative consumption: a derivation of archetypes

“…Uber, disrupted the traditional taxi industry by revolutionizing transportation access via the use of technology, in this case an app through which customers book services conveniently. This example clarifies the triadic relationship of stakeholders in CC, namely, between the platform provider (PP) (Uber), peer service provider (Uber driver) and customer (Bhalla, 2021). As PP, Uber not only enables the connection between the peer service provider who refers to the party in the concept of cc providing a service to the customer for the exchange of monetary compensation (Benoit et al, 2017) and customer, but also manages the assets of peer service providers who cater to transportation needs.…”

“…Social factors, such customer preferences, especially the changing consumption patterns and lifestyles of consumers in the Western world, also require new forms of consumption (Rifkin, 2000;Chen, 2009;Intindola et al, 2016). Covid-19 impacted consumer behavior (Bhalla, 2021) and challenged the development of business models (Seiferlein et al, 2023;Clauss et al, 2022;Kraus et al, 2022a), promoting further discussion of CC. Among the challenges encountered by PPs, lack of awareness and acceptance (Laukkanen and Patala, 2014), technological and regulatory boundaries (Retamal, 2019) and uncertainty regarding cash flows and liquidity (Vezzoli et al, 2015) pose significant obstacles.…”

“…An attitude-behavior gap in CC exists whereby consumers perceive CC as positive but do not engage actively in it (Hamari et al, 2015;Bhalla, 2021). Thus, the customer's attitude impacts their behavior, that is, the execution of an action (Ajzen and Fishbein, 1980;Ajzen, 1991;Bhalla, 2021), which has a significant impact on PPs since businesses need to develop and build up a strong (brand) attitude to stimulate customer engagement (Bhalla, 2021).…”

“…An attitude-behavior gap in CC exists whereby consumers perceive CC as positive but do not engage actively in it (Hamari et al, 2015;Bhalla, 2021). Thus, the customer's attitude impacts their behavior, that is, the execution of an action (Ajzen and Fishbein, 1980;Ajzen, 1991;Bhalla, 2021), which has a significant impact on PPs since businesses need to develop and build up a strong (brand) attitude to stimulate customer engagement (Bhalla, 2021). Several studies reveal that sustainability is not the most robust predictor of participation in CC (Hamari et al, 2015;Bhalla, 2021): it may impact the customer's attitude, but this impact does not necessarily translate into action (Hamari et al, 2015).…”

Segmentation of collaborative consumption consumers: Social identity theory perspective

“…In various industries, companies are recognizing its importance and global relevance due to its large growth potential and disruptive impact on existing supply chains, posing a competitive threat even to firms with long‐established traditional business models (cf. Bhalla, 2021; Fraanje & Spaargaren, 2019; Wei et al., 2021). Unlike traditional business models, collaborative consumption involves peer‐to‐peer exchange (Albinsson et al., 2019; Hamari et al., 2016; Lindblom et al., 2018).…”