Reviews in research are assessments of published material (e.g., literature and news) in a specific domain (e.g., area, outlet, and topic).Among the many types of reviews that exist (e.g., critical reviews and post-published reviews), systematic literature reviews are by far the most informative and scientific, provided that they are rigorously conducted and well justified. Among premier business journals, systematic literature reviews have been omnipresent in leading management journals for decades; however, they are relatively new in top marketing journals.There are numerous evidences to illustrate the acceptance and success of systematic literature reviews as a methodology for and a product of world-class research, which include but not limited to:1. The appearance and proliferation of systematic literature reviews in premier journals. For example, Weingarten and Goodman's (2021) review on experiential advantage in the Journal of Consumer Research and White et al.'s (2019) review on sustainable consumer behavior in the Journal of Marketing. 2. The call for and recognition of systematic literature reviews by editors of premier journals. For example, the Academy of Management Review is a premier journal devoted to review articles, whereas Palmatier et al.'s (2018) editorial statement in the

In seeking to expand an understanding of consumption, this study assesses the relationship between status consumption and conspicuous consumption. Theoretically, the relationship between status consumption and conspicuous consumption is problematic and, therefore, the main focus of this paper examines the theoretical and empirical separation of consumers' status consumption and conspicuous consumption. Data were gathered via a survey of individuals aged between 18 and 25. The findings indicate that status consumption and conspicuous consumption are distinct constructs. Differences in status consumption tendencies between males and females were not found; however, in relation to conspicuous consumption gender differences were found. Status consumption was affected by self‐monitoring and interpersonal influences, but conspicuous consumption was affected only by interpersonal influences. The brands examined also clearly differed in terms of status and conspicuous consumption perceptions. Copyright © 2004 Henry Stewart Publications Ltd.

For many years fashion clothing has been an area of interest in consumer research. This study examines the effect of materialism and self-image product-image congruency on consumers' involvement in fashion clothing. It also examines purchase decision involvement, subjective fashion knowledge and consumer confidence. Data were gathered via a self-completed mail survey, resulting in 478 responses being returned. The results indicate that fashion clothing involvement is significantly effected by a consumer's degree of materialism, gender and age. Further, it was found that fashion clothing involvement influences fashion clothing knowledge. Finally, the results indicate that fashion clothing knowledge influences consumer confidence in making purchase decisions about fashion.

In seeking to expand our understanding of brands and their impact on consumer behaviour, assesses the relationship between brand associations, which contribute to consumption behaviour. A self-administered questionnaire was developed and administered to a non-probabilistic convenience sample of 315 young consumers. The findings of this research indicate that the status-conscious market is more likely to be affected by the symbolic characteristics of a brand; feelings aroused by the brand; and by the degree of congruency between the brand-user's self-image and the brand's image itself. Results also indicate that the higher the symbolic characteristics, the stronger the positive feelings, and the greater the congruency between the consumer and brand image, the greater the likelihood of the brand being perceived as possessing high status elements. The suspicion that status-laden brands would be chosen for status consumption and conspicuous consumption was also confirmed. These findings broaden our understanding of status-conscious consumers and their behaviour towards brands.

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Understanding the mechanisms through which firms realize the value of their market‐based knowledge resources such as market orientation is a central interest of innovation scholars and practitioners. The current study contends that realizing the performance impact of market orientation depends on know‐how deployment processes and their complementarities in functional areas such as marketing and innovation that co‐align with market orientation. More specifically, this study addresses two research questions: (1) to what extent can market orientation be transformed into customer‐ and innovation‐related performance outcomes via marketing and innovation capabilities; and (2) does the complementarity between marketing capability and innovation capability enhance customer‐ and innovation‐related performance outcomes? Drawing upon the resource‐based view and capability theory of the firm, a model is developed that integrates market orientation, marketing capability, innovation capability, and customer‐ and innovation‐related performance. The validity of the model is tested based on a sample of 163 manufacturing and services firms. In answer to the first research question, the findings show that market orientation significantly contributes to customer‐ and innovation‐related performance outcomes via marketing and innovation capabilities. This finding is important in that market‐based knowledge resources should be configured with the deployment of marketing and innovation capabilities to ensure better performance. In answer to the second research question, the findings indicate that market orientation works through the complementarity between marketing and innovation capabilities to influence customer‐related performance but not innovation‐related performance. Managers are advised to have a balanced approach to managing the deployment of capabilities. If they seek to achieve superiority in customer‐related performance, marketing capability, innovation capability, and their complementarity are essential for attracting, satisfying, building relationships with, and retaining customers. On the other hand, this complementarity would be considerably less important if firms placed greater emphasis on achieving superiority in innovation‐related performance. In contrast to many existing studies, this study is the first to model the roles of both innovation capability and marketing capability in mediating the relationship between market orientation and specific performance outcomes (i.e., innovation‐ and customer‐related outcomes).