An increasing number of consumers, in recent times, have reported feeling busier than ever. The current research examines how the subjective perception of busyness-which is referred to as a busy mindset in the current research-impacts consumers' decision-making. Building on different streams of research in sociology and self-view, the current research proposes that a busy mindset bolsters people's sense of self-importance, which, in turn, can increase self-control. Thus, a busy mindset is predicted to facilitate people's ability to exert self-control. Seven studies, including a field study, provide support for this busy mindset hypothesis across various self-control domains. Findings from these studies provide support for the underlying process related to self-importance in multiple ways, while also addressing alternative accounts related to stress and the desire for productivity. Finally, findings from the current research delineate important managerially relevant boundary conditions for the proposed busy mindset effect.

This research distinguishes between the goal of maintaining status and advancing status and investigates how consumers’ political ideology triggers sensitivity to a status-maintenance (vs. status-advancement) goal, subsequently altering luxury consumption. Because conservative political ideology increases the preference for social stability, the authors propose that conservatives (vs. liberals) are more sensitive to status maintenance (but not status advancement) and thus exhibit a greater desire for luxury goods when the status-maintenance goal is activated. Six studies assessing status maintenance using sociodemographic characteristics (Studies 1, 2, and 3a) and controlled manipulations, including ad framing (Study 3b) and semantic priming (Studies 4 and 5), provide support for this proposition. The studies show that the effect is specific to status maintenance and does not occur (1) in the absence of a status goal or (2) when the status-advancement goal (a focus on increasing status) is activated. Overall, the findings reveal that conservatives’ desire for luxury goods stems from the goal of maintaining status and offer insights into how luxury brands can effectively tailor their communications to audiences with a conservative ideology.

Common intuition and research suggest that winning is more motivating than losing. However, we propose that just failing to obtain a reward (i.e., nearly winning it) in one task leads to broader, positive motivational effects on subsequent unrelated tasks relative to clearly losing or actually obtaining the reward. We manipulated a near-win experience using a game app in Experiments 1 through 3 and a lottery in Experiment 4. Our findings showed that nearly winning in one task subsequently led participants to walk faster to get to a chocolate bar (Experiment 1), salivate more for money (Experiment 2), and increase their effort to earn money in a card-sorting task (Experiment 3). A field study (Experiment 4) demonstrated that nearly winning led people to subsequently spend more money on desirable consumer products. Finally, our findings showed that when the activated motivational state was dampened in an intervening task, the nearly-winning effect was attenuated.

Product tests are a common feature before any product launch. During product tests, marketers might discover that the product can deliver additional unintended benefits to the users. Should marketers communicate such unexpectedly found benefits to their potential customers as an unexpectedly discovered benefit or as an intended benefit? Across six experiments, including a field experiment, the current research shows that framing a product benefit as unexpected increases desire for the product, when consumers have a heightened motivation to seek rewards. However, framing an undesirable product feature (e.g., a side effect) as unexpected can negatively impact product desirability for consumers, who have a heightened motivation to avoid losses. Finally, highlighting another managerially important boundary condition, our findings show that the unexpected-framing effect is attenuated when the benefit framed as unexpected is incongruent with the product category. Theoretical and managerial implications of unexpected framing are discussed.