People increasingly seek out opportunities to escape from a sped-up pace of life by engaging in slow forms of consumption. Drawing from the theory of social acceleration, we explore how consumers can experience and achieve a slowed-down experience of time through consumption. To do so, we ethnographically study the Camino de Santiago pilgrimage in Spain and introduce the concept of consumer deceleration. Consumer deceleration is a perception of a slowed-down temporal experience achieved via a decrease in certain quantities (traveled distance, use of technology, experienced episodes) per unit of time through altering, adopting, or eschewing forms of consumption. Consumers decelerate in three ways: embodied, technological, and episodic. Each is enabled by consumer practices and market characteristics, rules, and norms, and results in time being experienced as passing more slowly and as being an abundant resource. Achieving deceleration is challenging, as it requires resynchronization to a different temporal logic and the ability to manage intrusions from acceleration. Conceptualizing consumer deceleration allows us to enhance our understanding of temporality and consumption, embodied consumption, extraordinary experiences, and the theory of social acceleration. Overall, this study contributes to consumer research by illuminating the role of speed and rhythm in consumer culture.

Whereas prior research has investigated cases of partially open strategizing, this article explores the practices and outcomes of radically open strategizing. We draw on a case study of the German Premium Cola collective to explore how it translates its principles of radically open agenda setting, participation, and governance into strategizing practices. Our analysis reveals that this collective performs radically open strategizing practices of distributed agenda setting, substantial participation, and consensual decision-making, but also performs counterbalancing practices of centralized agenda setting, selective participation, and authoritative decision-making in order to cope with practical barriers posed by information and power asymmetries between members as well as information overload. We find that these practices enable the collective to legitimize its strategic decisions, develop a collective identity, and maintain member motivation over time. Based on these findings, we conclude that radically open strategizing is a feasible practice, with limitations arising from participants making selective use of open strategizing opportunities, rather than being excluded from them.

This study explores conflict culture as a distinct and influential element of a consumption community's broader culture, and explores how communities initiate, perform, manage, and resolve intra-community conflicts. A four-year interpretive study of the Premium Cola consumption community reveals two sets of formal and informal elements of conflict culture; explains how community members perform routine, and manage transgressive conflicts;shows how members garner positive and negative practical, identity, and relationship value from these two types of conflict; and documents how a community's conflict culture develops through inventing new conflict behaviors to resolve transgressive conflicts. The study thus contributes new theoretical insights to the literature on social conflict in online consumption communities, discusses managerial implications, and initiates a discussion about conflict culture.

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Social conflicts are ubiquitous to the human condition and occur throughout markets, marketing processes, and marketing systems. When unchecked or unmitigated, social conflict can have devastating consequences for consumers, marketers, and societies, especially when conflict escalates to war. In this article, the authors offer a systemic analysis of the Colombian war economy, with its conflicted shadow and coping markets, to show how a growing network of fair-trade coffee actors has played a key role in transitioning the country's war economy into a peace economy. They particularly draw attention to the sources of conflict in this market and highlight four transition mechanisms—empowerment, communication, community building, and regulation—through which marketers can contribute to peacemaking and thus produce mutually beneficial outcomes for consumers and society. The article concludes with a discussion of implications for marketing theory, practice, and public policy.