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This research examines consumers’ general in-store mobile phone use and shopping behavior. Anecdotal evidence has suggested that mobile phone use decreases point-of-purchase sales, but the results of the current study indicate instead that it can increase purchases overall. Using eye-tracking technology in both a field study and a field experiment, matched with sales receipts and survey responses, the authors show that mobile phone use (vs. nonuse) and actual mobile phone use patterns both lead to increased purchases, because consumers divert from their conventional shopping loop, spend more time in the store, and spend more time examining products and prices on shelves. Building on attention capacity theories, this study proposes and demonstrates that the underlying mechanism for these effects is distraction. This article also provides some insights into boundary conditions of the mobile phone use effect.

PurposeThe service‐dominant (S‐D) logic views supply chains as value co‐creation networks. These networks promote knowledge growth amongst network members via resource deployment and coordination. The exchange of knowledge and utilization of operant resources among the network members leads to co‐created service offerings and value proposals for the end‐users, with the ultimate goal of transforming end‐user experiences to perceptions of superior value‐in‐use. The purpose of this paper is to develop an illustration of the value co‐creation concept and use this illustration as guide to examine the research gaps that are yet to be tapped in the area where supply chain networks and S‐D logic intersects.Design/methodology/approachThe literature on S‐D logic is reviewed and research gaps are identified and categorized in three specific groups.FindingsThree categories of research gaps in S‐D logic and supply chain management (SCM) areas include: gaps in utilization of internal operant resources by suppliers, manufacturers, and intermediaries; gaps in knowledge exchange and operant resource utilization between suppliers, manufacturers, and intermediaries; and gaps in knowledge exchange and operant resource utilization between end‐users and value co‐creation network partners.Originality/valueAn illustration of the value co‐creation network from the supply chain perspective is presented in this paper. The illustration of the value co‐creation network provided the guidance to categorize various research gaps in the area of S‐D logic and SCM. This categorization offers a structure from which more systematic research may be produced. It is the authors' hope that the organization and guidance provided in the paper for specific research topics in the S‐D logic area can result in research streams that could potentially offer significant contributions to SCM theory development.