International Business Management

Year: 2017
Volume: 11
Issue: 11
Page No. 1764 - 1773

The Role of Perceived Marketplace Influence on Sustainable Consumption: Empirical Evidence from Bangladesh

Authors : Mohammad Osman Gani, Asphia Habib and Humayra Khan

Abstract: Perceived Marketplace Influence (PMI) is a contemporary concept which has been applied in the developed country. It works in one’s perception that the behavior or actions of human being plays an influential role in marketplace actors which leads to sustainable consumption. This concept has been used in the context of Bangladesh to identify PMI’s role into sustainable consumption. This study extends previous research by including health-conscious behavior besides with three other behaviors and shows a relation with environmental concern and Perceived Marketplace Influence (PMI). To accomplish the objective of the study, 219 respondents were surveyed via. online. For testing the hypothesized associations, bivariate correlation analysis was applied. The study found that environmental concern and its related behaviors have a significant influence on sustainable consumption. In addition, another finding indicated that PMI can play an influential role by transforming environmental concern into behavior. Moreover, an understanding of this relationship provides the guidance to firms and policymakers for projecting and encouraging sustainable consumption behavior. This study revealed a few shortcomings as well. However, further research should broaden the respondents to understand the role PMI. The research has been done on the educated respondents, so, further study can be done on less or non-educated people for better understanding. This study tried to add valuable contribution on the enhancement of sustainable consumption scenario of Bangladesh.

How to cite this article:

Mohammad Osman Gani, Asphia Habib and Humayra Khan, 2017. The Role of Perceived Marketplace Influence on Sustainable Consumption: Empirical Evidence from Bangladesh. International Business Management, 11: 1764-1773.

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