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The effect of mortality salience on status consumption among elderly individuals: the moderating role of chronological age and subjective age

Saeedeh Rezaee Vessal (Paris School of Business, Paris, France)
Judith Partouche-Sebban (Paris School of Business, Paris, France)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 13 December 2021

Issue publication date: 24 January 2022

270

Abstract

Purpose

Over the past two decades, a large body of research has examined the effect of the awareness of the inevitability of death on consumption behaviours. However, the literature has shed little light on the effect of mortality salience (MS) on elderly individuals. The present research specifically aims to challenge the effect of MS on status consumption among elderly individuals.

Design/methodology/approach

Two experiments were conducted among individuals over 50. The experiments manipulated MS to test its effect on status consumption.

Findings

The results demonstrate that MS positively influences the preference for status products among elderly individuals (experiment 1) and that this effect is less pronounced as elderly individuals age (experiment 2). Subjective age bias, defined as the potential gap between chronological age and subjective age, negatively moderates this effect (experiment 2).

Practical implications

Luxury marketers need to pay attention to generational cohorts rather than other demographic variables in the segmentation of their market. Moreover, subjective age may be a better segmentation variable for marketers than objective variables such as chronological age.

Originality/value

This research provides insights that support a better understanding of status consumption among elderly individuals and the role of subjective ageing in this process.

Keywords

Citation

Rezaee Vessal, S. and Partouche-Sebban, J. (2022), "The effect of mortality salience on status consumption among elderly individuals: the moderating role of chronological age and subjective age", Journal of Organizational Change Management, Vol. 35 No. 1, pp. 209-223. https://doi.org/10.1108/JOCM-12-2019-0392

Publisher

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Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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