Masstige collaborations, temporary collaborations among fast fashion and luxury brands, are becoming increasingly popular. Despite this, no research so far has analyzed consumers’ reactions towards this new fashion practice. The aim of this research is to investigate the emotions and relevant linguistic elements associated with consumers’ reactions to masstige collaborations.

New-born “masstige collaborations” are the temporary partnerships between luxury brands and mass-market retailers (e.g. H&M-Balmain, Missoni-Target, Luck et al., 2014), characterized by limited duration and supply. Borrowing Silverstein and Fiske’s definition of masstige (2003), in the case of masstige collaborations one luxury brand (“prestige”) and one mass-market retailer (“mass”) collaborate for creating a limited amount of items (e.g. a capsule collection) to be sold via the mass retailer, at a premium price, and for a limited period of time. Interestingly, no study so far has empirically proved consumers’ reactions towards this marketing practice, especially from the perspective of consumers of the mass-market retailer not able to purchase anything. Given the nature of masstige collaborations (limited supply and short availability), not all consumers can manage to buy products during these sales. The missed purchase can lead to two different cognitive states, broadly categorized into regret (e.g. Simonson 1992) and frustration (e.g. Strebel et al., 2004). On one side, consumers experiencing a non-purchase may regret that, feeling self-blame and engaging in ameliorative behaviors (second chance) for achieving the desired outcome (Zeelenberg et al. 2001). On the other side, non-purchase can also be translated into frustration, caused by external circumstances not under a person’s control (e.g. caused by a company), where people rely on blame attribution (e.g. Roseman, 1991) abandoning the outcome they wanted to achieve. We therefore ask ourselves what happens when consumers do not manage to purchase products of the masstige collaboration collection and how they react to such feeling, especially when they attribute the missed purchase to causes not attributable to themselves and experience frustration. What drives consumers in experiencing frustration vs. regret? Which are the antecedents of frustration and the coping strategies consumers employ? To answer these questions, we analyzed 780 posts written on Twitter during a masstige collaboration carried out in the fashion sector (H&M-Balmain). The qualitative analysis especially shows the negative feelings emerged during the partnership toward the mass-market brand (i.e. frustration and its antecedents). Further, we propose a new theoretical model, i.e. the “regret-frustration model”, emphasizing which are the causes that let consumers experience frustration (vs. regret) and which the coping strategies might be.

Informal networks between individuals are widely seen as important in East Asian business systems. However, while the performance implications of guanxi in China have been extensively studied, much less is known on how informal networks may influence business outcomes in other East Asian countries. We examine informal networks in inter-organizational research collaborations in South Korea by studying the role of pre-existing social ties and relational orientation in new product development (NPD) collaborations and university-industry research (UIR) collaborations. We conduct an interview-based, in-depth case analysis of five NPD collaborations and five UIR collaborations. Pre-existing social ties and relational orientation are prevalent in both types of research collaborations. However, they have different consequences for collaboration outcomes. Pre-existing social ties strongly vary in their types and strength, and negatively affect collaboration outcomes unless they result in the selection of competent and motivated partners. Relational orientation manifests itself in a task-related and social exchange between collaboration partners, which contributes to outcomes such as knowledge acquisition and business performance. Korean collaboration managers should rely only on pre-existing social ties that are well-aligned with task-related requirements when initiating and conducting research collaborations. However, the creation of strong relationships between collaboration team members of partnering organizations should be encouraged.