The Impact of Hedonic Shopping on Fashion Leadership Behavior

This research report investigates the correlation between hedonic shopping motivations and fashion leadership behavior among Jordanian youth, focusing on how product features influence consumer decisions. The study, based on diffusion and human motivations theories, examined six hedonic shopping motivations: value, gratification, idea, adventure, social, and role shopping. A survey of 500 students from four private universities in Amman revealed that fashion leadership is significantly associated with value, idea, social, and role shopping motivations, while gratification and adventure shopping motivations showed no significant impact. The report discusses the implications for retailers and marketers, highlighting the importance of understanding youth's consumption patterns to develop effective marketing strategies, including recommendations for future research.

Abstract
Since consumer’s needs, wants, and preferences establish a cornerstone for developing new
products, this research aims to determine the effect of hedonic shopping motivations of
Jordanian youth’s fashion leadership behavior as a reflection of product features.Based on the
diffusion and human motivations theories, six hedonic shopping motivations have been
examined:(1) value shopping motivations; (2) gratification shopping motivations; (3) idea
shopping motivations; (4) adventure shopping motivations; (5) social shopping motivations;
and (6) role shopping motivations. A self-administered questionnaire has been developed to
collect data from the research sample comprising 500 students from four private universities
in Amman. Results showed that fashion leadership behavior is significantly related only to
four hedonic shopping motivations: value shopping motivations, idea shopping motivations,
social shopping motivations; and role shopping motivations, whereasgratification and
adventure shopping motivations were found to not have a significant impact on leadership
behavior. Research recommendations and future research were also discussed.
Keywords: Leadership Behavior, Hedonic Shopping Motivations, Retailers, Fashion, Jordan.
1. Introduction
Over the past years, globalization has trimmed the borders between countries and reduced the
time used in promotingnew products and services. However, with lower trade barriers, the
global textile and apparel industry during the last 10 years has grown more competitive;
prices have fallen and margins have become thinner (Rahman et al., 2014). The role of brand
managers was to find radical solutions from a consumer’s perspective to face these challenges
(Bataineh et al., 2017). Accordingly, retailers were in need to maintain a stable market share
and a competitive advantage to overcome this intense environment. Fashion styles had
become blurred in convincing the consumers to adapt and accept the massive amount of
clothing variety, taking into consideration the fact that the difference in fashion styles
inherited had started to become more like homogenized styles. Despite that the job of
retailers along with marketers has become more and more challenging leading to the
important role of fashion leaders in changing consumer fashion patterns.
What is more, the ultimate aim is to convince the consumers to favor the trendiest fashion
with less or no consideration; therefore, fashion leaders play a tremendous role in facilitating
the acceptance of the newest or most innovative fashion by speeding up the adoption process
(Kim and Hong, 2011). The apparel industry accounted for 2.8 percent of the world
merchandise trade (WTO, 2017). On the other hand, large producers of clothing have moved
their factories from the western countries to Asia and the Far East, e.g. China, Vietnam,
Bangladesh, Pakistan, and India, to gain low labor costs, low taxes, and abundance of raw
materials. However, the textile and apparel industry occupied the first rank in the Jordanian
exports by 10.24 million JD according to the latest report provided by the Jordanian Chamber
of Commerce (2016).
The Jordanian clothing industry faces intense competition; the existence of huge brand chains
leads to invade the local production and postponing its progress. Hence, it seems important to
elaborate on the hedonic shopping motivations of the Jordanian youth’s fashion leadership
behavior because youths particularly follow fashion opinion leaders by accelerating both the
adoption and spreading of new fashion items.This is why marketers need to have a better
understanding to be able to target customers and also ensure maximum acceptance of their
product as youth represent a promising and appealing market in Jordan andare thebiggest

portion of the Jordanian community.Moreover, retailers might reduce the costs of launching
new fashion styles by carefully monitoring fashion opinion leaders’ behaviors and
understanding their consumption patterns, which will give them broad lines for future
marketing strategies. Accordingly, this research is trying to investigate to how much degree
Jordanian youth’s fashion opinion leadership varies with regard to the hedonic shopping
motivations since it is evident that the perceptions of the psychological motivation for fashion
shopping arestill fuzzy compared with the perceptions of demographical point of view.
Hence, this research might be a cornerstone in helping marketers as well as researchers to
understand youth’s hedonic shopping motivation and fashion leadership behavior.
2. Research Background
The apparel industry is dynamic, driven by fashion diversity to increase demand.This
diversity results in uncertainty as it’s hard to predict the demand acceptation pattern. Fashion
leaders work as influential agents who convince others to adapt to fashion diversity (Kang
and Park-Poaps, 2010). According to Atik and Firat (2013), leadership behavior is not only
associated with a particular social class but also with each sub-society class.Also, the
diffusion of a specific fashion outfit is linked to the ability of the marketer to decode the style
and look for the leader whocould be bind to it. Meanwhile, Jordan is a country with a young
population having more than 70 percent of people under the age of 34 years, 27.1 percent
represents youth between the age of 20 and 34 years, which means that youth is one of the
most appealing markets for retailers and the largest segment for clothing and fashion stores in
Jordan (Department of Statistics, 2017).This research focused on youth as they present a
large base of shoppers in the Jordanian community as well as a major purchasing power that
they spent 250 million JD on clothing (Jordan Chamber of commerce, 2016). Hence, today
youth desire only the best products with the best value.
2.1 Fashion Leadership Behavior
Product or a style can wait for years to be diffused or accepted.People first need to be aware
of it which can be made possible if fashion opinion leadersadopt the style.As a result,
followers will copy the leader’s behavior and eventually it becomes part of their fashion
norms (Fam et al., 2010). Opinionleaders always are known as the first class to adopt and
spread the new fashion style, while other consumers are considered to be fashion followers
who imitate the opinion leaders’ behaviors (Rahman, 2014).Therefore, fashion opinion
leaders are always looking for new fashion styles to differentiate them and ensure their
innovativeness. Also, the transmission of opinionleaders word of mouth consists of informal
communications directed at other consumers about the ownership, usage, or characteristics of
a particular product or service.
However, opinion leaders have a great deal between behavior and time of adoption, since the
time they need to pass the style to others can delay the adoption time, the more familiar the
innovation the less time is needed to spread it. Kang and Park-Poaps (2010) found that
opinionleaders have a fundamental role in the adoption of their intimate group of individuals
more than on the mass group of a social system.
Clearly, opinionleadership behavior is driven by the need to standout, to be known, and
admired through their advice and recommendation.Leaders are satisfying their own symbolic
needs, not the other’s need (Goldsmith et al., 2008).According to Kim and Hong (2011),
motivations will trigger a particular behavior, in which an individual will experience either
satisfaction or dissatisfaction as a reaction to the undertaken behavior. Although in the scope
of fashion leadership behavior, it is important to understand that opinionleaders are not only

affected by their internal traits but also by specific external shopping motivations.
Traditionally, shopping was always considered as a goal-oriented task, but for the
opinionleaders, shopping is a satisfactory task even if no product purchasing has occurred
(Hanzaee and Khonsari, 2011).
In the consumer’s behavior, it is essential to embrace the hedonic/utilitarian shopping
motivations to have a clear vision of the actual behavior. According to Workman (2011),
people will perform specific reactions in response to their psychological
behavior.Hence,opinion leadership is based on either hedonic or utilitarian shopping
motivations. Moreover, the product nature and circumstances can inherit either the hedonic or
the utilitarian shopping motivations (Roy and Ng, 2012).
2.2 Hedonic Shopping Motivations
In the last few decades hedonistic motivations have been blossoming in many aspects, it has
started getting well identified, and researchers have started moving to the hedonistic part
oflife(Bridges and Florsheim, 2008). According to Allard et al. (2009), store atmosphere,
such as layout, colors, and lighting, contributes to increase or decrease consumers’ hedonic
motivations. On the other hand, consumers who experience positive hedonic consumptionwill
not only result in satisfaction but also the future buying intention will also be affected
(Hanzaee and Khonsari, 2011). Consumers who are satisfied with their hedonic shopping
consumption will definitely recommend this product or store to others and also plan for future
purchasing (Ryu et al., 2010). Hence, individuals with hedonistic orientation will translate
their pleasure and multisensory feelings into satisfaction. To face all the changing behavior
that exists in today’s economic conditions which cause a low shopping engagement, people
need a powerful motivation like “hedonistic dimensions” that will recreate shopping actions
(Jones et al., 2006). However, loyalty and positive word of mouth are created through
satisfactory hedonic experience. Lacking something in our life can create hedonic shopping
motivation to get a pleasure feeling (Arnold and Reynold, 2009). Meanwhile, shopping
centers are considered to have a triggering effect on the hedonic shopping motivations.
According to Lee et al. (2005) all hedonistic dimensions can occur in one shopping trip, but
consumers can experience that differently. Furthermore, hedonic shopping motivations have
been giving a lot of classifications in consumer behavior literature.While in this study we will
use Arnold and Reynolds (2003) in which hedonic shopping motivations are divided into six
broad categories: (1) value shopping motivations; (2) gratification shopping motivations; (3)
idea shopping motivations; (4) adventure shopping motivations; (5) social shopping
motivations, and (6) role shopping motivations. We will discuss this in the following
sections.
2.2.1 Value Shopping Motivations
According to Kang and Park (2010), value shoppers have been identified as individuals who
think of shopping as a challenge or a game they want to succeed in, they hunt sales, bargain,
and they are stunned by negotiations not only to reduce the price but also for them it’s a talent
they showcase. Otherwise, opinionleader shoppers pay more on fashion products, and the
value shopping doesn’t have a part in their hedonistic motivation (Scarpi, 2006). Fashion
shoppers look for a pleasure experience and don’t look from a bargain point of view, they
buy luxurious fashion garments without thinking of price level (Juggessur and Cohen, 2009).
Additionally, value shopping occurs inside the store by being more attentive to promotions,
and many consumers get arousal and a motivation to shop that was not preplanned (Arnold
and Reynold, 2003). However, winning a price negotiation will produce a feeling of

smartness, excitement, achievement, and pride for consumers (Scarpi, 2006). Thus, the
researchers propose the following hypothesis:
H1: There is an effect of value shopping motivations on fashion leadership behavior.
2.2.2 Gratification Shopping Motivations
Today lives are stressful enough that people feel anxious, irritated, stressed, and under
tension all the time, this is why people go shopping to relieve all the pressure of their
life.Therefore, they look for shelter to decrease that feeling of stress, it’s called gratification
shopping, which people use to change their bad mood or just as a special gift after a long
week to pamper one’s own self (Laurent and Seock, 2010). Additionally, according to Jamal
etal. (2006), an increasing group of consumers who tend to avoid reality seeking distraction
from everyday life are called gratification escapists.
According to Koksal (2012), the selection of a fashion style depends on an individual’s mind
state.Having a negative mood will increase the colorful selection to improve and enhance
their mood.Accordingly, emotion can trigger motivation and push consumers to buy to
enhance their mood. However, gratification shopping can be simply summarized as
motivation therapy for most of the people, who clarify that shopping is a cure for them
(Hausman, 2000). For that reason, Kim and Hong (2011) suggested that gratification is highly
related to opinion leadership behavior since they are more involved in apparel shopping.
Studies showed that there is a relation between gratification shopping and fashion leadership
behavior as they use shopping as a way to overcome the stressful events.Since gratification
shopping motivation is the highest source for joy and entertainment in the online context as
follows: relaxing, personalized online services, and decreasing pressure (Christopher etal.,
2016). Thus, the researchers propose the following hypothesis:
H2: There is an effect of gratification shopping motivations on fashion leadership behavior.
2.2.3 Idea Shopping Motivations
Idea shopping is a human cognition need, which refers to those individuals who roll over
stores to collect information about the latest most innovated styles to stay up-to-date with
fashion (Erkip, 2005). According to Bailey and Seock (2010) idea shopping is simply
browsing the merchandise while having no intention to purchase at the present time. Kang
and Park (2010) suggested in their study that people are information seekers, they roll over
the markets to collect, update, and get all the new innovation details.They find this action
pleasing, examining goods or merchandise in malls or stores with no intent to purchase at that
time. Moreover, fashion leadership behavior is motivated by idea shopping motivation to stay
informed about fashion and develop their huge fashion database that keeps up their
innovative style, as well as seeking pleasure while gathering new fashion information (Kotze
et al., 2012). According to Koksal (2014) individuals who are driven by idea shopping
motivation give extra care to their clothing details, they spend a lot of time looking through
details and examine it more than other people. Thus, fashion information can be obtained via
different sources such as family, friends, website, mass advertisement, and even by
experience (Chocarro et al., 2009). Therefore, opinionleaders have more fashion information
because they have different sources of exposure than their followers. Thus, the researchers
propose the following hypothesis.
H3: There is an effect of idea shopping motivations on fashion leadership behavior.
2.2.4 Adventure Shopping Motivations

People who seek adventure are bored and seek something different that supplies them with a
feeling of fantasy.It’s like they are in another universe, they seek excitement, stimulation,
fun, and thrill while they are shopping (Moody et al., 2010). Actually looking for varied
entertainment that hasn’t explored before could originate a venturesshopping journey (Hart et
al., 2007). According to Kang and Park (2010) individuals, particularly youth, are stimulation
hunters, they search for anything that can trigger them and shift them to dreamland where
everything is possible. Meanwhile, adventure shoppers are not afraid of trying any style, they
look for variety, and they shop to be able to have a risky shot (Kim, 2006). Although Burns
(2007) noticed that opinionleaders don’t hold any loyalty feeling, they tend to switch their
brands more often.The need for adventure, risk, and sensation seeking drives them to do that.
Bailey (2010) suggested that satisfaction is a result of two things: arousal and pleasure, while
arousal is linked to the stimulation that an atmosphere creates to produce a joyful and
satisfying feeling. Thus, the researchers propose the following hypothesis.
H4: There is an effect of adventure shopping motivations on fashion leadership behavior.
2.2.5 Social Shopping Motivations
Socializing is a human need that exists in the nature of all people. Keeping up with friends
and family is enjoyable for most individuals, and it could be one of the primary motives for
some individuals (Kang and Park, 2011). Although people frequently suggest shopping to
strengthen their relationships with peers and family, they use it as a way to spend valuable
and enjoyable time with others (Erkip, 2005). Hart et al. (2007) suggested that females think
of shopping as an enjoyable activity through having someone to shop with. While shopping
the atmosphere can be responsible for discouraging a socializing trip.
Nevertheless, acquiring the product is not satisfying as much as having a company through
the shopping process.People consider shopping as a way of socializing and a bonding activity
(Timothy, 2005). Likewise, people like to share their shopping experience in the online
community; they are motivated by comments and likes on social media whichmotivatesthem
to shop more to be able to share on social media (Christopher etal., 2016).
According to Özer and Gültekin (2012) socializing with strangers is also considered social
motivation.Some people like to interact with people they don’t know to enrich and expand
their experience.Although, seeking status through particular behaviors can also motivate
individuals. Even interaction with salespeople will provide a pleasant socializing experience
that might lead to an actual purchasing intention (Hu and Jasper, 2006). Thus, the researchers
propose the following hypothesis.
H5: There is an effect of social shopping motivations on fashion leadership behavior.
2.2.6 Role Shopping Motivations
Role shopping motivation refers to the pleasure people seek when shopping for others. This
enhances their mood and evoke joyful feelings through shopping for others and advising
them (Arnold and Reynold, 2009). Previous research showed that role shopping is the third
highest source for feeling of joy in South Africa (Kotze et al., 2012). Besides, the role
shopping could be related to a socializing concept.People’s devotion to their relationship with
others might lead them to exchange gifts that will evoke pleasing feelings (Kang and Park-
Poaps, 2011). According to Burns (2007) giving advice to other people will produce a feeling
of authority and power.Therefore, many individuals are motivated by role shopping to have
more confidence in one’s self bygiving and sharing opinions. Further, Goldsmith and Clark
(2008) revealed that a huge amount of consumers share fashion opinion information and also

follow these opinions since they use it as a social comparison method. According to Kim and
Hong (2011) people can enjoy shopping experience through buying for others more than
buying for themselves. Thus, the researchers propose the following hypothesis.
H6: There is an effect of role shopping motivations on fashion leadership behavior.
3. Conceptual Model
The following models have been developed by the researchers to describe and establish the
relationships between the research variables.
Figure 1: Research Model (about here)
4. Research Methodology
The research population consisted of private university students with fashionorientation.The
reason behind choosing this segment is that they form the largest segment for apparel and
fashion stores in Jordan, according to the latest reports and figures provided by the
Department of Statistic (2017). Likewise,private university is consideredas a representative
sample for fashion leaders since it reflects highincome and youth diversity. Additionally,
young consumers are more likely and frequently spend their money on clothing and
entertainment. The sample of this research consists of youths fromselected private
universities in Amman.To achieve the purpose of this research, a convenience sampling
approach has been used.Convenience sampling is appropriate for this research because of
time and budget constraints and access to all sampling frames is not practically possible. In
addition, similar type of studies has also supported the use of convenience sampling
techniques (Kim and Hong, 2011; Workman, 2011;).
4.1 Research Instrument and Data Gathering
A self-administered questionnaire has been developed based on previous studies as
demonstrated in Table 1. However, 500 questionnaires were distributed to the following
universities: (1) Isra Private University,(2) Amman Al-Ahlya Private University,(3) Arabian
Amman University, and(4) Applied Science Private University. After three months of data
gathering, the researchers restored 390 questionnaires, and the number of valid questionnaires
for analysis was 336.
Table 1: Research Measurements (about here)
4.2 Research Validity and Reliability
In this research, face validity and content validity were used before sharing the
questionnaires.
4.2.1 Face Validity
The validity of the used scales measures has been set up in numerous past studies concerned
with the fashion industry. To ensure it suits the research purpose in the Jordanian context,the
questionnaire was overviewed by a panel of marketing expertsfrom both fashion retailing
stores and academics. Accordingly, all their valuable notes have been taken into
consideration to build the research questionnaire and many changes were applied.

4.2.2 Construct Validity
The researchers used Pearson’sTest of Independence to see if there is a significant
relationship between the variables, and how will they belong to each other (Table 2).
Table: 2 Variables Correlation Coefficient (about here)
Table 2 shows that most of the variable correlations have a significant level at α ≤0.01. Result
shows there is no linear relationship between all the variables. This kind of correlation
expresses the construct validity. It is known that the highest value of correlation is 1 based on
the result.It’s obvious that there should be a good construct validity for each factor and its
related items.
To see how appropriate the scale construct and the statement measurement are to each other,
a corrected item correlation has been done to the research measurement scale as shown in
Table 3.
Table 3: Corrected Item Correlation (about here)
According to Table 3,the corrected item correlation has been conducted for 22 items,for all
items total degree is >0.20, and the lowest item correlation was 0.25 which suggested that
scale item construction is acceptable and was based on Clark and Watson (1995).
4.2.3Reliability
Cronbach’s alpha was used to test the internal consistency or reliability of the measures to
make sure that each measurement statement suits the variable it is supposed to measure;
therefore, a Cronbach’s alpha equation has been undertaken.
Table 4: Cronbach’sAlpha Coefficient (about here)
Table 4shows that all variables are greater than the cutoff point 60% (Sekran and Bougie, 2013),
in which the variable ranged from 0.71% to 0.76%, accordingly the internal reliability
coefficients were achieved.
4.3 Data Analysis
Table 5 shows demographic characteristics for the research sample; they are highly in line
with previous studies provided in the research background.
Table 5: Demographics Characteristics (about here)
5. Hypothesis Testing
To test the research hypothesis, the researchers have used multiple regression models to
analyze the effect of value shopping motivations, gratification shopping motivations, idea
shopping motivations, adventure shopping motivations, social shopping motivations, and role
shopping motivations on fashion leadership behavior. The results of multiple regression tests
are illustrated in Table 6.
Table 6: Multiple Regression Coefficients(about here)

Table 6showsthat the degree of correlationcoefficient between the dependent and independent
variables is 0.781.Meanwhile, the coefficients determination R2 is 0.610, which indicates if
we add one independent variable to the model its degree will be raised even if the added
variable doesn’t have any importance to the model.Based on that, the independent variables
illustrate 60.3% of the dependent variable, while the remaining percent is due to other factors.
Moreover, for H1the table indicates that the T-value is 3.119 with a significant level 0.002
which is lower than α (≤0.05), which means there is a significant effect of value shopping
motivation on fashion leadership behavior. For H2, the table indicates that the T-value is
0.456 with a significant level 0.649 which is higher than α (≤0.05), which means there is no
significant effect of gratification shopping motivation on fashion leadership behavior. For
H3,the table indicates that the T-value is 3.158 with a significant level 0.002 which is lower
than α (≤0.05), which means there is a significant effect of value shopping motivation on
fashion leadership behavior. For H4, the table indicates that the T-value is 1.008 with a
significant level 0.314 which is higher than α (≤0.05), which means there is no significant
effect of adventure shopping motivation on fashion leadership behavior. For H5, the table
indicates that the T-value is 7.340 with a significant level 0.000 which is lower than α (≤0.05)
which means there is a significant effect of social shopping motivation on fashion leadership
behavior. Finally for H6, the table indicates that the T-value is 5.660 with a significant level
0.000 which is lower than α (≤0.05), which means there is a significant effect of role
shopping motivation on fashion leadership behavior.
5.1 Multicollinearity Test
To measure how much the variance of regression coefficients are independent measures, the
researchers have used a multicollinearity test which includes variance inflation factor (VIF)
and tolerance. According to Hair et al. (2010), the VIF must be less than 10, while the
tolerance factor should be more than 0.05. However, all the VIF and tolerance in the
regression models shown in Table 4 have been calculated and clearly indicate that the
multicollinearity in this research is not of a great impact.
Table 7: Multicollinearity Test(about here)
6. Finding and Discussion
The purpose of this study was to present an overall prediction for fashion leadership behavior
regarding their shopping motivations in the Jordanian context. However, value shopping
indicated that shopping is a conscious action that drives shoppers to look for the best deal by
comparing multiple prices. This result could be related to many factors such as the fact that
the Jordanian economy is suffering from a recession period, which leads many individuals to
look for the lowest price even when shopping in branded stores. Also, this result supports
previous research findings such as Kim and Hong (2011) andKotze (2012).The findings from
both studies indicated that value shopping motivation was the primary motivation in which it
managed to originate the maximum satisfaction for consumers. Thegratification shopping
motivationdoesn’t seem to affect or trigger Jordanian youth’s fashion opinion leaders’
motivations.This result has been supported by Kotze(2012) who found that South African
consumers don’t enjoy gratification shopping in any manner. Moreover, idea shopping
motivation can trigger Jordanian youth’s fashion opinion.Rolling through malls is not an odd
thing; malls in Jordan are always full of people who actually don’t always buy; it is just a
way to enrichtheir fashion information and sensory receptors.This result is supported by
Arnold and Reynold (2003) which found that youth particularly males are driven by idea

shopping motivation even if there’s no prior need or an intention to buy. For adventure
shopping motivation, it was found to not have an effect on Jordanian youth’s fashion opinion
leaders’ motivations, and this can be justified because Jordanian shoppers, in general, are
cautious and don’t look for a risky outfit. However, this result is supported by Kim and Hong
(2011) who reported in their findings that female consumers are not motivated by adventure
shopping. In terms of social shopping motivation, it was found to have an effect on Jordanian
fashion opinion leaders’ motivations.It’s obvious that socializing is paramount for
Jordanians.We often see people shopping with their families or friends, it’s always a good
opportunity to bond.This result was in line with Kestler (2010) who reported that shopping
with family is a strong shopping motivation. Finally, role shopping found to trigger Jordanian
youth’s fashion opinion leaders’ motivations, advising others about their fashion style seems
to always show up either between friends or between family members. This result is also
supported by Kestler (2010) who concludes that daughters play the adviser role regarding
their mothers’ style. However, both marketers and retailers need to be aware of youth’s
motivations which are considered as a key driver in affecting their decisions and behaviors.
Having well-known brands is a major factor but in parallel with innovative merchandising
and creative user imagery technique to attract youths and let them involve more in the buying
process and experience new things. However, the key managerial implications can be
summarized as follows:
(1) Adopting new and trendy fashion by youths heavily depends on retailers’ and marketers’
ability to make the new arrivals and styles observable, and that can be achieved by focusing
more on those leaders who are considered as fashion icons for youths.
(2) Fashion marketers can encourage those leaders to spread positive word of mouth on their
own social networking site and share their experience with fashion stores which might
support marketing message credibility.
(3) Retailers may spend more effort on educating youths and leaders about the main
competitive advantage of the brand and what differentiates this season style from the
previous one.
(4) Fashion retailer stores should give huge attention to store layout, music, and light which
reflect what the brands really stand for, which might lead to increase the store footfall.
(5) Finally, fashion leaders are interested in being innovators to the market more than
focusing on shopping as a journey, which leads marketers and retailers to provide them with
timely information about new styles and trigger them to try new styles even by offering free
samples or special discounts, since they are the real ambassador for these stores and brands.
7. Recommendations And Future Research
Since fashion leaders play an important role in the diffusion of fashion items, retailers of
fashion stores in Jordan might devote their efforts to attract and retain them in the future,
especially whenJordanian consumers, in general, and opinion leaders, in particular, are
already attached to the idea of shopping at malls and retailing stores. Besides, fashion store
marketers can provide a product at a fair price because Jordanian leaders are motivated by
value shopping motivations and conduct a systematic discount plan using different types of
sales promotion tools. However, Jordanian leaders are motivated by social shopping, which
means that retailers can create a friendly store atmosphere that encourages shopping with
family or peers, which can help them in acquiring more shoppers. Finally, results showed that
adventure shopping motivation is not effective in attracting Jordanian opinion leaders, in
which retailers and marketers need to create outfits that match shoppers’ social norms. In
terms of future research, customers from different age groups can be deeply investigated to

provide a comprehensive view of their shopping behaviors. Also, for future research,
leadership behaviors related to other shopping motivations can be explored. Finally, other
researchers might research on fashion leadership within an online context since online
context might be fruitful for similar research.