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Abstract Tackling grand challenges and making sustainable development a reality through sustainable consumption crucially depends upon both companies’ activities as well as individuals’ consumption choices. In opinion polls, many consumers claim to favor sustainable products over conventional ones. However, a large gap remains between their stated purchasing intentions and actual decisions, posing a challenge for companies in predicting product demand and strategically managing their product portfolios. In this study, we develop a conceptual framework to demonstrate how companies can encourage sustainable consumption behavior among their customers by involving them in their corporate sustainability (CS) activities. We introduce psychological ownership as the underlying mechanism explaining how customer involvement in CS activities translates into changes in their consumption choices. We further argue that the link between customer involvement and psychological ownership depends on the type of a company’s CS—that is, whether CS is embedded in or peripheral to the company’s core business. The results from three experiments, including one field experiment conducted in collaboration with a fashion retailer and involving real customer purchase decisions, support our theorizing. The findings reveal the power of customer involvement as a marketing tool in promoting sustainable consumption.
Reppmann et al. (Mon,) studied this question.