Unlocking Sustainable Purchase Intention: Attitude as a Psychological Hub between Perceived Consumer Effectiveness and Environmental Knowledge

Authors

  • Dudi Amarullah Faculty of Economics and Business, Universitas Khairun
  • Nikita Astria Faculty of Economics and Business, Universitas Khairun
  • Adysabzan T. Krois Faculty of Economics and Business, Universitas Khairun
  • Jeri Cahyadi Saputra Faculty of Economics and Business, Universitas Khairun

DOI:

https://doi.org/10.47134/jobm.v4i1.199

Keywords:

Perceived Consumer Effectiveness, Environmental Knowledge, Attitude, Purchase Intention, Sustainable Products

Abstract

Amid accelerating ecological degradation, understanding the psychological drivers behind eco-friendly consumption has become paramount for sustainable market growth. This study aims to investigate the influence of perceived consumer effectiveness and environmental knowledge on purchase intentions for sustainable products, with attitude as a mediator. Utilizing a quantitative cross-sectional survey design, primary data were gathered from 189 purposively sampled consumers and evaluated using Partial Least Squares Structural Equation Modeling (PLS-SEM). The structural model assessment revealed that perceived consumer effectiveness and environmental knowledge are vital antecedents of consumer attitude. Furthermore, the results also reveal the significant role of attitude in determining purchase intentions for sustainable products. Finally, attitude plays a significant role in mediating the influence of perceived consumer effectiveness and environmental knowledge on purchase intentions for sustainable products. The findings of this study provide important implications for marketers in developing marketing strategies for sustainable products.

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Published

2026-06-30

How to Cite

Amarullah, D., Astria, N., Krois, A. T., & Saputra, J. C. (2026). Unlocking Sustainable Purchase Intention: Attitude as a Psychological Hub between Perceived Consumer Effectiveness and Environmental Knowledge. Journal of Business Management, 4(1), 28–32. https://doi.org/10.47134/jobm.v4i1.199