Models of industrial buyer behavior generally assume that postchoice evaluation of purchased materials serves as an input to the decisionmaker's attitude set, and hence has some effect on subsequent decisonmaking. Is there such an effect? This article presents the findings of an exploratory experiment, with purchasing agents and engineers as subjects, which examined the nature and impact of postchoice evaluation by others in the organization on the decisionmaker's attitude set. The findings suggest that the impact of evaluation after choice may be more complex than previously supposed.
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