Analysis of Purchase Probability for Reworked Clothing in Implementing SDGs Among Generation Z

Authors

  • Michelle Putri Baswara Universitas Udayana
  • Putu Ayu Pramitha Purwanti Universitas Udayana

DOI:

https://doi.org/10.70062/harmonymanagement.v2i3.351

Keywords:

Conceptual Understanding of the SDGs, Income, Product Quality, Reworked Clothing, Willingness to Pay

Abstract

Reworked clothing refers to the process of taking existing garments or textiles and transforming them into new clothing. Wearing reworked clothing is one of the best ways to reduce fashion waste while creating unique and environmentally friendly apparel. Generation Z is a digital generation that tends to express themselves through the clothing they wear. This study explains the simultaneous and partial effects of the variables willingness to pay, income, product quality, and conceptual understanding of the SDGs on the purchase probability for reworked clothing. The research was conducted on 100 respondents in South Jakarta who followed the Instagram account @make.them.jealous by distributing an online Google Form questionnaire, with data analysis performed using SPSS software. The purpose of this study was to determine the simultaneous and partial effects of the independent variables on the dependent variable. The results showed that willingness to pay, income, product quality, and conceptual understanding of the SDGs simultaneously had a significant effect on the purchase probability for reworked clothing. However, willingness to pay and income did not have a partial effect on purchase probability for reworked clothing, while product quality and conceptual understanding of the SDGs had a significant partial effect on the purchase probability for reworked clothing.

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Published

2025-09-09

How to Cite

Michelle Putri Baswara, & Putu Ayu Pramitha Purwanti. (2025). Analysis of Purchase Probability for Reworked Clothing in Implementing SDGs Among Generation Z. Harmony Management: International Journal of Management Science and Business, 2(3), 93–105. https://doi.org/10.70062/harmonymanagement.v2i3.351

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