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Research question: In order to reduce fan aggression surrounding rivalry games, team sport organizations often try to placate fans by downplaying the importance of the game (e.g. ‘the derby is not a war’). Drawing on the intergroup conflict literature, this research derives dual identity statements and examines their effectiveness in reducing fan aggressiveness compared to the managerial practice of downplaying rivalry.
Research methods: Three field experimental studies (one face-to-face survey and two online surveys) tested the hypotheses. Established rivalries in the German soccer league Bundesliga served as the empirical setting of the studies. The data were analyzed using ANCOVA and linear regression analyses.
Results and findings: Dual identity statements reduce fan aggressiveness compared to both downplay statements and a no-statement control condition, independent of team identification and trait aggression. Importantly, the managerial practice of downplaying rivalry appears to be counterproductive. It produces even higher levels of fan aggressiveness than making no statement, an effect caused by psychological reactance.
Implications: Sport organizations should not alienate their fan base by attempting to play down the importance of rivalry, which is an integral part of fan identity. Instead, they should strengthen the supporters’ unique identity (as fans of a particular team) while at the same time facilitating identification with the rival at a superordinate level (e.g. as joint fans of a region).
Marketing, get ready to rumble — How rivalry promotes distinctiveness for brands and consumers
(2018)
Scholars typically advise brands to stay away from public conflict with competitors as research has focused on negative consequences - e.g., price wars, escalating hostilities, and derogation. This research distinguishes between rivalry between firms (inter-firm brand rivalry) and rivalry between consumers (inter-consumer brand rivalry). Four studies and six samples show both types of rivalry can have positive consequences for both firms and consumers. Inter-firm brand rivalry boosts perceived distinctiveness of competing brands independent of consumption, attitude, familiarity, and involvement. Inter-consumer brand rivalry increases consumer group distinctiveness, an effect mediated by brand identification and rival brand disidentification. We extend social identity theory by demonstrating that: 1) outside actors like firms can promote inter-consumer rivalry through inter-firm rivalry and 2) promoting such conflict can actually provide benefits to consumers as well as firms. The paper challenges the axiom “never knock the competition,” deriving a counter-intuitive way to accomplish one of marketing's premier objectives.