Rivalry in Sport by Cody T. Havard

Author:Cody T. Havard
Language: eng
Format: epub
ISBN: 9783030474553
Publisher: Springer International Publishing

Review of Literature

Rivalry

Rivalry begins from a discussion of SIT, which posits that people will allow the groups in which they belong to influence their sense of self-esteem (Tajfel, 1974). When a person identifies and interacts with a group (i.e., in-group), he or she does so to protect the social identity derived from association with said group (Bergami & Bagozzi, 2000; Cameron, 1999) and can begin to adopt the identity of the collective (Crocker & Luhtanen, 1990). Further, because of the membership in an in-group and in the presence of perceived competition (Festinger, 1954), people will also choose an out-group to disidentify from (Elsbach & Bhattacharya, 2001). Intergroup behavior is on display when members of opposing groups interact (Sherif, 1966), which allows individuals to differentiate between members of the in-group and out-group (Brewer, 1979), and can lead to rivalrous relationships. Intergroup rivalry can be caused by the perceived threat to (Stephan, Ybarra, & Rios, 2016), the relative inferiority of (Leach & Spears, 2009; Leach, Spears, Branscombe, & Doosje, 2003), and the perceived distinctiveness of the in-group (see Jetten, Spears, & Manstead, 1999). Rivalry can also influence participant competition (Kilduff, 2014), motivation (Triplett, 1898), in-group bias (Sherif et al., 1961; Turner, 1975), unethical behavior (Kilduff et al., 2016), and hostility toward the out-group (Chang, Krosch, & Cikara, 2016).

Within the scope of marketing, rivalry influences the way consumers react to brands. For example, a sample of Apple users displayed schadenfreude toward the Microsoft brand (Phillips-Melancon & Dalakas 2014). Consumers of Coca-Cola and Pepsi Cola exhibited negativity toward not only the opposing brands but also consumers of those brands (Muniz Jr. & Hamer, 2001). Within management, research has shed light onto actions firms take to gain competitive advantage over rival firms (Capron & Chatain, 2008), factors that cause rivalry among companies offering similar and dissimilar products (Markman et al., 2009), and lessons that can be learned from corporate rivalries (Havard, 2020).

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