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What is Rivalry and Where We Go From Here

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Rivalry in Sport

Abstract

Of the many ways, sport can positively impact individuals and society as a whole, it also possesses the ability to separate people into groups, with an unfortunate side effect being in-group bias and out-group derogation. This chapter provides an overview of the rivalry phenomenon and discusses an organization’s role in responsibly promoting rivalry. Sport managers and researchers have to collectively engage in open dialogue to find solutions to some of the negative consequences of rivalry. If sport truly is a catalyst for bringing people from diverse backgrounds together, managers and researchers must look at practices and work toward providing solutions that can not only help the sport product, but ultimately provide a positive influence on society as a whole.

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Notes

  1. 1.

    Recent findings in television viewership and politics suggest that people are possibly less divided on major issues (Blakely et al., 2019). However, in the age of social media, and with personalities on social media drawing distinct lines between groups and ideology, one may not see this in their everyday lives.

  2. 2.

    Rivalry positively influences fan consumption (Havard, Shapiro, & Ridinger, 2016; Mahony & Moorman, 1999; Sanford & Scott, 2016; Wann et al., 2016).

  3. 3.

    Rivalry increases feelings of uniqueness (Berendt & Uhrich, 2016; Berendt, Uhrich, & Thompson, 2018) and group cohesion (Delia, 2015; Smith & Schwartz, 2003).

  4. 4.

    Teams that compete during games also have to work together toward a common goal of attaining success for the league (Mullin, Hardy, & Sutton, 2014).

  5. 5.

    For example, someone who sees themselves as a hard worker may want to identify with teams sharing that blue-collar or hardworking mentality (Aden, 2008; Kohan, 2017).

  6. 6.

    Proximity to a team, ties to an alma mater, family structure, change in financial resources can all influence identification and consumption of a team.

  7. 7.

    For example, a healthy comparison among rival fans would be family members ribbing each other about their preferred teams. Unhealthy behavior would be the family members becoming upset and displaying negativity toward each other based on the teams they follow.

  8. 8.

    It is common for fans to identify multiple rival teams: one to which they aspire, one in which they share competitive balance, and one to which they favorably compare.

  9. 9.

    Degree of animosity toward rival teams can be influenced by variables such as conference/league affiliation (Cobbs, Sparks, & Tyler, 2017; Havard & Reams, 2016; Havard, Wann, & Ryan, 2013, 2017) and contest outcomes (Havard, Reams, Gray, 2013; Leach & Spears, 2009).

  10. 10.

    www.KnowRivalry.com features information about the most heated fan rivalries in college athletics and lists of teams that identify and are identified as rivals most frequently using the Sport Rivalry Fan Perception Scale (SRFPS: Havard, Gray et al., 2013). www.KnowRivalry.com contains data on rival relationships that are updated regularly for college and professional leagues in the United States and abroad using a social networking approach in which 100 rivalry points are allocated among identified rival teams.

  11. 11.

    People stereotype positive actions to the in-group and negative actions to the out-group, and will distance from shameful in-group behavior if necessary.

  12. 12.

    College students held both implicit and explicit favorability for favorite teams and negativity for rival teams.

  13. 13.

    Supporters found ways to delegitimize potentially harmful stories about favored candidate.

  14. 14.

    Out-group negativity influenced implicit and explicit reactions to the in-group and out-group.

  15. 15.

    Feelings of schadenfreude can be influenced by characteristics such as in-group inferiority (Leach & Spears, 2009), envy or dislike of the out-group or its members (Hareli & Weiner, 2002) and expected outcomes or prestige of the out-group (Cikara & Fiske, 2012).

  16. 16.

    Art Modell was owner of the Cleveland Browns when the team moved to Baltimore.

  17. 17.

    Individuals can experience schadenfreude if a non-rival group experiences failure, such as a highly successful team or personality in popular culture. In order for schadenfreude to activate, an individual must identify the group as a rival.

  18. 18.

    Ewing, Wagstaff, & Powell (2013)—fans of Ford and Holdon (GM) in Australia; Phillips-Melacnon & Dalakas (2014)—fans Apple and Android phones; Tucker (2017)—fans of Marvel and DC Comics.

  19. 19.

    Number of fans within a venue that have indicated willingness to consider heinous acts of aggression toward a rival team using the conservative 1% figure (Capacity/Number of Fans)—100/1; 1000/10; 10,000/100; 100,000/1000.

  20. 20.

    A common example is a fan (employee of the home team) acting obnoxiously to the jeers of the home crowd, then getting covered in silly string or confetti, possibly even subjected to physical aggression to the enjoyment and cheering of the crowd.

  21. 21.

    If a physical altercation between fans occurs at a game, organizations can be negatively impacted in three ways. First, possible legal ramifications warrant attention. For instance, if someone involved in the altercation is injured, the organization can be held liable for events occurring on their property (e.g., Bryan Stow). Second, other fans may choose to decrease their consumption of the sport product, which in turn leads to a loss of fan engagement and revenue. Finally, an individual could influence the consumption of other potential consumers through negative word of mouth (Huete-Alcocer, 2017; Lau, 2001; Litvin, Goldsmith, & Pan, 2008).

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    Cody T. Havard

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Havard, C.T. (2020). What is Rivalry and Where We Go From Here. In: Rivalry in Sport. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-47455-3_2

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