The Multiple In-group Identity Framework

Abstract

The effects of team identification on sport consumer behaviour are well established.Recent research, however, has moved beyond this perspective to examine the influence of groups within and beyond the team identity on consumption. Assimilating previous research findings, we advance a Multiple In-group Identity Framework (MIIF), which consists of three levels: (1) superordinate (i.e., team identity), (2) subgroup (e.g., specific stadium area), and (3) relational group (e.g., friends or family). The MIIF conceptualises the complex array of groups to which a consumer may belong within a superordinate identity. Each level includes groups with varying degrees of inclusiveness, homogeneity, and interpersonal attachment between members.Individuals seek out sub and relational group membership because solely identifying at the superordinate level may not provide optimal distinctiveness or sufficient interpersonal attachment. This provides additional self-concept benefits that nourish and operate in complement with the superordinate identification. The extent that different in-group identities influence behaviour relates to their importance in a consumer's self-concept and relevance to context. We provide implications for theory and practice.

‘I was there from the start’: The identity-maintenance strategies used by fans to combat the threat of losing

“…These processes reflected the simultaneous use of social mobility and social creativity consistent with the tenets of social identity theory (Tajfel & Turner, 1979. Additionally, the processes outlined the importance of superordinate group membership in the maintenance of a positive and distinct social identity, which supported existing work (e.g., Katz & Heere, 2013;Lock & Funk, 2016). We structure our results and discussion section around two main conceptual themes: Owning Our Identity and Framing the Future.…”

“…In this body of research, social identification is commonly referred to as team identification, although sport consumers may develop connections with a range of sport entities, including players, coaches, communities, universities, leagues, and sports (e.g., Fisher & Wakefield, 1998;Gladden & Funk, 2001;Heere & James, 2007;Katz & Heere, 2013;Kunkel, Funk, & Hill, 2013;Lock & Funk, 2016;Robinson & Trail, 2005;Trail, Fink, & Anderson, 2003). In this manuscript, we focus on a fan's identification with a specific team, which we define as the extent to which an individual derives part of his or her identity, and emotional value, from being a team fan (Wann, Melnick, Russell, & Pease, 2001).…”

‘You belonged to something’: exploring how fundraising teams add to the social leverage of events

“…Moreover, Woolf et al (2013) discuss the yellow T-shirt worn by Team Fight members as a marker of the team. Building on evidence that subgroups develop distinctive symbols at events (e.g., Green & Chalip, 1998;Lock & Funk, 2016), we demonstrate the value of participant-driven theming at event sites. Theming of subgroups creates a sense of distinctiveness and identity (for team members)sometimes in the absence of existing social relationshipswith other team members.…”

“…shows how consumer-driven subgroups assimilate consumers into smaller, more interactive groups (Bagozzi & Dholakia, 2006a, 2006bKatz & Heere, 2013;Lock & Funk, 2016;Tyler, 2013). For instance, Bagozzi and Dholokia (2006a) found that identification with a small group of friends who shared an affiliation with the Harley Davidson brand community had a positive influence on consumption of the motorcycle icon.…”

“…Second, by focussing on participants who belong to fundraising teams, we aim to incorporate recent developments in marketing that explore how consumer-driven subgroups contribute time, effort and labour to the goals of brands, organisations, and events (Bagozzi & Dholakia, 2006a, Bagozzi & Dholakia, 2006bLock & Funk, 2016;Tyler, 2013;Woolf et al, 2013). As exemplars of this phenomenon, successful fundraising teams provide meaningful sites and spaces for members to interact and direct their efforts to outcomes shared with event organisers.…”