Brand rivalry and community conflict ☆ Michael T. Ewing ⁎, Peter E. Wagstaff 1 , Irene H. Powell 1 Department of Marketing, Monash University, 26 Sir John Monash Drive, Caulfield East 3145, Australia abstract article info Article history: Received 1 October 2010 Received in revised form 1 March 2011 Accepted 1 April 2011 Available online 12 August 2011 Keywords: Brand rivalry Conflict Oppositional loyalty Social comparison theory Netnography Conflict and rivalry are among the main reasons why human beings form groups and they determine what goes on within and between groups. However, why is threatening competition such a strong driver of brand community? How, where and why does rivalry or oppositional loyalty manifest itself within and between brand communities? A netnographic study addresses these research questions by drawing on social identity, social comparison, self-categorization and brand culture theory among Ford and Holden (GM) communities in Australia. Findings suggest that rivalry between brand communities overtly manifests itself in the form of humor, epithets and ridicule for the most part, but also tips over into malice and outright hostility on occasion. While the underlying rivalry and conflict are continuous (and deep-rooted), certain events and occasions serve to heighten latent tensions between communities. Another unique dimension to this particular brand rivalry is vicarious alignment with one or other community even from non-users of either brand. © 2011 Elsevier Inc. All rights reserved. 1. Introduction In sociology, the concept of community leads to significant scholarly debate. Over half a century ago, nearly a hundred discrete definitions of the term were in use (Hillery, 1955). Throughout the past decade social psychologists, consumer researchers and brand culture theorists discuss what constitutes a community (e.g., a brand community), how such communities arise and evolve, and the impact that communities exert on the members of that community (e.g., Muñiz & O'Guinn, 1995; Schroeder & Salzer-Mörling, 2006; Tajfel & Turner, 1979). Social identity mechanisms contribute to the develop- ment of in-group identification and loyalty that lead to greater conformity, at the same time as strengthening differences with the out-group through comparison and contrast. Comparison and contrast in turn set up conflict and rivalry between groups to the extent that oppositional loyalty becomes a powerful force that may reveal a dark side. Despite promising early work on oppositional loyalty (Muñiz & Hamer, 2001; Muñiz & O'Guinn, 2001), questions remain as to where, why and how oppositional loyalty manifests itself. To address this issue, the present study focuses specifically on the rivalry between two competing mainstream brand communities and the emergence of a darker side. This research explores both the interplay and outcomes that arise when strong oppositional loyalty is present between two well- established brand communities. By addressing these questions, aca- demics and brand custodians will better understand why and how brand rivalry manifests itself and how to harness or neutralize this rivalry. The study also explores the degree to which new communication technologies provide forums for the expression of rivalry, which in turn contributes to an increased understanding of the role played by online communities. The remainder of the manuscript is set out as follows: first, a review of the theoretical foundations of brand community, group conflict, self-categorization, the social identity tradition and oppositional loyalty. Next is the introduction of the context for the study: the automotive brands Ford and Holden (General Motors) in Australia. Then an outline of the research design, method and findings, followed by discussion. Conclusions are drawn, limitations noted and future research directions proposed. 2. Theoretical foundations Consumer researchers define brand community as “a specialised, non-geographically bound community, based on a structured set of social relationships among admirers of a brand” (Muñiz & O'Guinn, 2001, p. 412). They conclude that a brand community has a shared consciousness, rituals and traditions and a sense of moral responsibility. Brand communities also have a heightened sense of commitment to the brand and responsibility to support fellow owners, actively recruit new Journal of Business Research 66 (2013) 4–12 ☆ This manuscript has benefited from feedback obtained at a number of brown-bag seminars. Specifically, the authors thank participants at research seminars at the University of Florence (Dipartimento di Scienze Aziendali); the University of Torino (Turin); SDA Bocconi (Milan); and ESSEC (Paris). The authors also thank attendees at a presentation at the 6th International Thought Leaders Conference in Lugano (Switzerland). Thanks in particular go to Arch Woodside and two anonymous reviewers. Finally, the authors thank Lydia Windisch and Joshua Newton for their research assistance. Despite this assistance, any omissions or misrepresentations are the authors' alone. ⁎ Corresponding author. Tel.: + 61 3 9903 2547; fax: + 61 3 9903 2900. E-mail addresses: michael.ewing@monash.edu (M.T. Ewing), peter.wagstaff@monash.edu (P.E. Wagstaff), irene.powell@monash.edu (I.H. Powell). 1 Tel.: +61 3 9903 2547; fax: +61 3 9903 2900. 0148-2963/$ – see front matter © 2011 Elsevier Inc. All rights reserved. doi:10.1016/j.jbusres.2011.07.017 Contents lists available at ScienceDirect Journal of Business Research