New research uncovers the impact of external rivalries on workplace collaboration

A recent study published in the Strategic Management Journal reveals that employees' external affiliations with rival organizations can significantly hinder collaboration within their primary workplace. This research, conducted by Thorsten Grohsjean (Bocconi University), Henning Piezunka (The Wharton School), and Maren Mickeler (ESSEC Business School), sheds light on how competitive external relationships disrupt internal teamwork, offering crucial insights for managers across industries.

The study examines a phenomenon often overlooked: colleagues who, outside of their workplace, are affiliated with organizations that compete with one another. Using the professional soccer industry as a testing ground, the researchers found that these dual-affiliated employees were less likely to collaborate effectively when working for their shared employer. The research highlights the dual impact of external competition and personal rivalries, which spill over into workplace dynamics.

The findings underscore the need for organizations to proactively manage the interplay between employees’ internal roles and their external affiliations. Leaders can:

• Monitor Cross-Affiliations: Track employees’ external engagements that may intersect with rival organizations.
• Foster a Unified Identity: Strengthen the organization’s internal culture to reduce the influence of external rivalries.
• Encourage Open Dialogue: Provide platforms for employees to address potential conflicts stemming from dual affiliations.

“Extra-organizational affiliations are a hidden but pervasive factor affecting workplace dynamics,” said Thorsten Grohsjean, lead author of the study. “Managers must recognize and address these affiliations to mitigate their impact on internal collaboration.”

About the Study

The researchers analyzed data from over 3,500 soccer matches in Europe’s top leagues, leveraging a unique context where club teammates also competed as national rivals during the 2018 FIFA World Cup. The study’s design allowed for a quasi-experimental approach, isolating the effects of competitive affiliations on collaboration.

To read the full context of the study and its methods, access the full paper available in the Strategic Management Journal.

About the Strategic Management Society

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