Oppositional Brand Loyalty in Online Brand Communities: Perspectives on Social Identity Theory and Consumer-Brand Relationship

1.IntroductionA brand community is a specialized group built upon a structured set of social relations among admirers of products or services of a specific brand [Muniz & O'Guinn, 2001]. Communities with these characteristics can offer opportunities for brand management. A successful brand community can help strengthen consumers' brand loyalty and serve as a channel for communication and knowledge exchange between businesses and consumers, as well as among consumers [Andersen, 2005].Established on the Internet, online brand communities transcend geographical barriers. Non-members can access the same information available to members, increasing the likelihood that they will gradually identify with and become members of the community [Algesheimer et al., 2005]. Subsequently, these communities can spark a sense of belonging within individuals, even if without direct interaction with other members [Carlson et al., 2008]. Empirical research has found that consumers who are involved in brand communities tend to have a deeper and closer relationship with the brand than those who are not [Kim et al., 2008]. Online brand communities function not only as a channel for businesses to communicate with customers, but also as an important tool for building customer relations.In most industries, numerous brands are marketed within the same product or service category. If products or services offered by different brands are interchangeable, those brands will gradually become rivals in the same market. Oppositional brand loyalty is a psychological phenomenon observed among members of a brand community who hold negative and opposing views about rival brands, and even exhibit antagonistic behaviors toward them [Muniz & Hamer, 2001; Muniz & O'Guinn, 2001]. Members with oppositional brand loyalty are characterized by not only a high loyalty to their supported brand, but also a voluntary opposition and hostility towards rival brands [Kuo & Feng, 2013; Muniz & Hamer, 2001; Thompson & Sinha, 2008]. For example, in an online discussion forum in Taiwan, we observed users and supporters of Ford and Toyota actively criticizing the other brand and advocating their own product. Loyal Ford consumers criticized Toyota, citing that its vehicles were lower in safety since the company removed safety features for cost reduction and used a thinner body shell and panel for better fuel consumption. Even though Toyota's fuel consumption performance is higher, Ford advocates still state that they will not buy any Toyota product. On the other hand, Toyota customers criticized Ford for poor vehicle reliability and lubricant leaking. In short, these consumers will not purchase a product from the rival brand, even if the product is considered better overall. Such conversations regardless of time or location rely on the Internet, which provides easy accessibility and rapid responses for advocates of each brand. Moreover, participation by members with oppositional brand loyalty in community activities (e.g., sharing negative views about rival brands) may encourage current consumers to reinforce their support for the brand and avoid rivals, ultimately resulting in a more consolidated relationship between consumers and the brand [Thompson & Sinha, 2008].In 1988, Belk introduced the concept of the extended self, suggesting that consumers view their possessions as components of their identity that reflect or highlight their personality to the world. Therefore, businesses endeavor to differentiate their brand from competitors by establishing a distinct image and personality. When customers wish to express their individuality through the extended self, their choice between specific brands that define their personality becomes straightforward. For example, because automobiles are directly associated with one's personality and tastes [Lee, 2009], consumers can utilize vehicles in perceptible ways, motivated by their desire to reflect who they are through the brand [Ferraro et al. …