Oppositional loyalty as a brand identity-driven outcome: a conceptual framework and empirical evidence

Purpose Oppositional loyalty toward rival brands is prevalent. Although its antecedents have increasingly received scholarly attention, the literature is rather disparate. Based on identity theory, this study aims to propose that oppositional loyalty is a brand identity-driven outcome and provides a unified framework for understanding the formation and activation of brand identity in influencing oppositional loyalty. Design/methodology/approach Structural equation modeling was used to test the theoretical framework based on an online survey of 329 brand community members. Multigroup analysis was used to test the moderating effect of inter-consumer brand rivalry and brand community engagement. Findings The results show that self-brand similarity, brand prestige and brand uniqueness lead to consumers’ brand identity (i.e. consumer-brand identification), which, in turn, facilitates oppositional loyalty. Furthermore, the results indicate that inter-consumer brand rivalry and brand community engagement are identity-salient situations that strengthen the relationship between consumer-brand identification and oppositional loyalty. Practical implications Identity has great power in shaping consumer behaviors. Fostering consumer-brand identification is critical for firms to prevent consumers from switching to competing brands. Inter-consumer brand rivalry and brand community engagement can help firms consolidate their customer base by evoking consumers’ brand identity. Originality/value This investigation makes theoretical contributions by providing a unified theoretical framework to model the development of oppositional loyalty based on identity theory.