A recent study in the Strategic Management Journal explores a significant but often overlooked aspect of workplace dynamics: the influence of employees’ external affiliations with rival organisations on internal collaboration. This research was carried out by Thorsten Grohsjean from Bocconi University, Henning Piezunka of The Wharton School, and Maren Mickeler from ESSEC Business School. The team focused on how competitive relationships outside an organisation disrupt teamwork within it, providing essential insights for managers across various industries.

The study focuses on a unique workplace scenario—colleagues affiliated with competing organisations outside their primary employment. This research employed the professional football industry as a testing ground, revealing that employees with dual affiliations tend to collaborate less effectively in their primary workplace. This phenomenon highlights the dual challenges of external competition and personal rivalries, illustrating how they can spill over into and disrupt normal workplace operations.

To address these issues, the researchers suggest several strategies that leaders can implement to mitigate the negative impacts of such affiliations. First, organisations should monitor employees’ external engagements, particularly those that intersect with competitors, to prevent potential conflicts. Second, fostering a unified organisational identity can help reduce the influence of external rivalries. Lastly, encouraging open dialogue among employees about their external affiliations can help address and resolve potential conflicts, promoting a healthier, more collaborative work environment.

Thorsten Grohsjean, the study’s lead author, stresses the importance of recognising and managing these extra-organisational affiliations to improve workplace collaboration. “Extra-organisational affiliations are a hidden but pervasive factor affecting workplace dynamics,” said Grohsjean. “Managers must recognise and address these affiliations to mitigate their impact on internal collaboration.”

The research methodology involved analysing data from over 3,500 football matches across Europe’s top leagues, leveraging a unique setting where club teammates competed as national rivals during the 2018 FIFA World Cup. This quasi-experimental approach allowed the researchers to isolate the effects of competitive affiliations on collaboration, offering a clear and robust analysis of how external ties influence internal teamwork dynamics. This study provides a comprehensive look at the challenges and strategies involved in managing external affiliations within the workplace, serving as a valuable resource for organisational leaders aiming to foster a more collaborative and productive work environment.

More information: Thorsten Grohsjean et al, When colleagues compete outside the firm, Strategic Management Journal. DOI: 10.1002/smj.3667

Journal information: Strategic Management Journal Provided by Strategic Management Society