ファンのチーム支援行動：

組織的アイデンティフィケーション理論を視座に

抄録

　Relationships between team identification, fan community identification and team-support behavior can be explained using organizational identification theory (Ashforth and Mael, 1989; Mael and Ashforth, 1992). According to Mael and Ashforth (1992), for an individual to identify with an organization, it must enhance the appeal of its collective identity through clear delineation of in-group and out-group memberships as a distinct organization, while increasing self-esteem through association with the organization’s prestige, meaning that the antecedent factors are the organization’s distinctiveness and prestige. Additionally, in social identity theory, which represents the theoretical background for organizational identification theory, support behavior is expressed for an organization that embodies the supporter’s identity. Accordingly, Mael and Ashforth (1992) consider organizational support to be a result factor. Based on the above, the aim of this study was to use organizational identification theory to clarify the relationships between team identification, fan community identification, and team-support behavior. Specifically, we developed a hypothetical model in which the factors of team distinctiveness and prestige were the antecedent factors and the non-transactional support behavior of fan engagement was the resulting factor. Data collected from spectators at a V. Premier League were used for verification. Analysis using the bootstrap method revealed that impact relationships were not found for all hypotheses. Nonetheless, certain relationships were found between leading and result factors, thus supporting the conclusion that organizational identification theory can be used to explain spectator support behavior.