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Intergroup revenge and forgiveness as reactions to negative reciprocity

Rama Charan Tripathi (Department of Psychology, University of Allahabad, Allahabad, India)
Vaibhav Dwivedi (Center of Excellence, Indian Institute of Management Indore, Indore, India)
Rashmi Kumar (Department of Psychology, University of Allahabad, Allahabad, India)

Team Performance Management

ISSN: 1352-7592

Article publication date: 8 August 2024

Issue publication date: 9 September 2024

39

Abstract

Purpose

This study aims to understand factors that explain the use of revenge and forgiveness by Hindu and Muslim group members in reaction to the rival group’s negative reciprocal behaviour based on norms of negative reciprocity.

Design/methodology/approach

Participants from Hindu (n = 175) and Muslim (n = 134) groups in India were presented with two norm-violating situations. Situation 1 involved an intergroup episode and Situation 2 involved an inter-community episode. Their own group members had engaged in the violation of the norms of the other group to which the rival group members had responded negatively. Participants anticipated the likelihood of their group members using revenge or forgiveness in response to the other group’s negative reaction. These reactions were predicted by religious, political and cultural identities, fraternalistic relative deprivation (FRD), relative power, anger and hate, and perception of the appropriateness of their reaction.

Findings

Social identities predicted intergroup revenge and forgiveness differently for the two groups in the two situations. The stronger religious identity of Muslims, not of Hindus, reduced the likelihood of their using revenge but increased it for forgiveness in both situations. Political identity associated positively with forgiveness in Situation 2 for both groups. Cultural identity predicted the likelihood of Muslims opting for forgiveness in both situations. FRD was not a significant predictor of revenge or forgiveness for Muslims. In the case of Hindus, it reduced the likelihood of their engaging in forgiveness in Situation 2. Relative power associated positively with the likelihood of Muslims, not Hindus, using revenge in both situations. Anger increased the possibility of Hindus reacting in revenge, as well as, forgiveness in the two situations. Anger did not predict revenge for Muslims but it related negatively with forgiveness in the two situations. Stronger hate was associated with revenge for Muslims. The choice of using revenge or forgiveness by own group members was positively predicted by the norms of negative reciprocity for both Hindus and Muslims.

Research limitations/implications

The study used a convenience sample of young people which reduces the generalizability of the findings.

Social implications

The findings of this study have implications for designing interventions for resolving intergroup conflicts in various social settings.

Originality/value

The paper adds to the norm violation theory of intergroup relations by focusing on counter-reactions and the understanding of the dynamics of intergroup conflicts.

Keywords

Acknowledgements

Erratum: It has come to the attention of the publisher that the article, Tripathi, R.C., Dwivedi, V. and Kumar, R. (2024), “Intergroup revenge and forgiveness as reactions to negative reciprocity”, Team Performance Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/TPM-10-2023-0079 incorrectly stated authors Tripathi and Kumar’s department of affiliation within their institution. Authors Tripathi and Kumar have had their affiliations amended from “Center of Excellence, University of Allahabad, Allahabad, India” to “Department of Psychology, University of Allahabad, Allahabad, India”. This error was introduced in the editorial process and has now been corrected in the online version. The publisher sincerely apologises for this error and for any inconvenience caused.

Citation

Tripathi, R.C., Dwivedi, V. and Kumar, R. (2024), "Intergroup revenge and forgiveness as reactions to negative reciprocity", Team Performance Management, Vol. 30 No. 3/4, pp. 62-80. https://doi.org/10.1108/TPM-10-2023-0079

Publisher

:

Emerald Publishing Limited

Copyright © 2024, Emerald Publishing Limited

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