Abstract

ABSTRACTDiversionary conflict theorists assert that leaders can become more popular at home by pursuing conflict abroad. At first glance this claim appears counterintuitive in light of the hardship conflict often imposes on ordinary citizens. Relying on social identity theory (SIT), I deduce two hypotheses to help explain why conflict can increase popular support for leaders. First, conflict with an outgroup can make people identify more strongly with their ingroup. Second, stronger ingroup identification can lead to increased support for leaders inside the group. The second part of the article applies these two hypotheses to Russia's seizure of Crimea in early 2014. Attitude surveys show that the Crimea conflict increased national pride among Russians while support for President Vladimir Putin rose dramatically, and they suggest that the two processes were causally linked. These findings support the article's two hypotheses.

Highlights

  • Diversionary conflict theorists assert that leaders can become more popular at home by pursuing conflict abroad

  • At first glance this claim appears counterintuitive in light of the hardship conflict often imposes on ordinary citizens

  • Stronger ingroup identification can lead to increased support for leaders inside the group

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Summary

The microfoundations of diversionary conflict

Veröffentlichungsversion / Published Version Zeitschriftenartikel / journal article. Empfohlene Zitierung / Suggested Citation: Theiler, T. Nutzungsbedingungen: Dieser Text wird unter einer CC BY Lizenz (Namensnennung) zur Verfügung gestellt. Nähere Auskünfte zu den CC-Lizenzen finden Sie hier: https://creativecommons.org/licenses/by/1.0/deed.de. Diese Version ist zitierbar unter / This version is citable under: https://nbn-resolving.org/urn:nbn:de:0168-ssoar-67856-1

Tobias Theiler
Conflict and Support for Leaders
Social Identity Theory
Groups and Emotions
Conflict and Group Identification
Group Identification and Support for Group Leaders
Scope Conditions
Perceptions and Framing of the Outgroup
Perceptions and Positioning of the Leader
Alternative Interpretations
Countervailing Pressures and the Limits of Diversion
Full Text
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