HARNESSING THE POWER OF BELONGING IN MODERN FANDOM

In today’s world, fandom is currency, community, and culture rolled into one — shaping where people travel, spend, and feel at home.

Dr Chris Chen (University of Canterbury, New Zealand).

EXECUTIVE SUMMARY

  • Fandom is no longer niche: It is a central, powerful force shaping how people engage with events, destinations, and identity.

  • Events must evolve: From design to delivery, organisers need to understand fandom as an emotional, social, and behavioural journey—not just a marketing segment.

  • Fandom drives place attachment: Fan loyalty can create lasting bonds with cities and destinations, making them more competitive and culturally resonant.

  • Social media and hybrid experiences are reshaping what it means to be a fan—challenging traditional assumptions about attendance, value, and authenticity.

  • Strategic fan engagement pays off: When treated with respect, fans become ambassadors, contributors, and co-creators—not just consumers.

INTRODUCTION

What does it mean to be a fan in today’s hyper-connected, culturally fragmented, and commercially saturated world? Why do millions of people tattoo club crests on their skin, travel thousands of miles for 90 minutes of sport, or queue overnight for a glimpse of a pop star? Fandom isn’t just fun—it’s formative. It defines who we are, how we connect, and where we feel we belong.

This article unpacks fandom as a powerful social and psychological force—shaping everything from tourism behaviors and destination branding to social inclusion and personal identity. Whether it’s Manchester United, Coldplay, or Christmas markets, fandom offers a lens to understand not just what we love, but how we live.

“Fandom isn’t just fun — it’s formative. It defines who we are, how we connect, and where we feel we belong.”

THE PROBLEM AND/OR OPPORTUNITY

Despite its visibility, fandom remains underexplored in tourism and event studies beyond the commercial domain. While marketing departments obsess over monetising fan loyalty, researchers and practitioners often miss the deeper cultural, psychological, and social implications of fandom as a lived experience. This gap limits our understanding of how fandom operates as a form of identity-making, emotional regulation, and social cohesion—especially across borders, generations, and digital platforms.

The opportunity is clear: if events, destinations, and cultural institutions begin to take fandom seriously—not just as a revenue stream but as a relational ecosystem—they could unlock new ways of designing experiences, deepening engagement, and fostering inclusive communities. From fan zones at mega-events to grassroots cultural festivals, understanding the anatomy of fandom could change how we plan, manage, and evaluate the emotional heartbeat of events.

We live in an era where identity, belonging, and emotional connection are increasingly mediated through cultural consumption. Fandom—once considered a niche or even trivial subject—is now a dominant mode of engagement across sports, music, film, and even academic or political life (Funk & James, 2001). As major events return in force post-COVID and cities compete to attract global audiences, fan engagement isn’t just a sideshow. It’s central to how people choose where to go, what to spend money on, and how they connect with others.

At the same time, digital transformation is reshaping what it means to be a fan. The rise of virtual communities, highlight-driven content, and algorithmic curation is creating new forms of connection—but also new divides between so-called “authentic” fans and more casual or remote ones (Ding, Chen, & Shen, 2019).

WHY DOES THIS MATTER NOW?

If event managers, tourism professionals, and policymakers fail to adapt, they risk designing experiences for a world that no longer exists.

By taking fandom seriously as a multi-dimensional and evolving phenomenon, we can begin to design events and destinations that resonate more deeply, promote inclusion, and generate lasting value—both economically and socially.

HOW DOES THIS ADD TO WHAT WE ALREADY KNOW?

Much of the existing research on fandom sits within sport management or media studies, often focusing on brand loyalty, consumer behaviour, or the sociology of fan communities. While this work is rich, it tends to treat fandom as either a marketing asset or a subcultural curiosity (Duffett, 2013). What’s often missing is a holistic understanding of fandom as a socio-spatial phenomenon—one that shapes how people interact with places, institutions, and each other (Chen, Hall, & Prayag, 2021). This article extends the conversation by integrating insights from environmental psychology, tourism studies, and event management.

It pushes beyond the transactional view of fans as ticket-buyers or merch consumers, and instead frames fandom as a powerful force of social identity, emotional regulation, and place attachment (Dwyer, Chen, & Lee, 2019). It also questions the romanticisation of ‘authentic’ fandom by examining how digital consumption and casual participation are equally valid and increasingly dominant modes of engagement (Gray, Sandvoss, & Harrington, 2017).

By reframing fandom in this way, we offer a more inclusive, interdisciplinary lens for understanding how fan experiences are produced, contested, and leveraged—on the ground and online.

WHAT IDEAS DRIVE THIS ARTICLE?

This article draws on an interdisciplinary set of concepts to reframe fandom not as a niche or peripheral topic, but as a central force in event design, destination marketing, and social belonging. At the core is the concept of fandom as a multidimensional phenomenon: cognitive (how fans make sense of the world), emotional (how they connect), and behavioural (how they act). These dimensions are unpacked using:

  • Social Identity Theory, which helps explain how fandom allows individuals to express, reinforce, or challenge who they are by aligning with teams, artists, or cultural products (Hirshon, 2020).

  • Place Attachment and Sense of Place, drawn from environmental psychology, to explore how fans develop deep emotional ties to destinations—often without ever visiting them physically (Chen et al., 2021).

  • Co-creation Theory from marketing and tourism studies, to understand how fans and organisations collaboratively produce meaning, memory, and value—before, during, and after an event (Kolyperas, Maglaras, & Sparks, 2019).

  • Segmentation Models, which differentiate between types of fans (e.g. casual, committed, symbolic, behavioural) and reveal the diversity of motivations, levels of knowledge, and engagement styles that exist within any given crowd (McDonald et al., 2016).

  • Digital Transformation, including the role of social media and virtual platforms, which is reshaping how fandom is experienced and expressed, often blurring the lines between spectatorship and participation (Ding et al., 2019).

While grounded in qualitative data from interviews and literature, the article is also informed by first-hand examples from major global events (e.g. the Olympics, FIFA World Cup), cultural festivals, and contemporary fan phenomena. These illustrations bring theory to life, and challenge the reader to consider fandom not just as a subject of study, but as a force shaping the cultural and economic terrain of events

“Fandom isn’t a sideshow — it’s a multidimensional force shaping identity, emotion, and behaviour, and redefining how events, destinations, and communities connect.”

Key Arguments

  • Fandom is not just entertainment—it is a means of self-definition. Drawing from social identity theory, people affiliate with teams, artists, or causes to signal who they are and who they are not (Hirshon, 2020). Wearing a football shirt on public transport, as Chris describes, instantly triggers social interaction—either inclusion (“You’re one of us!”) or exclusion (“Boo, wrong team!”). These moments reflect how fandom regulates group dynamics and social belonging in public spaces.

    💡 Example: Man United fan clubs in China whose members have never been to Manchester. Despite this, they form communities, organise events, and create powerful place-based attachments, demonstrating how fandom transcends geography and is central to identity construction.

  • While mega-events are designed to showcase host destinations, intense fan engagement with sport or celebrity can inhibit broader exploration (Jiang & Chen, 2019). Spectators may remain within a “bubble” of stadiums, hotels, and fan zones, bypassing cultural assets. However, when activated intentionally, fandom can serve as a bridge to deeper destination experiences.

    💡 Example: My own fandom for Coldplay drives personal tourism decisions— travelling across countries to attend their concerts and visit cities just to feel closer to the band. This mirrors a broader trend where fandom acts as a pull factor for tourism, especially when events are tied to emotional and symbolic meaning.

  • Fandom acts as social glue, especially for newcomers and migrants. Supporting a local team becomes an easy way to participate in the civic life of a place, transcending language and cultural barriers (Edwards, 2015). It allows people to signal their allegiance to a community and forge new social bonds.

  • Not all fans are created equal. Marketers and event organisers must recognise diverse fan typologies (Ross, 2007): hardcore fans live and die with their team’s performance; casual fans seek atmosphere and socialising; symbolic fans affiliate for identity rather than behaviour. This nuanced understanding is essential for designing experiences that resonate across demographics.

  • Fandom is increasingly mediated through digital channels—from streaming highlights to engaging in fan discourse on social media (Ding et al., 2019). This shifts the nature of participation: one no longer needs to attend in person to be a “true” fan. Yet this also creates tensions between “authentic” fandom and new, digitally-native expressions.

    💡 Example: Fans now consume curated highlight reels, follow athletes online, and engage in meme culture. Some even experience events entirely through social feeds. This raises questions about who counts as a “real” fan—and whether physical presence or emotional intensity matters more in defining fandom.

CONCLUSIONS

Fandom is not a sideshow to events and tourism — it is the main event. It’s the emotional engine that powers ticket sales, drives digital engagement, sustains place brands, and binds strangers into instant communities (Chen et al., 2021). Whether manifested in chants, jersey swaps, emotional breakdowns, or cross-continental pilgrimages, fandom represents one of the most potent forms of social and psychological connection in modern life (Funk & James, 2001).

Yet, as we’ve shown, fandom is more than blind loyalty or consumer passion. It is a deeply human phenomenon, shaped by identity, place, culture, and memory. It can be joyful and tribal, connective or divisive, fleeting or lifelong. And in the age of hybrid experiences and globalised audiences, the ways fans express and experience their fandom are evolving faster than many event managers and destination marketers can track.

This matters now more than ever. As major events look to justify their value in an age of scrutiny — both economic and ethical — understanding and harnessing the power of fandom is no longer a luxury. It is a strategic imperative.

Fandom offers a gateway to long-term visitor engagement, social integration, and economic return. But only if we take it seriously. Only if we study it holistically — as an identity, a performance, a cultural expression, and a behavioural pattern. And only if we design events and destinations that not only attract fans but reflect and respect the many ways in which people are fans.

Because in the end, people don’t just attend events.
They belong to them.
And that’s the difference between participation and devotion — between a one-time visitor and a lifetime advocate.

“People don’t just attend events — they belong to them. That’s the difference between participation and devotion, between a one-time visitor and a lifetime advocate.”

PRACTICAL ACTIONS

1. Segment Your Fans, Not Just Your Customers

Move beyond demographic segmentation. Use psychographic, behavioural, and identity-based segmentation to understand different types of fans — casuals, superfans, nostalgics, identity-seekers. Understand why they’re fans (social identity, escapism, legacy, ritual) and design communications, experiences, and services that speak to those underlying needs.

Example: Coldplay’s ticketing and merchandising strategy differentiates between local fans, travelling superfans, and experience-seekers — tailoring content and pricing accordingly.

2. Design for Communitas, Not Just Consumers

Fans don’t just want to consume; they want to connect. Design environments and experiences that facilitate spontaneous interaction, shared rituals, and identity expression. This includes everything from fan zones and city-wide takeovers to digital forums and co-creation opportunities.

Example: At the Rugby World Cup, Japan 2019 created inclusive public fan zones in both large cities and smaller regional towns — enabling cross-cultural bonding and showcasing local identities.

3. Integrate Cultural & Destination Experiences

Fans rarely arrive just for the game or concert. But if you don’t create pathways to explore the host destination, they’ll miss it. Use wayfinding, gamification, thematic trails, and fan ambassador programmes to connect events with local culture and community.

Example: Liverpool leveraged Eurovision 2023 not just through the contest, but through walking tours, murals, musical pop-ups, and fan engagement across the city.

4. Champion Inclusive and Ethical Fandom

Fandom has powerful social integration potential — especially for migrants, marginalised groups, and intergenerational connections. But it also risks reinforcing hierarchies, exclusion, and even violence. Leaders must facilitate inclusive fan spaces, address toxic behaviours, and ensure that safety, accessibility, and diversity are embedded from the start.

Example: FC St. Pauli in Hamburg has become globally admired for championing anti-racism, inclusion, and LGBTQ+ pride within their fan base — reshaping what football fandom can mean.

5. Think Beyond the Stadium: Leverage Hybrid and Digital Fandom

Digital fandom is not lesser than physical fandom — it’s different. Recognise fans who engage online, who follow asynchronously across time zones, who curate memes, or manage social accounts. These individuals can be powerful brand advocates and content creators. Create opportunities for recognition, interaction, and insider access.

Example: Formula 1 has seen explosive fan growth through YouTube, Netflix, and Reddit. Organisers now design media outputs with both trackside and remote fans in mind.

IMPLEMENTATION CHALLENGES

1. The Fan Isn’t Always Who You Think

Assumptions based on demographics or past behaviours often fall short. Fans can be inconsistent, emotionally driven, and socially influenced. What draws them in one year may not work the next. Without real-time data and continual dialogue, misalignments between programming and fan motivations are likely.

Challenge: Over-reliance on legacy segmentation or event format can lead to stagnation and alienation of emerging fan groups.

2. Digital and Physical Fandom Are Not Equal in Value… Yet

Many organisations still privilege ticket-buying, on-site attendees over digital or remote fans — despite the latter’s potential for global reach, community-building, and long-term loyalty. Shifting KPIs and mindsets to value digital interactions as meaningful contributions takes time.

Challenge: Institutional reluctance to invest in hybrid engagement models and metrics that don’t yet capture non-financial fan value.

3. Fan Management Is Cross-Departmental (and No One Owns It)

Marketing teams may drive digital engagement. Operations handle event logistics. Tourism boards push destination narratives. But no single actor is responsible for curating the holistic fan journey — leading to disjointed experiences and missed opportunities for synergy.

Challenge: Siloed responsibilities, fragmented leadership, and short-term thinking hinder integrated fan strategies.

4. Commodification Risks Undermining Authenticity

The more fandom is commercialised, the more fans may push back. Overpriced tickets, shallow branding, or tokenised inclusion efforts can damage trust and lead to backlash, boycotts, or apathy.

Challenge: Balancing monetisation with authenticity, and listening to fan communities before capitalising on them.

5. Social Divides and Safety Concerns Persist

While fandom can unite, it can also divide. Rivalries, gender-based exclusion, xenophobia, or racialised abuse are real and recurring. Promoting inclusive fandom requires investment, courage, and a zero-tolerance approach to harmful behaviours.

Challenge: Creating safe spaces without diluting the emotional intensity that makes fandom so powerful.

REFERENCES

Chen, N. C., Hall, C. M., & Prayag, G. (2021). Sense of place and place attachment in tourism. Routledge.

Ding, M., Chen, N., & Shen, L. (2019) Digital sports marketing. Tsinghua University Press.

Duffett, M. (2013). Understanding fandom: An introduction to the study of media fan culture. Bloomsbury Publishing USA.

Dwyer, L., Chen, N., & Lee, J. (2019). The role of place attachment in tourism research. Journal of Travel & Tourism Marketing, 36(5), 645-652.

Edwards, M. B. (2015). The role of sport in community capacity building: An examination of sport for development research and practice. Sport management review, 18(1), 6-19.

Funk, D. C., & James, J. (2001). The psychological continuum model: A conceptual framework for understanding an individual's psychological connection to sport. Sport Management Review, 4(2), 119-150.

Gray, J., Sandvoss, C., & Harrington, C. L. (Eds.). (2017). Fandom: Identities and communities in a mediated world. NYU Press.

Hirshon, N. (2020). Social identity theory in sports fandom research. In Multidisciplinary perspectives on media fandom (pp. 172-191). IGI Global.

Jiang, Y., & Chen, N. (2019). Event attendance motives, host city evaluation, and behavioral intentions: An empirical study of Rio 2016. International Journal of Contemporary Hospitality Management, 31(8), 3270-3286.

Kolyperas, D., Maglaras, G., & Sparks, L. (2019). Sport fans’ roles in value co-creation. European Sport Management Quarterly, 19(2), 201-220.

McDonald, H., Leckie, C., Karg, A., Zubcevic‐Basic, N., & Lock, D. (2016). Segmenting initial fans of a new team: A taxonomy of sport early adopters. Journal of Consumer Behaviour, 15(2), 136-148.

Ross, S. D. (2007). Segmenting sport fans using brand associations: A cluster analysis. Sport Marketing Quarterly, 16(1), 15-24.

AUTHOR(S)

Dr Chris Chen, Associate Professor, University of Canterbury, New Zealand.

Dr Ning (Chris) Chen is an associate professor in marketing based at the University of Canterbury, New Zealand. His primary areas of research interest include human-environment interactions in various settings and scenarios such as events, as well as identity and attachment theory in different context including place, branding, and sports, and the motivations and impact of fandom especially in sports. Dr. Chen has published numerous manuscripts in top marketing and tourism academic journals, book chapters, as well as authored books including Sense of Place and Place Attachment in Tourism and Digital Sports Marketing (in Chinese). Dr Chen serves as an associate editor for Event Management, and sits on several other editorial boards of academic journals.

Disclaimer
The views and insights expressed in this article are those of the author(s) and reflect their research and professional expertise. They do not represent the views of the Centre for Events & Festivals CIC or its partners.