What happens when workplace colleagues land on opposing sides of an external competition? Henning Piezunka, an associate professor of management at Wharton, tackles this question in a recent study, using sports data to shed light on how outside rivalries can shape collaboration within the workplace—and offering practical takeaways for managers to preserve unity. The implications go far beyond sports.

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Piezunka’s study, “When Colleagues Compete Outside the Firm,” looks at people’s connections to organizations beyond their primary workplace. These external ties can occasionally pit colleagues against each other in direct competition. For instance, two executives could find themselves serving on rival corporate boards, or employees could support opposing political parties, stoking conflict.

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