A goal scored just before halftime has greater value than other goals provided it is scored by the home team

Are goals scored just before halftime worth more? An old soccer wisdom statistically tested. Henrich R. Greve ,Jo Nesbø,Nils Rudi,Marat Salikhov. PLoS One, October 20, 2020. https://doi.org/10.1371/journal.pone.0240438

Abstract: There is an old soccer wisdom that a goal scored just before halftime has greater value than other goals. Many dismiss this old wisdom as just another myth waiting to be busted. To test which is right we have analysed the final score difference through linear regression and outcome (win, draw, loss) through logistic regression. We use games from many leagues, control for the halftime score, comparing games in which a goal was scored after 1 minute remained of regulation time with games in which it was scored before the 44th minute. Our main finding is that the home team scoring just before halftime influence these outcomes to its advantage, compared with scoring earlier with the same halftime score. We conclude that a goal scored just before halftime has greater value than other goals provided it is scored by the home team. In other words; the wisdom may be old, but it’s still wise.

Discussion and conclusion

This study is a follow-up and correction of three earlier studies that directly or indirectly looked at the empirical value of goals just before half time [1, 13, 14], one of which found evidence that certain timings of previous goals influenced final game outcomes beyond the goal itself [1]. In particular, Baert and Amez’s study [1], the most recently published and the one closest to our study, found weak negative effects for home team goals just before halftime, contrary to the common belief that the goals just before halftime are particularly beneficial. We conducted this analysis again using larger datasets and more familiar teams, as we relied on the top level national leagues, and found the opposite result. Home team goals just before the halftime gave a greater advantage than home team goals at other times, whereas for away team goals the timing had the opposite directional effect—not with statistical significance. These findings are conclusive.

So why is a goal just before halftime more important?

It is not within the scope of this paper to answer that question, but a promising start is to listen to the insiders of the game. It is interesting that all the coaches, players and fans we interviewed emphasized the psychological effect, the mental boost and positive energy that a late goal brought to the locker room during the break—even the interviewees who did not believe in the extra effect of goals just before halftime(!). Does positive energy—however that is defined—and a feeling of having been rewarded, produce better results than the opposite feeling? And if so, why is it better to have a break right after that reward instead of continuing playing? Maybe it isn’t. Maybe any goals give the “mental boost” that the experts we interviewed suggest. The nature of a boost is that it is temporary, so let’s imagine it lasts for the next ten minutes. In that case the boost after an early goal will have evaporated when it’s time for the break, while the same goal scored just before the break will mean that the scoring team—if it can contain all or some of this “boost” during the break—have a relative advantage when the second half starts. Conversely, the team conceding a late goal enters the locker room on a negative note. Does this this negative feeling settle during the halftime break, whereas it would dissipate if they could continue playing? Does it trigger unwise coaching decisions? Our findings suggest that it is problematic for the away team conceding a late goal.

Clearly, the following sequence of events underlies the findings. The goal is scored just before halftime, and the teams enter the locker room without much play following the goal and with a fresh memory of the goal. In the locker room, the team is assembled in a meeting rather than spread out on the pitch as they would be during play, and the coach makes play adjustments and motivates players. The team then re-enters the pitch and starts playing. Somewhere in this sequence of events a home-team advantage is created if it has scored just before the halftime. We view the motivational effect as the most likely source.

Our findings and the sentiment of football players and coaches can be combined to form theoretical implications. There is indeed an emotional impact of performance outcomes, and this impact is processed and stored differently when it is considered during a break and when there is no subsequent break, but rather continued effort without close interaction of team and coach. The gain in motivation for a team that has just received positive feedback through scoring a goal can indeed lead to improved performance and a win through a cognitive confirmation bias or through conservation of emotions [5–8]. This finding is important theoretically because there is yet little work on how such motivational effects linger under some circumstances and dissipate under other circumstances. More research should be conducted to examine this relationship.

There are also implications to related situations in soccer. The players’ and coaches’ emphasis on a mental boost are related to another old soccer wisdom. It is commonly believed that a team is particularly vulnerable to being scored against in the first few minutes after having scored a goal. The underlying reasoning is again the mental boost of the scoring team, which can lead to less cautious play. We are not aware of tests of this effect, but if it were found to be true, it would add to a body of evidence that successes yield confidence and some degree of inadvertent risk taking, for better or for worse.

The finding has applied implications for sports, and more generally for organizations with easily measurable performance outcomes. If the performance in the preceding active period after a success is a trade-off between the mental boost (being offensive, aggressive) and being over-confident (systematically underestimating risk), but a cool-off period (a break) will preserve more of the mental boost than the over-confidence, then it suggests it is tactically wise—in businesses and sports where striking a balance between being aggressive and defensive in decision making is essential—to reward success with breaks. Would rewarding decision making employees’ success with an instant holiday instead of a financial bonus be more beneficial for the company? This counter-intuitive approach (in basketball and handball normally players who have been making poor shot-decisions are given a break, not the “hot hands”) may somewhat cool off the hands of hot-handed decision makers, but—paying more dividend if the above is true—cool down their eagerness to go for too risky shots.

Within the field of management, one of the best-known research streams on this effect documents top management hubris, or belief in own infallibility [21, 22]. Within the field of finance, it is well-documented that prior success in investing leads to over-confidence and increased risk-taking among regular and professional investors [23, 24]. Both of these findings can be connected to research such as ours because they may be instances of decision-makers experiencing the same kind of mental boost as soccer players, either for a short time or for a longer duration. In both management and finance, the economic consequences of the resulting behaviors are significant, as they have been related to significant risk taking and losses in actions such as mergers and acquisitions (of firms) and transactions in financial markets.

One caution is that we cannot determine whether our findings originate in the scoring team or the conceding team. However, success as a temporary mental boost is well-documented in general, so in that respect soccer players are not special. Loss of motivation after disappointments is also a general effect. An interesting feature of the halftime effect that could be applicable broadly is that a break after a confidence-boosting event seems to be beneficial. If this also holds true for other types of work, a counter-intuitive implication is that a recently successful decision maker will do better when forced to have a cooling off period before making more decisions involving risk. Such practices may also be beneficial beyond sports, such as in the management and finance.

More broadly, our findings suggest a need for new research with a different focus than past work. Researchers have learnt much about the effects of failure on the human mind [25, 26], so it is now time for more research on the effects of success.