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Traditional sports have seen declining participation at many levels, with football being no different. This is occurring at a time when emergent technologies present new challenges, particularly to the crucial yet ignored cohort of millennials. Without meeting the needs of millennials, football cannot be successful in the future. This research seeks to understand how millennial football fandom (sport, not team) in Australia impacts football participation, whilst empirically examining the impact of football video games (FVGs).

Survey data are collected from online groups, forums and social media pages of Australian football (soccer) fans. Quantitative analysis of millennial fandom and its influence on football participation (for the first time demarcated into play and engagement) is undertaken, including the moderating influence of time spent playing FVGs, amidst covariate influences of age and number of children.

Results highlight the multi-dimensionality of millennial football fandom in Australia, reveal the typical hours spent playing football across a range of participation types (including play and engagement), support fan involvement’s influence on engagement with football, establish that a desire to interact with other football fans manifests in playing more football, specify how playing FVGs moderates these relationships, supports the covariate influences of age and evidences that playing FVGs does not hamper football play.

This is the first study to examine millennial fans of football (the sport, not tied to a club) and the influence of fandom on football participation. By separating football participation into two forms, play and engagement, we highlight discrete influences, whilst evaluating for the first time the moderating influence of the time millennials spend playing FVGs. For sport managers and administrators, these are important findings to facilitate better segmentation, recruitment, retention and participation, each with broader societal health benefits. This is undertaken in Australia where football is not a dominant code, relegating fandom to a niche, thus revealing important findings for sports and business management.

Exerting a peculiar fascination on both managers and academics, Millennials can be distinguished from other cohorts by their intense exposure to the internet and heavy use of social media, which, in turn, affect their identity formation, brand engagement, loyalty and purchase behaviour. Yet, uncertainties regarding online engagement and the real benefits brands can reap from Millennials’ avid use of social media remain. Therefore, by developing a holistic model of drivers and outcomes, this study aims to understand how Millennials engage with their most loved, self-expressive brands across social media platforms and its impact on loyalty-related intentions.

Data was gathered using a self-administered survey, answered by 343 millennial generation social media users and based on self-selected self-expressive, loved brands. Considering brand loyalty as a key outcome, a holistic model was developed and tested using partial least squares-structural equation modelling, emphasizing not only the role of social media engagement but also including brand love, experience and identification as direct and indirect antecedents.

Findings suggest a disconnection between online and offline brand relationships: though Millennials love and are very loyal to their favourite brands, they are not actively engaged in social media, which helps to explain the non-significant effect of engagement on brand loyalty. Moreover, together with brand identification, brand experience was found to play a major role in developing brand love, which, in turn, is positively related to engagement and loyalty.

Theoretically, this study contributes to bridging a gap in the literature, as research on engagement, its drivers and outcomes is scant and there is no robust evidence about its impact on brand loyalty, particularly among Millennials. Moreover, research on disengaged consumers who exhibit limited willingness to engage is still scant. Managerially, this study provides insights for brand managers wishing to successfully engage and build relationships with Millennials and to identify key routes to Millennials’ loyalty.

Using two theoretical lenses – social identity theory and generation cohort theory – the present study analyzes the influence of sport motivations (i.e., patriotism, drama and excitement of the game, nostalgic associations, interest in star players and social influence) on the intentions to watch the International Cricket Council (ICC) Twenty-20 (T20) World Cup of three different generation cohorts (i.e., Generations X, Y and Z).

Data were collected from N = 499 cricket lovers from Pakistan based on a non-probability sampling technique. Exploratory factor analysis (EFA), confirmatory factor analysis (CFA), structural equation modeling (SEM) and multi-group modeling techniques were used as methods.

SEM results show that cricket fans' intentions to watch the T20 World Cup are positively influenced by patriotism, drama and excitement of the game, and social influence. The results of multi-group modeling reveal significant differences between Generation X-ers, Y-ers and Z-ers regarding the effect of sport motivations on their intentions to watch the ICC T20 World Cup. Specifically, our findings show that for X-ers, interest in star players and nostalgic associations are the main motivations behind watching the T20 World Cup, whereas drama and excitement appeared to be an important predictor for Y-ers, and patriotism and social influence are more likely to increase Z-ers' intentions to watch the T20 World Cup.

This study is the first of its kind to report the motivations of Generations X, Y and Z to watch the T20 World Cup.

The purpose of this study was to examine the millennial fans decision-making process in connection with various sport consumption behaviors (i.e. game attendance, TV viewing, participation in online activities, and participation in social media activities) using a modified model of goal-directed behavior (i.e. Sport Fan MGB).

We collected data using Amazon Mechanical Turk (N = 222) to test the hypothesized model. Confirmatory factor analysis (CFA) was used to examine the psychometric properties of the measurement model, and structural equation modeling (SEM) was employed to test the hypotheses.

Sport Fan MGB was found have good psychometric properties. In addition, the findings indicate that the Sport Fan MGB explained various millennial fan behaviors (i.e., event attendance, TV viewing, online activity participation, and social media activity participation).

This paper examined the validity of the Sport Fan MGB and improved the predictability of the millennial fans' sport consumption behavior decision-making process.

This research aims to identify how important it is that brands incorporate relevant-added value into their esports sponsorships.

This exploratory research applied a convergent-parallel mixed method with equal status. Data were collected by interviewing 22 experts in esports sponsorships and having 5,638 esports fans fill out an online survey. SPSS 25 was used to analyze quantitative data and NVIVO 10 to process qualitative data. Each dataset was analyzed separately and then compared with both having the same level of importance.

The results revealed that all experts considered the creation of relevant-added value as an essential strategy for successful esports sponsorships and the large majority of fans want sponsors to apply this tactic. Interestingly, while the experts mostly emphasized ways to directly benefit the fan-base, the fans prefer that sponsors focus on directly supporting the esports industry.

Brands should incorporate relevant-added value into their esports sponsorships as it greatly decreases fan resistance to the promotional message, catches the fans' attention and engagement much more easily, has a much higher probability of leading to high positive return on investments (ROIs) and makes for a much more cost-effective investment.

The field of esports sponsorships has received little academic attention and the results are highly significant and relevant for all current and potential esports sponsors looking to increase the effectiveness of their esports sponsorships.

The purpose of this study is to understand the factors responsible for social media fan engagement and experience. The research study also attempts to analyze the significance of adopting digital strategies with a fan-centric approach for sports organizations.

The authors conducted 18 semi-structured interviews with managers in different sports organizations and fans of various popular sports leagues and clubs in India. The authors used a qualitative exploratory approach by applying coding and thematic analysis to arrive at findings and conclusions.

The responses led to the emergence of three major themes comprising effective planning, harnessing fan participation and boosting the quality of experience. Building on these themes, the authors recommended the “PRIME” model for sports organizations.

As this study explores the growing importance of fan engagement from the top three sports leagues in India, future researchers can focus on obtaining data from multiple countries and multiple leagues to enhance fan engagement's generalizability. Also with the growing popularity of eSports, the scope of the present study may be expanded based on eSports.

The authors' study acts as an eye-opener for managers revealing that to get active participation from fans, sports organizations will have to be active in social media initiatives. In addition to this, the authors also propose the PRIME model, which elaborates on the aspects of Planning social media programs, Regularization of content creation, increased Interaction with the fan base, Motivation through rewards and Enriching fan experience for effectively harnessing fan engagement and experience.

In the pandemic era, engaging with fans on social media can enable sports organizations to thrive. The authors suggest a “PRIME” model which can aid sports managers in effectively harnessing fan engagement and experience for the managers of sports organizations. The model can also be applied beyond the sports context in anchoring customer engagement and experience through the social media of other business organizations.

The purpose of this paper is to find evidence of the benefits and constraints of collaborative consumption experiences by investigating the perceptions of hosts and visitors that attended professional regular season basketball and baseball games in the USA.

Data were collected through four focus groups with 37 total participants and were analyzed through qualitative content analysis.

The results show that participants in a collaborative consumption experience perceive four types of value: social interaction and belonging, new fandom, travel bucket list experiences and local and sport knowledge. In addition, the results provide evidence of five consumption constraints related to collaborative consumption: expenses, average experiences, seat location, interpersonal disconnects and personal risk.

The selection of only two sites for the study limited the data triangulation that was possible. This study should be replicated across a wider range of teams and countries to confirm the main findings of the study.

Practitioners can use this initial study to better understand the benefits hosts and visitors perceive in the experience, and therefore the kind of experience design that would encourage increased purchases and loyalty.

This paper provides qualitative insights into the benefits and detriments of a collaborative consumption sport experience, based on participants' involvement in an innovative peer-to-peer platform.

Although sports fans have increased their use of digital media to consume sport, especially at professional sport venues, it is unknown the extent to which patrons of said venues are utilizing venue services for these activities. As such, this study asks: (1) How much data do patrons at a sports venue consume via the provided Wi–Fi? and (2) What types of online activity behaviors do Wi–Fi users at sports venues exhibit?

This empirical study reports stadia Wi–Fi data usage and consumer behavior from three National Basketball Association venues in the United States: Amway Center in Orlando, FL, Barclays Center in Brooklyn, NY and Target Center in Minneapolis, MN, over a course of 7 games per venue.

The findings suggest that Wi–Fi usage is more limited than anticipated. Users who do utilize the venue Wi–Fi do so for very short periods, with the vast majority of user duration lasting between 1 and 10 min. Additionally, the halftime period of games experiences the peak of Wi–Fi usage.

By increasing our understanding of Wi–Fi usage in venues, this study informs relationship marketing theory research and contributes to the sport management literature. Practically, a better knowledge of Wi–Fi usage is critical, as it constitutes a critical antecedent to develop online marketing strategies.

Despite the ability of podcasts to bring free quality content to the masses, studies found that podcast consumption have been identified mostly with the elite class, thus increasing knowledge gaps and digital divides. This study aims to examine whether this trend extends to non-elitist podcast genres by providing the first analysis of sport podcast demographics and uses and gratifications.

A survey was conducted among Israel’s three most popular sport podcast listeners (N = 503), examining the listeners’ demographics, consumption patterns and uses and gratifications driving them to listen to the podcast.

The analysis reveals that most listeners are secular millennials males with above average income, highlighting the elitist nature of sport podcast consumers. The analysis further revealed that information-rich groups were more likely to tune in for information acquisition whereas other groups used it more for entertainment and escapist purposes.

For policy makers and educators who wish to promote podcast-based initiatives to narrow social gaps, the analysis strengthens the notion that the podcast platform mostly attracts those who are already information rich and thus increase knowledge gaps and digital divides. For sport broadcasters, the analysis illuminates sport podcasts audiences’ demographics and their uses of the platform.

The study reflects that the podcast platform is identified with elitist listening even in non-elitist genres; thus it further increases the already wide knowledge gap and digital divides promoted by the advent of the podcast platform.

The study is the first to highlight the elitist nature of sport podcast listeners’ demographics, indicating that the podcast platform increases the knowledge gap also even across non-elitist content genres such as sport content.

The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-12-2021-0684

After a successful run for many years as a resilient consumer electronics giant, Best Buy was under intense pressure at the end of 2014. Even as competitors like Circuit City melted away, Best Buy had been able to withstand the onslaught of online behemoth Amazon and discount retailers like Target and Walmart. However, its competitive position was threatened as online shopping became more popular, particularly among millennial customers.

With a new leadership team, Best Buy had recently undertaken bold initiatives to expand and refine its online presence and position itself for success. These initiatives had produced encouraging results, but Best Buy needed to do more to stem the loss of market share to Amazon and to become more relevant to millennial customers. To address these challenges, Best Buy approached the Kellogg School of Management to solicit ideas from student teams by sponsoring a Business Challenge competition. The teams came up with several strategic initiatives. Best Buy needed to evaluate these initiatives on two criteria: First, how well did these initiatives leverage Best Buy's privileged physical assets (stores, salespeople, and Geek Squad services staff) to create a winning customer experience? Second, how effective would these initiatives be in attracting and retaining millennial customers?