Objective: The present study was conducted with the aim of presenting a paradigmatic model for the development of the entrepreneurial ecosystem of Iranian sports startups with an emphasis on sports branding and advertising. Given the theoretical and practical gap in presenting a comprehensive and indigenous model to explain the mutual relationships of the elements of this ecosystem, this study sought to provide a systematic framework for policymakers, entrepreneurs, and sports industry activists.
Methodology: The present study was qualitative in approach; applied in purpose and conducted with a Straussian-style grounded theory method. The study population included all experts in the field of the study at the level of Kermanshah province. Using purposive and theoretical sampling, 15 experts, including faculty members of sports, management, and entrepreneurship departments, as well as owners and managers of sports startups in Kermanshah province who were active at the time of the study (2026), were selected. The sampling was completed when no new data was obtained from new participants and theoretical saturation had occurred. Primary data were collected through document review, in-depth individual interviews, and note-taking. Interviews lasted an average of 45 minutes. Data were collected simultaneously and analyzed using a three-stage coding technique (open, axial, and selective). The reliability of the findings was ensured through long-term participation and continuous observation in the research field, triangulation, peer review, and participant confirmation.
Findings: In the open coding stage, 42 initial concepts were identified. In the axial coding stage, the concepts were categorized into six main dimensions of the research paradigm model: (1) Causal conditions, including four categories: “weakness in brand identity and credibility”, “financial and economic constraints”, “gap in market knowledge”, and “inefficiency of traditional methods”; (2) Contextual conditions, including three categories: “structural and administrative barriers”, “lack of knowledge-based infrastructure”, and “cultural and social context”; (3) Intervening conditions including “the influence of key players”, “media and technological environment” and “macroeconomic variables”; (4) the central phenomenon entitled “Development of the entrepreneurial ecosystem of Iranian sports startups with an emphasis on sports branding and advertising”; (5) strategies/measures including “strategic branding”, “new marketing and advertising” and “synergy and networking”; and (6) outcomes at three levels of “economic and commercial growth”, “brand positioning” and “development of the entrepreneurial ecosystem”.
Conclusion: The research findings show that the development of the entrepreneurial ecosystem of Iranian sports startups is not a linear and single-factor process, but rather a complex network of causal, contextual and intervening interactions, at the center of which, sports branding and advertising act as two synergistic strategies. These strategies pave the way for a transformation in the country's sports ecosystem by directing the flow of financial resources, social trust, and audience participation to start-up businesses. The success of this model requires the simultaneous implementation of three fundamental actions: (1) empowering the identity and credibility of sports brands; (2) moving from traditional methods to digital and experience-based marketing; and (3) creating sustainable collaboration networks with key institutions, investors, and accelerators. To survive and grow in today's competitive market, sports startups in Iran are forced to adopt an ecosystem approach in which branding is not a marginal marketing tool but the core of business and advertising strategy, not a cost, but an investment in creating sustainable value. This research provides a theoretical and practical framework for policymakers, sports managers, and entrepreneurs to take more effective steps toward developing a dynamic, innovative, and self-sustaining ecosystem by simultaneously understanding the six dimensions.