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Study on the Effectiveness of Sports Marketing in the Metaverse: Insights based on Technology, Content, and User Interaction

Jiateng Li
Scientific Journal of Economics and Management Research, (2026), Vol.8, No.1, pp.119-125
Published: January 8, 2026
DOI: 10.54691/1tcwsv57
PDF: Download Full Text PDF
Abstract

To elucidate the formation mechanism of sports marketing effectiveness in the metaverse, this study constructed and empirically validated a three-dimensional theoretical framework of Technology-Content-User. Employing a mixed-methods approach with a primary quantitative survey (N=528), the research investigates how technological features (immersion), content design (interactivity), and user experience (virtual identity) collectively shape marketing outcomes. The findings reveal that immersion, as a technological stimulus, directly and positively impacts brand loyalty (β=0.48, p<0.001). Similarly, a strong sense of virtual identity, representing the user's organismic state, is a powerful predictor of brand loyalty (β=0.56, p<0.001). Notably, interactivity does not directly influence purchase intention but operates through the chain mediating effect of virtual identity (95% CI [0.18, 0.35]), highlighting a nuanced pathway to consumer behavior. Furthermore, the study uncovers a significant moderating effect: participation in the virtual economy (e.g., NFT purchases) strengthens the relationship between interactivity and purchase intention (β=0.19, p<0.05). By extending the Stimulus-Organism-Response (S-O-R) model to the metaverse, this research offers a robust theoretical lens and provides actionable insights for sports enterprises aiming to develop effective marketing strategies in this emerging digital frontier.

Keywords: Metaverse, sports marketing, effectiveness formation mechanism, immersion, virtual identity.
APA Citation: Jiateng Li (2026). Study on the Effectiveness of Sports Marketing in the Metaverse: Insights based on Technology, Content, and User Interaction. Scientific Journal of Economics and Management Research, 8(1), 119-125. https://doi.org/10.54691/1tcwsv57

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