Esports is a form of a competitive practice using video games. It is often held as an organized multi-player competition with professional players playing individually or in teams. The growth of esports has appeared with the expansion of broadband Internet networks after 2000, and esports has turned into an entire industry including players, teams, leagues and tournaments, viewers and fans, media coverage, a special TV channel, the betting sector, special hardware producers. In recent years, esports has become an important part of the entertainment and gaming industry, especially among the younger generation.

Esports is totally considered a mainstream sport in 2024 (1). Estimated revenue in the esports market reached US$3.96bn in 2023 and is expected to show an annual growth rate of 8.21%, resulting in a projected market volume of US$5.43bn by 2027 (2). In 2024, there are expected to be over 285 million frequent viewers of esports worldwide, as well as some 291.6 million occasional viewers, when Asia-Pacific region has over 57% of the total esports viewers and Europe has around 16% of the global share of esports viewers; 76% of esports fans devote more time to esports than traditional sports (1, 3). Johan Sundstein, better known as N0tail, has been the highest earning male esports player. He has so far earned around $7.18 million from his esports ventures (February 2024) (3).

Out of the estimated global revenue of the esports market nearly US$ 4 billion, the figures for Central and East European (CEE) countries are very modest (in million US dollars): Austria 24.7, Czechia 24.1, Poland 14.4, Romania 13.09, Hungary 12.01, Lithuania 7.33, Serbia 5.29, etc. (4). On the other hand, the shares of people who watch esports are relatively high in these countries, e.g., Poland 29%, Austria 13%, Czechia 11% (5).

The current perception in the field of esports is quite diverse and affects the entire esports ecosystem, as well as the involved stakeholders. Recent research (6) has delved into the motivations behind viewership of live game streaming, emphasizing the importance of streamer interaction, platform functionality, and the comprehensive entertainment experience provided by OTT apps. This research suggests that modern media consumption behaviors, particularly through OTT platforms like Twitch, are reshaping viewer engagement and transforming the traditional viewer experience (6). As these platforms evolve, they influence not only how esports are consumed but also how stakeholders within the esports industry interact and depend on each other. The evolving media landscape requires that game developers, publishers, and tournament organizers adapt their strategies to capitalize on these new forms of viewer involvement.

Scholz (7) provide a comprehensive overview of the different stakeholders in the esports industry and their interrelationships. The author identifies several key stakeholders, including game developers, publishers, tournament organizers, teams, players, fans, media platforms, associations, agencies and betting platforms and describes the interrelationships between stakeholders as highly interconnected and interdependent. Vera and Terrón (8) describe the esports ecosystem as a three-level model, encompassing activities and actors ranging from those independent of esports to those that have emerged as a result of it. Users, such as professional players, coaches, and analysts, constitute the core of the system. Streamers and casters play a pivotal role in engaging with users, with their impact significantly mediated by the technological capabilities of the platforms they use, which supports dynamic interaction between the streamer and the audience (6).

Esports as a relatively new phenomenon raise many controversies, the central one being whether esports can be classified as a sport and eventually, for example, be included in the program of the Olympic Games (9–12). The general public has a mixed attitude towards esports and computer gaming as a whole, highlighting the health and psychological risks. Most esports generally require participants to sit and/or move little while playing, which raises concerns about a sedentary lifestyle by players (13). Other concerns relate to mental health and the potential for addiction (14). Nevertheless, the COVID-19 period with its lockdowns, curfews and expansion of online technologies led to a widespread convergence of sports and esports (15). In September 2021, the Olympic Council of Asia announced eight esports games would officially debut as medal sports for the 2022 Asian Games in Hangzhou, China (16). In July 2024, the International Olympic Committee (IOC) decided to create Olympic Esports Games. The first edition will be held in 2025 in the Kingdom of Saudi Arabia (17).

All of the above also applies to CEE countries. This region has a quite high number of esports viewers, however it is not so successful from the economic point of view, when esports revenues are rather negligible in this region. On the other hand, it has proved to be quite progressive in converging esports and traditional sport ecosystems. The Polish Esports Association announced that it was accepted as a member of the Polish Olympic Committee in March 2023 (18). Similarly, E-sport Federation of Slovenia has become a member of the Olympic Committee of Slovenia—Association of Sports Federations in June 2022 (19). In general, the entire ecosystem of esports in the CEE countries requires much stronger institutional backing and support for its different parts. This must start with research into the views of all stakeholders.

The CEE countries have a long tradition of sports faculties or departments of traditional universities. There is a strong potential of know-how and human resources experienced in all kinds of support for traditional sport. These resources can form the basis of esports-focused research and engagement. The authors see a great potential in the synergy and cross-fertilization of these teams and the esports ecosystem, which would contribute to the development of both the esports field and traditional sport. Thus, sport faculties may play a decisive role in the esports industry development. To test this hypothesis, we conducted the research presented here in the Czech Republic as a representative of the CEE region. This geographical location was chosen due to the Czech Republic's unique position within the CEE region. The country not only has a well-developed esports community but also benefits from strong governmental support and a high level of international experience among its stakeholders. These factors make it an ideal representative for studying the potential and challenges of integrating traditional sports faculties with the esports ecosystem. According to Omnicom Media and the Czech News Center research (20), the number of Czechs watching and playing esports, gaming or playing mobile games is estimated at 3.4 million people, which is more than 60% of the population aged 15–50.

The primary objective of this study is to identify the current challenges and barriers within the esports environment in the CEE countries and to explore the potential for collaboration between universities, particularly sports faculties, and the esports ecosystem. This research also aims to clarify the perceived roles of universities, including their research domains, within the context of esports.

To precisely explore the role of stakeholders in the esports ecosystem, it is very important to approach all groups of stakeholders who have influence or power in the particular environment, and include their opinions. Therefore, a qualitative approach was chosen to explore this issue.

The results of the esports ecosystem analysis allow us to analyze them under three basic headings defined in the methodological section. Namely, the challenges and barriers in esports, the collaboration between esports and sports faculties/universities, and the role of sports faculties/universities.

Esports can be characterized as the “top level of video gaming in terms of skill and professionalization” (24). The field of professional video gaming has been expanded in terms of interaction between the computer and human. Owing to areas focusing on professional-level computer work, such as esports, the time spent consuming video game content can amount to up to half of the day, seven days a week (25, 26). This content and its extent can influence a person positively as well as negatively. In recent years, esports have become an important part of the entertainment and gaming industry, especially among the younger generation. Studies indicate multiple perspectives from which esports can be viewed, including competitive play, structured esports events, professional conduct, and its acceptance as a bona fide sport (6, 7, 9, 13). This development is further complemented by a significant role played by live-streaming platforms, which not only serve as a primary medium for viewing but also enhance the interaction between fans and the sport. Meng-Lewis et al. (27) claim that live-streaming platforms like those used for the King Pro League improve the fan experience by meeting and often exceeding their expectations regarding ease of use and engagement, which subsequently influences their continuous usage intentions. This unique trend is too significant to overlook or undervalue; nevertheless, it is imperative to examine its capabilities and applications beyond its primary concentration. The development of the esports landscape differs from country to country, influenced by the level of institutional backing and strategic oversight (28, 29).

The contemporary landscape of the esports ecosystem was delineated by Werder (30) affirming its dynamic nature and continual evolution. A number of studies have addressed the question of whether the esports community or its ecosystem needs more institutional strengthening (31, 32). They examine the possibility of increasing the formal organization internally and assess if the current esports infrastructure is sufficient. There is also a look at the potential benefits of creating new business models in this field. It is essential to point out that to tackle these intricate issues, one must grasp the attitudes and opinions of essential stakeholders in the esports ecosystem.

The esports industry in Central and Eastern Europe (CEE) faces diverse challenges and opportunities in organization and management. This emerging ecosystem requires robust frameworks to address issues of regulation, stakeholder collaboration, and sustainable growth. Poland and Slovenia have led the way in institutionalizing esports by integrating their national esports associations into Olympic committees (18, 19). This institutional support has fostered greater stakeholder collaboration between government bodies, teams, and event organizers. Scholz (7) highlights the importance of strong interconnections between key stakeholders such as game publishers, tournament organizers, and media platforms to create a resilient esports ecosystem. CEE countries face fragmented financial ecosystems, with limited regulatory oversight. For instance, studies in Hungary and Romania reveal exploitative contracts that hinder player development and professional management (33). Moreover, the rapid rise of esports betting introduces ethical concerns that require stringent governance, especially to protect younger audiences (34). Hungary and Poland are pioneering educational programs aimed at bridging gaps in managerial skills, including team leadership and strategic oversight (35–37). Universities are playing a critical role by creating esports academies and research initiatives that train managers, coaches, and players in professional competencies (30, 38). Poland's Intel Extreme Masters in Katowice exemplifies how events can integrate advanced fan engagement strategies, such as real-time analytics and virtual reality zones, to enhance audience experiences and stakeholder alignment (39). These innovations not only boost economic sustainability but also strengthen organizational cohesion.

While Poland (40) and Hungary exemplify sophisticated management models, countries like Bulgaria and Estonia, Serbia and Slovenia (41) are beginning to explore collaborative frameworks. Such initiatives could benefit from shared resources and expertise to standardize operations and expand market reach (32). Scholz (7) underscores the potential of regional alliances in mitigating market fragmentation and fostering unified growth.

Our survey sought the views of esports stakeholders and was conducted in Czechia as a typical representative of the situation in the CEE countries. The results of the research above all revealed deficiencies in strategic management in esports. National umbrella organizations face a number of challenges, in particular the lack of institutional support, the presence of multiple bodies involved, the lack of communication between them and the overall fragmentation of the sector. These issues impede the ability of the associations to effectively manage the industry. The current scenario, where some clubs see no necessity to be members of an umbrella association, diminishes its authority and strategic management capabilities.

Regulation and a unified direction in the esports sector are being sought by the European Union (42–44). Due to the general influence of the video game industry on human-computer interaction, and particularly its impact on children and adolescents, the creation of a stable ecosystem with clearly defined rules is necessitated (45, 46). In the creation of this ecosystem, the academic sector, and especially public state universities, should play a key role.

In professional sports, it is a common practice for national associations to take charge of organizing and regulating sporting activities (47). These associations and federations play a pivotal role in formulating rules and standards for the sport. Clubs, by registering with these entities, commit to adhering to these established standards, ensuring uniformity and fair play. Following a similar approach, esports associations should organize the most significant esports competitions with only registered clubs eligible to participate in these events. Furthermore, the association should serve as the sole point of communication with international authorities such as the International Esports Federation, Global Esports Federation, or World Esports Association. Peng et al. (22) gives some examples of such national association outside the CEE countries, however, generally he is rather critical. Establishing a centralized and standardized system would enhance the associations' effectiveness in managing the esports industry, promoting consistency, and strengthening its relationships with international entities.

Associations in cooperation with universities can provide educational programs for players, coaches or managers. The cooperation with universities can include the creation of academic modules, workshops, mentoring programs, certified coaching courses and internship opportunities in partnership with esports organizations. This would also address the skill gap often mentioned by informants. This is characterized by a lack of formalized education and professional programs for players, coaches, managers and organizers in esports in the CEE countries. The most commonly identified gaps are poor communication skills, team leadership skills and generally lack of professionalism across the sector. This problem is not unique. It also appears in other new sports, where the organization is often in the hands of enthusiasts who are more players than coaches or managers at the beginning. It is in new sports that the education of coaches and other professionals is crucial. In the case of traditional sports, it is common to follow the well-established model of a sport federation-university cooperation (48). The question remains how universities (most often their sports faculties) will handle the differences between traditional sports and the skills required in esports.

As proposed by Scott and his colleagues (38), courses tailored for esports players could integrate theoretical knowledge encompassing the history and development of the esports field, along with insights into its socio-cultural context. Additionally, these courses could provide practical skills, including strategies, tactics, and effective team communication. Emphasizing health and wellness aspects within these programs would educate players on the importance of looking after their physical and mental well-being. Integrating esports with the university environment would probably increase the prestige of the industry in society and address the negative societal perception of esports and its (non-)acceptance as a sport. Esports is often considered by the public as passive computer sessions. However, it is important to emphasize that these activities offer a great opportunity to develop skills and knowledge that are crucial for personal development (49). Moreover, it can be foreseen that the university environment, where young people with IT skills are concentrated, can play a key role in the development of esports in the future. According to the responses of the informants, esports associations seem to perceive the university environment also as a potentially attractive setting for the engagement of young players in their structures.

Darcy et al. (50) presented compelling evidence and emphasize the priority of creating strong bonds among club members within an organization. This aspect significantly reinforces the deep sense of belonging and mutual support among club members, from volunteers to board members. Strong ties create a solid foundation for developing the supportive capital associated with the local, regional and national stakeholder communities connected to the organization. This is also the reason why stakeholders identify significant potential in university leagues. They commend the ongoing efforts of some universities to organize university tournaments and emphasize the necessity for additional support for similar events. These events have the potential to capture the attention of young players and foster the creation of a shared community. Survey interviews showed interest in collaborating with universities, but concerns arose about the inflexibility of formal processes at the university or faculty level. Chidziwa et al. (51) pointed out that the excessive bureaucracy and administrative burdens in a rigid academic setting can impede innovation. Processes such as approving new curricula and introducing new technologies are often lengthy and complex, especially compared to smaller, more dynamic companies that are more flexible and adaptable.

Addressing the inherent inflexibility within the university environment is crucial for the institution to proactively meet the evolving needs of the esports community, the demands of the labor market, and the expectations of all stakeholders in the field. Implementing effective strategies can empower universities to establish a dynamic and adaptable environment that appeals to players, fans, associations, tournament organizers, game developers, and other stakeholders. The results suggest and recommend that university environments engage in key activities related to the education of esports professionals, organization of esports competitions and research in the field of esports, highlighting the potential societal benefits of esports. The involvement of universities in the esports ecosystem thus offers a number of potential advantages and benefits not only for the esports actors, but also for the universities themselves. These observations create a link to the esports ecosystem as characterized by Werder (30) and point to its status as an emerging industry. The findings of this survey therefore facilitate the adaptation of the model for implementation in academic institutions specializing in sport education. The enriched model [see Figure 5, based on (30)] delineates the dynamic function of the university within the esports ecosystem, accentuating the mutual engagement and reciprocal influence therein. It elucidates the multifaceted role of universities that not only spread knowledge and cultivate talent through research and educational activities but also integrate industry insights and resources to support esports innovation and health initiatives (Figure 5).

Practical management implications of these findings are significant for both esports organizations and academic institutions. By establishing formalized training programs and fostering collaboration between universities and esports entities, stakeholders can ensure a more structured and professional approach to esports management. This includes developing specialized educational platforms for coaches, managers, and players, which can bridge the current skill gaps and enhance the overall professionalism within the industry. Additionally, universities can play a pivotal role in conducting research that informs best practices in player health, performance, and well-being, thereby contributing to the sustainable growth of the esports ecosystem.

This article thoroughly examines the esports ecosystem in CEE countries and the Czech Republic as a model country, making it a valuable resource for academics, practitioners and policy makers. The CEE countries are considered to be a suitable closed ecosystem for the analysis of actors (not only) in the esports sector from an economic, technical, academic and policy perspective. In particular, the results on the coexistence and synergy between esports and universities are valuable and may well help to develop similar analyses for other countries around the world, especially for EU countries.

The article also highlights significant challenges, including strategic management, skills development, social perception and local market constraints, which are essential to formulating effective strategies and ensuring sustainable esports growth. Recommendations include establishing formalized training programs for players, coaches, managers and organizers, promoting esports within the university environment, fostering positive perceptions, and supporting university leagues. The paper advocates collaboration between universities and esports organizations and encourages flexibility and innovation.