The present study aimed to present a strategic synergy model based on opportunities for integrating traditional sports and esports. In terms of purpose, this was an applied-developmental study; in terms of approach, it was qualitative and conducted using Glaser’s classic grounded theory. The participants consisted of 17 experts and specialists in the fields of sport management, video games, and esports, who were initially selected through purposive sampling and then through theoretical sampling. Signs of theoretical saturation emerged from the fourteenth interview; however, to ensure that no new concepts emerged, three additional interviews were conducted. Data were collected through semi-structured interviews. To assess validity and reliability, Lincoln and Guba’s four criteria, member checking, peer review, and intra-coder agreement using Holsti’s formula were employed, resulting in an average agreement rate of 87%. The data were analyzed using open coding, selective coding, theoretical coding, theoretical memoing, and the constant comparative strategy. The findings showed that the core category of the study is the “strategic reconfiguration of complementary resources to create synergy between traditional sports and esports.” Around this core category, seven main categories emerged: drivers of integration (such as changes in media consumption patterns and the generational gap in fandom), opportunities for integration (like sports co-branding and hybrid fan experiences), required organizational capabilities (including managers' digital literacy and structural agility), challenges of integration (such as doubts regarding legitimacy and infrastructural weaknesses), synergy mechanisms (like the integrated connection of brand and platform),