Digital Transformation in Voluntary Sports Organizations: A Scoping Review on Multi-Level Drivers, Promoting Factors, Forms and Consequences
Authors: Stegmann Pascal , Lang Grazia 
Published: January 2025

Introduction: Digital transformation, as the implementation of information technologies, is increasingly embraced among voluntary sports organizations, including sports federations and clubs (Thompson et al., 2024). These organizations are central pillars of organized sports in Switzerland, playing a critical role in fulfilling the socio-political functions of sports, such as promoting public health, social integration, and civic engagement (Nagel et al., 2020). Despite the increasing adoption of digital technologies, little is known about the drivers, promoting factors, and forms of digital transformation in these organizations (Ehnold et al., 2021; Merten et al., 2022). Furthermore, it remains unclear whether digital transformation helps to effectively address common challenges of voluntary sports organizations, such as recruiting and retaining members and volunteers. Therefore, this review aims to analyse the existing research on digital transformation in voluntary sports organizations to reconcile current approaches in the field of sport management research and identify research gaps.
Methods: A scoping review methodology is employed to explore the current evidence and highlight knowledge gaps regarding digital transformation in voluntary sports organizations. Scoping reviews are particularly suited for this purpose, as they allow the scope of diverse research approaches (Arksey & O’Malley, 2005).
Results: While final results are pending, preliminary findings indicate that digital transformation in voluntary sports organizations is driven by external pressures (e.g., mandates from umbrella federations) and internal evaluations of its benefits, such as improved service quality and operational efficiency. The most adopted tools support communication, data management, and administration, while tools affecting sports practices remain underutilized. Key promoting factors include access to organizational capacity, digital transformation strategies, leadership commitment, and digital literacy. Regarding the consequences, digital transformation enhances organizational efficiency primarily through standardization, while challenges appear regarding initial costs and information technology skills.
Discussion/Conclusion: Detailed results will be presented at the conference. This review clarifies the multi-level drivers, enabling factors, forms, and consequences of digital transformation in voluntary sports organizations. The findings provide a conceptual foundation for future research in sport management, addressing both practical applications and theoretical advancements.
References
Arksey, H., & O’Malley, L. (2005). Scoping studies: Towards a methodological framework. International Journal of Social Research Methodology, 8(1), 19–32. https://doi.org/10.1080/1364557032000119616
Ehnold, P., Faß, E., Steinbach, D., & Schlesinger, T. (2021). Digitalization in organized sport–Usage of digital instruments in voluntary sports clubs depending on club’s goals and organizational capacity. Sport, Business and Management: An International Journal, 11(1), 28–53. https://doi.org/10.1108/SBM-10-2019-0081
Merten, S., Schmidt, S. L., & Winand, M. (2022). Organisational capabilities for successful digital transformation: A global analysis of national football associations in the digital age. Journal of Strategy and Management, 17(3), 408–426. https://doi.org/10.1108/JSMA-02-2022-0039
Nagel, S., Stegmann, P., Bürgi, R., & Lamprecht, M. (2020). Switzerland: Autonomous sports clubs as contributors to public welfare. In S. Nagel, K. Elmose-Østerlund, B. Ibsen, & J. Scheerder (Eds.), Functions of sports clubs in European societies: A cross-national comparative study (pp. 289–313). Springer. https://doi.org/10.1007/978-3-030-48535-1_12
Thompson, A., Naraine, M. L., & Parent, M. M. (2024). Exploring the nexus of digital technology and organizational change in non-profit sport organizations. Sport Management Review, 27(5), 661–681. https://doi.org/10.1080/14413523.2024.2346633