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This paper addresses the following research questions: (1) To what extent do the procedural dimensions of the dynamic capabilities view explain non-profit sport organisations’ adaptation to a changing environment? (2) To what extent do non-profit sport organisations develop routinised versus  ad hoc  dynamic capabilities? Guided by an interpretivist approach we conducted semi-structured interviews with senior managers of 20 Australian golf clubs. We coded data guided by the procedural dimensions of the dynamic capabilities view but with inductively emerging sub themes. Our study demonstrates the usefulness of the dynamic capabilities view for investigating strategic processes within non-profit sport organisations. The three procedural dimensions – sensing, seizing, and transforming – captured the different practices undertaken within the golf clubs. Our findings suggest maturity of dynamic capability processes and success with using both routinised and  ad hoc  processes. Dynamic capabilities are useful for understanding the ability of non-profit sport organisations to adapt. Furthermore, routinisation depends on the maturity of an organisation’s internal management processes and the means available for the latter.

Strategic processes in Australian golf clubs: a dynamic capabilities view