This book presents a digital transformation (DT) methodology for non-profit organizations (NPOs), integrating bibliometric analysis, thematic synthesis, strategic framework development, and empirical case studies. Differentiating itself from similar publications, the book captures the complexity of DT in mission-driven contexts, emphasizing the interplay between organizational identity, strategic logics, and stakeholder pressures. It also proposes multivariate analysis methods in order to identify opportunities for digital change across operational, cultural, and strategic dimensions. Key topics include the classification of DT pathways, strategic benchmarking against for-profit models, and the development of a recursive framework that links readiness, strategic intent, and organizational profiles. Drawing on case studies from UK-based NPOs, the book explores how digital tools are adopted, adapted, and contested in practice, highlighting tensions between innovation and mission alignment. While focused on the non-profit sector, the book’s frameworks and findings are relevant to all scholars and practitioners of digital innovation, organizational change, and public value creation.

This book presents a digital transformation (DT) methodology for non-profit organizations (NPOs), integrating bibliometric analysis, thematic synthesis, strategic framework development, and empirical case studies. Differentiating itself from similar publications, the book captures the complexity of DT in mission-driven contexts, emphasizing the interplay between organizational identity, strategic logics, and stakeholder pressures. It also proposes multivariate analysis methods in order to identify opportunities for digital change across operational, cultural, and strategic dimensions. Key topics include the classification of DT pathways, strategic benchmarking against for-profit models, and the development of a recursive framework that links readiness, strategic intent, and organizational profiles. Drawing on case studies from UK-based NPOs, the book explores how digital tools are adopted, adapted, and contested in practice, highlighting tensions between innovation and mission alignment. While focused on the non-profit sector, the book’s frameworks and findings are relevant to all scholars and practitioners of digital innovation, organizational change, and public value creation.

This book presents a digital transformation (DT) methodology for non-profit organizations (NPOs), integrating bibliometric analysis, thematic synthesis, strategic framework development, and empirical case studies. Differentiating itself from similar publications, the book captures the complexity of DT in mission-driven contexts, emphasizing the interplay between organizational identity, strategic logics, and stakeholder pressures. It also proposes multivariate analysis methods in order to identify opportunities for digital change across operational, cultural, and strategic dimensions. Key topics include the classification of DT pathways, strategic benchmarking against for-profit models, and the development of a recursive framework that links readiness, strategic intent, and organizational profiles. Drawing on case studies from UK-based NPOs, the book explores how digital tools are adopted, adapted, and contested in practice, highlighting tensions between innovation and mission alignment. While focused on the non-profit sector, the book’s frameworks and findings are relevant to all scholars and practitioners of digital innovation, organizational change, and public value creation.