Technological structure and configuration of the use of technology in European sports organizations

  1. Magaz, Ana Maria 1
  2. Gallardo, Leonor 1
  3. Marin-Farrona, Maria 1
  4. Sánchez-Sánchez, Javier 2
  5. Lorenzo, Antonio 1
  6. López, Jorge 3
  7. Duclos-Bastías, Daniel 4
  8. Garcia-Unanue, Jorge 1
  1. 1 IGOID Research Group, Department of Physical Activity and Sport Sciences, University of Castilla-La Mancha
  2. 2 Faculty of Sport Sciences, Universidad Europea de Madrid
  3. 3 Faculty of Sports Sciences, Universidad Europea de Madrid
  4. 4 1 IGOID Research Group, Department of Physical Activity and Sport Sciences, University of Castilla-La Mancha; 2 School of Physical Education, Pontificia Universidad Católica de Valparaíso
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Revista:
Cultura, ciencia y deporte

ISSN: 1696-5043

Any de publicació: 2024

Volum: 19

Número: 60

Tipus: Article

DOI: 10.12800/CCD.V19I60.2145 DIALNET GOOGLE SCHOLAR lock_openDialnet editor

Altres publicacions en: Cultura, ciencia y deporte

Resum

The sports industry faces the challenge of digital transformation. However, the degree of digitalization andtechnological transformation of this industry is unknown. The aim of this study was to evaluate the perception of the use of digital technology, digital competences in European sports organizations and to understand their technological structure. Based on approaches from economic, organizational and management theory, a questionnaire was designed and administered to a sample of 569 managers of organizations from different sports modalities and European countries (Austria: 9.0%; Cyprus: 5.8%; Ireland and the United Kingdom: 8.8%; Italy: 9.7%; Portugal: 51.8%; Spain: 14.9%). A five-point Likert-type scale was used. The results showed that they practically do not use this technology (2.45), that 43.2% do not have technologies for data analysis and 48.85% for the evaluation of tactical technical physical performance. Furthermore, this is somewhat important (3.73), moderately complicated to use (3.05) and very expensive (2.79). Nor do they have very developed digital skills (2.95). This analysis highlights the need to implement digital organizational culture, planning investment strategies in digitalization and training in digital skills.

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