Abstract
Digital transformation is increasingly recognised as essential for organisations operating in the voluntary and community sector, yet smaller charities often face significant barriers to adoption including limited resources, low digital confidence and fragmented information systems. Despite growing policy interest in digital capability, relatively little research has examined how digital transformation unfolds in practice within small, community-based organisations. This paper addresses this gap through a longitudinal participatory case study of RUBY, a charity supporting older and vulnerable adults in Greater Manchester, conducted through a Knowledge Transfer Partnership.
Drawing on interviews, workshops, surveys and organisational data collected over a two-year period, the study examines how participatory approaches supported the co-production of a bespoke customer relationship management system and wider organisational change. The findings show that digital transformation was enabled by collaborative design processes, sustained staff training and strong institutional support. Digital capability developed gradually through organisational learning and shared ownership rather than through technological implementation alone. The transformation improved data management, governance and reporting while strengthening staff confidence and organisational coordination.
The paper contributes to management research by conceptualising digital transformation in small charities as a socio-organisational process and by demonstrating the enabling role of university–charity partnerships in building sustainable digital maturity. The findings provide transferable insights for third-sector organisations seeking to develop digital capability through participatory and partnership-based approaches.