Abstract The study aimed to identify the challenges facing non-profit organizations in building their capacity for digital transformation, in terms of human, technological, and financial capabilities. Methodology: The study followed the social survey method using a simple random sample method for a sample of male and female volunteers in non-profit organizations in the city of Riyadh. The number of those who participated in the study was (324) male and female volunteers from (35) non-profit organizations. The study adopted the questionnaire as a tool for collecting data from the study community. Results: The study reached the following results: The most important challenges of human capabilities are the insufficiency of human resources to meet the needs of digital transformation, in first place with an arithmetic mean of (2.73), followed by the weakness of the skills of workers in digital transformation, in second place with an arithmetic mean of (2.70. The most important challenges of technological capabilities are the lack of modern internet communication devices, ranked first with an arithmetic mean of (2.75). Finally, the most important financial challenges are the lack of technological knowledge in managing financial resources, ranked first with an arithmetic mean of (2.72)
Keywords: Capacity building, non-profit organizations, digital transformation.
alsubaie, M. (2025). Aiming to build non-profit organizations towards digital transformation. Journal of Social Work Studies, 70(1), 199-234. doi: 10.21608/dss.2025.375546.1393
MLA
mssbubah alsubaie. "Aiming to build non-profit organizations towards digital transformation", Journal of Social Work Studies, 70, 1, 2025, 199-234. doi: 10.21608/dss.2025.375546.1393
HARVARD
alsubaie, M. (2025). 'Aiming to build non-profit organizations towards digital transformation', Journal of Social Work Studies, 70(1), pp. 199-234. doi: 10.21608/dss.2025.375546.1393
VANCOUVER
alsubaie, M. Aiming to build non-profit organizations towards digital transformation. Journal of Social Work Studies, 2025; 70(1): 199-234. doi: 10.21608/dss.2025.375546.1393