Abstract
When it comes to changes in voluntary sport organisations, the members play a key role in initiating and implementing change processes. The capacity of an organisation to change depends at least partially on the individuals’ change competence, a multifaceted construct influenced by diverse personal and organisational factors. This scoping review aims to identify key positions and individuals within the organisation and the corresponding personal characteristics, skills, and competences that facilitate change processes. The findings indicate that a) to manage change processes, it is crucial to have at least one change agent guiding the process, b) each organisation identifies individuals in various positions or roles as critical to the change process, c) an organisation’s capacity for change is inextricably linked with the change competence of single members, and d) the organisational environment significantly influences the ability of individuals to develop and exercise change competence. Future research should place greater emphasis on theoretical concepts of organisational learning, as the integration of individual and organisational learning could improve our understanding of organisational change.