Research question: This paper addresses the following research questions: 1) To what extent do the procedural dimensions of the dynamic capabilities view explain non-profit sport organisations' adaptation to a changing environment? 2) To what extent do non-profit sport organisations develop routinised versus ad hoc dynamic capabilities? Research methods: Guided by an interpretivist approach we conducted semi-structured interviews with senior managers of 20 Australian golf clubs. We coded data guided by the procedural dimensions of the dynamic capabilities view but with inductively emerging sub themes. Results and findings: Our study demonstrates the usefulness of the dynamic capabilities view for investigating strategic processes within non-profit sport organisations. The three procedural dimensions-sensing, seizing, and transforming-captured the different practices undertaken within the golf clubs. Our findings suggest maturity of dynamic capability processes and success with using both routinised and ad hoc processes. Implications: Dynamic capabilities are useful for understanding the ability of non-profit sport organisations to adapt. Furthermore, routinisation depends on the maturity of an organisation's internal management processes and the means available for the latter.