Digital Disruption and the Transformation of Sports Media in Thailand: Generational Behavior and Organizational Strategy

Abstract

Aim/Purpose: This study investigated the “Strategic Misalignment” between organizational supply—defined as adaptive capacity—and audience demand, characterized by generational Uses and Gratifications, within the Thai sports media landscape. It addressed three primary objectives: (a) to evaluate the internal Dynamic Capabilities of traditional sports media organizations in navigating digital disruption; (b) to analyze the significant variations in consumption behaviors and Uses and Gratifications sought across different generational cohorts; and (c) to empirically validate the extent of strategic misalignment and its implications for the long-term sustainability of media firms in a volatile digital economy.

Introduction/Background: The rapid proliferation of Over-The-Top (OTT) streaming and social media algorithms has fundamentally restructured the sports media ecosystem. In Southeast Asia, this transition has been intensified by a “mobile-only” leapfrog effect, in which digital consumption has outpaced organizational adaptation. Thailand, possessing a mobile Internet penetration rate of 85.3% (Kemp, 2024), serves as a pivotal representative case (proxy) for the broader ASEAN region. Despite these shifts, a critical research gap persists; existing literature has often examined digital disruption through a fragmented lens, focusing either on supply-side agility or demand-side patterns in isolation. This research addressed this absence of theoretical integration by evaluating how internal capabilities align with the evolving gratifications sought by diverse generational cohorts.

Methodology: A sequential exploratory mixed-methods design was employed to provide a comprehensive analysis.

Qualitative Phase: Semi-structured in-depth interviews were conducted with 16 senior executives and editors from eight prominent sports media organizations, including newspaper, radio, television, and digital platforms. These interviews were analyzed using thematic analysis grounded in Dynamic Capabilities Theory (DCT) to identify barriers to digital transformation.

Quantitative Phase: A large-scale survey was administered to 1,200 sports media consumers in Thailand, stratified into three generational cohorts: Baby Boomers (Gen B) and Gen X (n = 400), Gen Y (n = 400), and Gen Z (n = 400). The survey utilized a framework derived from Uses and Gratifications Theory (UGT).

Data Analysis: Quantitative data were analyzed using descriptive statistics and One-Way ANOVA, supplemented by Tukey’s HSD and LSD post-hoc tests, to determine statistically significant differences in media consumption preferences across generations.

Findings: The results empirically confirmed a severe strategic misalignment between organizational supply and audience demand.

Organizational Capabilities (DCT): While media executives demonstrated high proficiency in "Sensing" market shifts, their "Transforming" capabilities were significantly hindered by institutional inertia, risk-averse leadership, and a critical digital skills gap. Adaptation was found to be largely incremental, merely migrating legacy content to digital platforms rather than reconfiguring core business models.

Audience Gratification (UGT): ANOVA results revealed significant differences (p < .05) in preferences. Older cohorts (Gens B & X) maintained a “lean-back” preference for traditional television and professional credibility. In contrast, Gen Z demands high interactivity, authenticity, and a “mobile-first” experience, viewing traditional sports broadcasting as rigid and non-participatory. Gen Y serves as a transition group, exhibiting hybrid consumption patterns that legacy media struggle to capture effectively.

Triangulation: The synthesis of data indicated that the current organizational “supply” fails to meet the “demand-side” expectations of digital-native audiences, leaving legacy firms vulnerable to specialized digital competitors and independent content creators.

Contribution/Impact on Society: This study offers significant contributions on three levels. Theoretically, it advances media management literature by integrating DCT and UGT into a single analytical framework, bridging the gap between management and communication science. Empirically, it provides a robust, multi-generational dataset that serves as a vital “Regional Benchmark” for ASEAN countries experiencing similar digital leapfrogging. Practically, the findings offer a strategic roadmap for media practitioners and policymakers to overcome institutional barriers, ensuring the survival of professional journalism and its social role in promoting sports culture amid turbulent digital transitions.

Recommendations: To bridge the strategic gap, Thai sports media must move beyond incrementalism toward proactive transformation. First, organizations must transition from “fixed-asset” reliance (studios and broadcasting hardware) to “agile processes” and digital-first workflows. Second, human resource strategies should prioritize “upskilling” in data analytics and digital storytelling, while integrating younger generations into strategic decision-making roles. Third, content strategies must shift from “reach-based” metrics to “engagement-based” models, leveraging collaborations with digital-native creators to foster authenticity and community interaction.

Research Limitations: The study primarily focused on Thailand's established media ecosystem, which may limit the generalizability of its structural or regulatory inertia to other ASEAN nations. Furthermore, while the research covered traditional and digital platforms, it did not fully account for the emerging “Athlete-as-Media” phenomenon: individual athletes bypassing traditional media to engage directly with fans, creating a new layer of competition for audience attention.

Future Research: Future studies should conduct cross-cultural comparisons within the ASEAN region to evaluate how diverse institutional environments influence organizational adaptation. Additionally, research is needed to explore the ethical implications of AI-driven sports content generation and to identify sustainable monetization models for OTT platforms that can support regional media sustainability without compromising journalistic standards.