Since the digital innovations continue to broaden our scope of how to organise, we have to make conscious choices which way to choose. The traditional form of sending out newsletters and waiting for responses is still a feature that is prevalent across Europe. Most organisations have shifted to digital plus physical versions by now, just like newspapers. Young organisations by founding year have started or shifted to digital only for speed of delivery, CO2 and cost saving mainly. We may derive a first dimension of organising between the digital and physical. 
A second dimension consists in the central versus decentral forms of organising. Similar to the franchise principle of organising companies, organisations have a choice to keep a central structure with varying degrees of freedom at the regional, sectoral or local level. Organisation theory is helpful in this respect. Various hybrid forms are equally possible. Centralised in financial aspects, but scope for local decisions on content.
Bohn et al. (2023) define digital organising as “collective purposeful alignment and distributed action fostered through digital technologies”. Centralisation and/or Decentralization become a matter of conscious choice. The processes of datafication and connectification, whereby every bit of information becomes a data point and any electronically enabled device can be connected with each other. Organisations now have a choice of how to organize including digital organising. The opportunities are within the space opened up by the 2 dimensions (figure below). A specific subject matter may require more physical presence and maybe centralised structure, but digital only forms with highly decentralised forms are powerful tools in the 21st century. New as well as established social movements may well take advantage of these digital technologies as well. (Image: Digital Organising 2024 Protest Berlin). 
Research Teaching Consulting