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Within the sports and active leisure sector, innovation has long been associated with the evolution of practices, equipment and techniques (Vigarello 1988). As early as the 1980s and 1990s, Pociello (1995) emphasized the diversification and hybridization of sports activities, which gave rise to the somewhat undoubtedly excessive (see Passeron 1987), term of “new practices”. In the sporting goods industry, product innovation is presented as a strategic necessity for achieving competitive advantages (Desbordes 2000). It is described as a way of differentiating and stimulating demand by Tjønndal (2016), which is all the more crucial as the sporting goods industry is a highly segmented economic sector, particularly competitive (Hillairet 1999, 2005) and highly subject to fads (Andreff 1985)ssss1. Since the end of the 2000s, the prospects offered by digital technology have attracted increasing attention. Beyond this strong focus on the technological dimension, which seems to permeate all sectors of activity (Lechevalier and Laugier 2019), innovation in the field of sport also concerns services, processes or events. Moreover, it can be organizational, territorial or social.