Digital Maturity Model Research Articles

Digital transformation in higher education institution through the lens of the digital maturity model: The case study of Economics and Law

This is a case study of a university’s planning its digital transformation roadmap in the context of highly competitive marketing through the lens of the digital maturity model developed by Deloitte and TM Forum. The data were collected by surveying a sample including leaders and managers with a representative structure of the university workforce, and the results demonstrated a law digital maturity of the university. Although, the university has gain significant maturity in Technology; however, Culture-Organization is the weakest area. There is a difference in the perspectives of three groups including corporate leaders, function managers and faculty and research institute managers. Based on the data analysis, managerial implications were proposed with a focus on segmenting the digital transformation process into stages to ensure the university’s adaptability and effectiveness. The three stages are “Digital Education Services and Products”, “Digital Student Services” and “Digital Organizational Management” which are corresponding to higher and higher comprehensiveness and the number of participants. However, these stages are not distinct; they may overlap and occur simultaneously at different levels. The study contributes an important empirical result to the emerging field of organizational digital transformation.

A new quantitative digital twin maturity model for high-end equipment

Digital twins (DTs) have shown great potential in both academia and industry due to their ability to interconnect and integrate physical and virtual worlds. A DT maturity model for high-end equipment is important to accurately evaluate the maturity level of DT and further develop an advanced DT. This paper is one of the early endeavours, to the best of the authors’ knowledge, to provide a new DT maturity model for high-end equipment combining qualitative and quantitative analysis. The qualitative analysis of the DT maturity model includes a comparison and assessment of 3 dimensions and 27 rubrics for different DTs of high-end equipment. In addition, 6 maturity levels and their definitions for each rubric are proposed for maturity scoring. The quantitative analysis of the DT maturity model is conducted based on an analytic hierarchy process and a matter-element extension method, which can be used to provide improvement advice according to the rubric importance and its improvement difficulties. The proposed DT maturity model is applied to evaluate the maturity of DTs of three high-end equipment, including underground engineering equipment, a large-scale wind turbine, and an industrial shop-floor. The evaluated maturity results could be used to elevate the maturity of DT by improving rubrics with high significance, low level, and low improvement difficulty.

Digital transformation in the defense industry: A maturity model combining SF-AHP and SF-TODIM approaches

As an inevitable process, digitalization has become a priority for many companies. The measurement of digital maturity is the first step toward adequately executing this. Although digital maturity models (DMM) have been developed for different sectors in the literature, such studies in the defense industry are lacking due to sector-specific dynamics. This study aims to close this gap and proposes a digital maturity model specific to the defense industry. In this study, a novel model was developed that combines the SF-AHP and SF-TODIM methods due to the uncertainty and hesitancy contained in the evaluation. The validity of the presented novel model has been demonstrated in a prominent defense company in Turkey. According to the results, the most notable digital maturity dimensions are the evaluation of opportunities and alignment with stakeholders. In addition, the model indicates that the company owns the required soft skills, such as leadership, organizational culture, and strategic determination for digital transformation (DT). On the other hand, essential hard skills such as technology and operational competencies are yet to be improved. Lastly, sensitivity and comparison analyses are conducted to validate and verify the obtained results’ stability and robustness.

Which one? A suggested approach for evaluating digital health maturity models.

Digital health maturity models allow healthcare organizations to evaluate digital health capability and to develop roadmaps for improving patient care through technology. There are many models available commercially for healthcare providers to use to assess their digital health maturity. Currently, there are limited evidence-based methods to assess the quality, utility, and efficacy of maturity models to select the most appropriate model for the given context. To develop a framework to assess digital maturity models and facilitate recommendations for digital maturity model selection. A systematic, consultative, and iterative process was used. Literature analyses and a stakeholder needs analysis (n = 23) was conducted to develop content and design considerations. These considerations were incorporated into the initial version of the framework developed by researchers in a design workshop. External stakeholder review (n = 20) and improvements strengthened and finalized the framework. The criteria of the framework include assessment of healthcare context, feasibility, integrity, completeness and actionability. Users can compare model performance in order to select the most appropriate model for their context. The framework provides healthcare stakeholders with a consistent and objective methodology to compare digital health maturity models, informing approaches to choosing a suitable model. This is a critical step as healthcare evolves towards a digital health system focused on improving the quality of care, reducing costs and improving the provider and consumer experience.

Developing a digital maturity model for the sales processes of industrial projects

To support adequate strategic decisions, every digital transformation begins with an analysis of the current state of the company. These analyses often include the use of digital maturity models (DMMs). There are numerous DMMs in a wide variety of industries and application areas. While most of these models primarily address the digital maturity of manufacturing companies as a whole, only a few DMMs focus on particular departments or processes. Thus, there is a research gap in this field of study. This paper contributes to the identified gap by developing a DMM for the sales process in B2B project business. Building on a literature review that identified and examined specific DMMs which have been developed in the B2B context, we conducted a case study using expert interviews at a large German industrial company to develop a DMM of the different phases of the sales process. This DMM shall contribute to the research of maturity models and guide companies of different industries in their digital transformation activities focusing on the digitalization of their sales process.

Sustainable Digitalization by Leveraging Digitainability Matrix in Supply Chain

Digitalization, also called digital transformation, applies digital technologies and enablers to bring transparency and intelligence to operations to increase efficiency. Sustainability aims to responsibly control the impact of operations on society and the environment. Digitalization creates new opportunities and possibilities for business but also produces new challenges in sustainability. In most cases, strategies related to digitalization and sustainability operate independently and are driven by separate sub-organizations in a decentralized and sporadic manner. A digital maturity model is a valuable tool to access the current state of the supply chain and guide it toward a better state of digitalization. The digitainability matrix, also knowns as the digital sustainability matrix, serves as a collaborative method to address any potential short-term or long-term undesired effects of digital technology usage. A seamless global supply chain with sustainability at the center of all activities and adopting visibility and integration at all touch points helps organizations. Business managers should adopt green digitalization tools to improve their sustainability performance which is vital to improve an organization's triple bottom line: profit, people, and the planet.

Digital Transformation Evaluation for Small- and Medium-Sized Manufacturing Enterprises Using the Fuzzy Synthetic Method DEMATEL-ANP

In view of the characteristics of small- and medium-sized manufacturing enterprises and the status quo of digitalization, it is necessary to develop a more applicable digital transformation maturity model. The decision testing and evaluation laboratory method (DEMATEL) is used to provide the visual impact relationship between digital transformation criteria, and combined with the network analytic hierarchy process (ANP) to determine the mixed weight of indicators, and then fuzzy comprehensive evaluation is used to evaluate the digital maturity of small- and medium-sized manufacturing enterprises. The empirical analysis of small- and medium-sized manufacturing enterprises in Guangdong Province shows that digital strategy and information technology play a key role in the digital transformation of enterprises, and digital process and digital innovation are the main problems faced by small- and medium-sized enterprises. In addition, the digital maturity of enterprises is related to the industrial base, regional policies, industry types, etc. This study provides some guidance for the implementation path selection of small- and medium-sized enterprises’ digital transformation and accelerates the digital transformation and sustainable development of small- and medium-sized manufacturing enterprises.

A multi-dimensional model to the digital maturity life-cycle for SMEs

As companies try to maintain and strengthen their competitive advantage, they should be aware of the level of their digital maturity. The study aims to present a methodology that helps to determine the position of a small and medium-sized enterprise in the digital maturity life-cycle. This is performed on the basis of maturity and digital maturity models, and company growth theories. A number of studies and models have been prepared to determine digital maturity on the basis of various sectoral criteria, but these are all one-dimensional. The study therefore proposes a multi-dimensional model for determining the digital maturity life-cycle of small and medium-sized enterprises that takes into account companies’ digital maturity, the IT intensity of various sectors and their organizational characteristics. The model defines five maturity levels together with their relevant characteristics, classified into three levels in terms of data-information. It can help small and medium-sized enterprises adopt more accurate decisions regarding areas in need of development.

Sustainability and digitalisation: Using Means-End Chain Theory to determine the key elements of the digital maturity model for research and development organisations with the aspect of sustainability

Organisations are under pressure to digitally transform and become more sustainable. Thus, the convergence of digitalisation and sustainability is inevitable. There are several Digital Maturity models that help companies to develop their digital roadmaps, however, none of them have been developed for Research and Development (R&D) organisations. Additionally, none of these models include the dimension of sustainability. In this paper the authors used the Means-End Chain method to determine which are the key dimensions of the digital maturity model tailored for R&D, as well as to investigate the link between digital transformation and sustainability. The results show that although technologies are important, they cannot successfully transform the organisation on their own. They must be supported by people and culture change. The results also highlighted that sustainability is high on the agenda and cannot be ignored when progressing towards the higher level of Digital Maturity. The findings may serve as a reference for any organisation that is building or revising its digitalisation or sustainability strategies. It highlights the important dimensions that should be considered and prioritised when preparing the transformation roadmap. These dimensions are tailored for R&D but can be a good indication for any other type of organisation.

Study on the Digital Transformation Capability of Cost Consultation Enterprises Based on Maturity Model

The digital maturity model (DMM) can help enterprises scientifically evaluate their digital maturity level, identify their weaknesses, and then further formulate improvement strategies. Most of the existing relevant studies focus on the Internet industry, new retail industry, and manufacturing industry, while discussion on other industries is rare. The cost consultation industry is a typical data-intensive industry. The study on its digital transformation capacity is a response to the digital cost trend in the current engineering field. The purpose of this paper is to build a DMM to evaluate the digital maturity level of cost consultation enterprises. Based on capability maturity theory and industry characteristics, the key dimensions and specific evaluation index system of the digital transformation of cost consultation enterprises are determined by using literature analysis, expert interview, and other methods, and a DMM of cost consultation enterprises is built. The model covers six dimensions, namely, top-level design, infrastructure, cost consultation business process, professional management, comprehensive integration, and digital cost performance, which are divided into 18 categories and 61 domains. On this basis, the analytic hierarchy process (AHP) and fuzzy comprehensive evaluation are comprehensively used to evaluate the digital maturity. Finally, a benchmark central enterprise in China’s high-speed rail industry, the Institute of Industry and Economics, China Railway Siyuan Survey and Design Group Co., Ltd. is selected for the case study. Results show that this enterprise, as a whole, is at the digital pioneer level. However, the effects of professional management and comprehensive integration are general, which should be the future improvement direction of digital transformation. This paper can provide the theoretical reference for the digital transformation of the cost consultation industry.

What is Digital Transformation and Digital Maturity?

The purpose of this paper is to investigate the concepts of digital transformation and digital maturity, and specifically how they are conceptualized and how they relate to each other, in order to develop insights, critical reflections, future research paths, and research questions. The methodology is based on the three elements: a structured review of scholarly literature where both concepts occur, an AI-based study of both concepts, and a qualitative study with input from 177 experts on digital transformation. Findings confirm the conceptual ambiguity of both concepts which has been noted in extant literature. This ambiguity makes it difficult to rely on – let alone generalize from – digital transformation research output. This paper suggests both the possibility to deduct, from literature, an alternative definition of digital transformation as the “change between different states of digital maturity”, and the possibility of further simplifications, reductions, and variations, of both concepts. The theoretical and practical rationale is that change is the smallest common denominator of digital transformation, and that digital maturity is easier to measure, largely as an effect of existing and established classic maturity model, concepts, and constructs (e.g., organizational culture, leadership, learning, upskilling, et cetera) being increasingly used in general digital maturity models, which may suggest that digital transformation is not very different from other organizational changes, which in turn could have theoretical and practical implications for how the concepts of digital transformation and digital maturity are understood, measured and, ultimately, managed. The paper also highlights possible misconceptions in literature, and suggests that the successive changes between states are non-linear, as opposed to linear, and multi-directional, as opposed to unidirectional. This paper predicts a decreased use of term digital as a qualifying prefix, and that suggests that effectiveness is a common term which encapsulates what digital maturity represents. Keywords - Digital transformation, Digital Maturity, Change Management, Strategy, Literature Review, Paper type - Research paper, Empirical, Conceptual

Identifying critical capabilities for improving the maturity level of digital services creation process

Purpose: This research aims to develop a digital capability maturity model to find the critical capability and define the maturity level of the digital services creation process for the Business Process Outsourcing (BPO) company, which services cover the end-to-end client’s non-core activities involving people, process, and technology.Design/methodology/approach: The study conducts qualitative approaches in variables selection using grounded theory, followed by in-depth interviews and focus group discussion confirming the chosen variables as relevant capabilities. Additionally, quantitative approaches are used to define the impact of those capabilities on the process through an online survey of 208 employees and Structural Equation Modelling (SEM) for model analysis.Findings: The research proves that alignment strategy has a positive impact on the organizational and individual capabilities, both of which have a positive impact on the process. All capabilities are defined in the “quantitatively managed” maturity level, while the collaboration culture and value creation skill indicators are required to be prioritized in development for having a significant driver yet an inferior performance.Practical implications: The proposed model is built to be generally utilized to help the BPO companies understand their critical capabilities and improve their maturity level to lead the industry. The research contribution is not only to develop a model that is suitable for a particular business but also to create more value for academic purposes through improving the model by introducing a new variable "alignment strategy" and “organizational capability” as an essential component influencing the process.Originality/value: This is a multimethod study that elaborates empirical evidence, literature review, and professional judgment to assess the capabilities of the digital services creation process, to prove the importance of alignment between those capabilities, and to define the process maturity level.

Digital transformation maturity model development framework based on design science: case studies in manufacturing industry

PurposeThis study aims to propose a novel maturity model development framework based on design science theory utilizing qualitative and quantitative methods for empirical evidence and develops a descriptive digital transformation maturity model by using the proposed framework.Design/methodology/approachDesign science theory is deeply explored and extended to propose a novel maturity model development approach, including robust and rigorous validation processes. Thus, three consecutive discussion sessions and evaluations with experts are carried out iteratively to evolve and saturate the efficiency and utility of the maturity model, and consensus among experts at each session is validated by the intra-class correlation (ICC) coefficient. Furthermore, the Wilcoxon signed rank test is utilized to test whether there is a difference between consecutive sessions. Finally, prototype testing as a pilot study and two case studies in the manufacturing industry are carried out to validate the applicability of the developed maturity model.FindingsA 3-phase maturity model development framework that includes the activities and outcomes in each phase emerge based on the design science theory. The comparative literature analysis and discussion sessions resulted in six dimensions, ten sub-dimensions, 39-capability items that circumscribe the digital transformation concept and five maturity levels that demonstrate conceptual consistency and a measurement tool for self-assessment. In addition, prototype testing and case studies show that the developed maturity model can measure the company's maturity level. Finally, it is proven that the digital transformation maturity model is developed by following the proposed maturity model development framework.Practical implicationsThe maturity model draws a framework for practitioners that facilitate an initial roadmap and enhance the adoption rate, and it motivates the practitioners for frequent and efficient assessments, thus helping the continuous improvement of the digital transformation journey.Originality/valueThe originality of this paper lies in proposing a novel maturity model development framework based on design science and presents the activities and validation methods for this purpose. Furthermore, a comprehensive and rigorously validated digital transformation maturity model is developed based on the proposed framework.

Transformasi Digital Pelayanan Perizinan Berusaha (SI ICE MANDIRI) di Mal Pelayanan Publik Kabupaten Sumedang

The use of information and communication technology in governance is a digital governance concept. Online single submission through government regulation number 24 of 2018 as a licensing reform through the concept of implementing digital government. As a response, the Sumedang Regency government underwent a digital-based service transformation through SI ICE MANDIRI. SI ICE MANDIRI as an online-based service system for each licensing and non-licensing at the one-stop integrated investment office. This study uses a descriptive qualitative method through direct observation and interviews with leadership informants, DPMPTSP technical employees, and the community in Sumedang. This study aims to determine and describe the extent of the service transformation process through SI ICE MANDIRI which is integrated with OSS on business permits in the Sumedang Regency environment. The results of this study reveal that SI ICE MANDIRI is still in the development stage, so licensing services are still not optimal. Using the theoretical concept of the Digital Government Maturity Model, it shows that the digital transformation of MANDIRI's SI ICE which is integrated with OSS occupies the integration stage, which means that the business license service process through OSS is carried out through an integrated system between the central government and the regions in various government agencies. Through this service system, the community or business actors carry out the permit process in one stage through the SI ICE MANDIRI and OSS systems.

Penerapan Model Maturitas Digital Pada Kinerja Startup

This study aims to apply a digital maturity model to measure startup performance. The maturity model consists of dimensions and criteria, which describe the area of ​​action, and maturity stages which indicate the evolutionary path to maturity. Data collection was obtained using a questionnaire given online at the startup. The research design consisted of three steps: developing a digital maturity model dimension through literature review, expert interviews, and focus groups, online surveys among individuals, and data analysis using the Rasch algorithm and cluster analysis. From these findings, it can be said that some attention should be paid to the business intelligence capacity of startups, given its impact on company performance. In addition, the effect of network learning through business intelligence is significant and presents a positive influence on performance. The results from empirical studies show that understanding the strategic importance of digitalization, as well as using digital technology for collaboration, is already practiced in most companies. However, creating a personalized customer experience based on big data analysis or process automation is characterized by a lower level of achievement. Companies are starting to carry out digital transformation more systematically and strategically, by creating measurable goals and defining roles and responsibilities within the organization. These results help practitioners as well as researchers, better understand the processes through which organizations are truly involved in their digital transformation.

SME Family Firms and Strategic Digital Transformation: Inverting Dualisms Related to Overconfidence and Centralization

The high uncertainties, investments, and demands related to digital transformation are especially crucial for resource constraint small and medium sized family firms. Our qualitative case study resonates with previous research, finding that such firms show low levels of strategizing and a pragmatic-incremental approach to digital transformation, often hindered by their traditionalism. In addition, we reveal that small and medium sized family firms tend to follow a reactive digital transformation. A reactivity trap appears when they operate in strongly regulated industries that demand extensive attention on such institutionalized pressures. Additionally, we draw attention to two inverting dualisms. First, strong top management centralization which is most detrimental to digital transformation as it is accompanied by low digital competence of managers. Second, manager’s overconfidence about their competitive positioning and concurrently discounting and frightening digitalization. In theorizing our findings, we provide propositions and a process model. In the realm of practical implementations, our study suggests digital maturity models for identifying the (relational) status quo of the SME’s digitalization.

Comprehensive review of a Digital Maturity Model and proposal for a continuous digital transformation process with Digital Maturity Model integration

In recent years, digital transformation has become one of the most popular trends for enterprises worldwide. The global trend of digital technologies and the COVID-19 pandemic have made the growth speed of digital transformation steadier than ever. In this condition, practitioners and academic researchers believe that the Digital Maturity Model is one of the most effective weapons in helping managers and the workforce manage to transform their businesses digitally. However, the Digital Maturity Model (DMM) is a type of maturity model (MM) that is relatively new in model development and digital maturity assessment methodologies, especially when integrated into an extensive digital transformation process. With this paper, the authors aim to conduct a comprehensive review to clarify the current state of the DMM field, including its essential characteristics, popular elements belonging to its structures, the number of methods, and techniques used in developing and applying them. In addition, these papers identify significant areas of research underway. Moreover, the authors raise some challenges for the field in the capture of results by reviewing them: i) the need to standardize its component names; ii) a contextualized but low-cost DMM for SMEs to use in their business; iii) the need for positioning DMM applied processes in a master digital transformation process and in a dynamics context that help applications of DMM more efficient. The authors proposed a solution for the third challenge through a conceptual model integrating DMM into a continuous digital transformation process. Keywords: Digital Transformation; Digital Maturity Model; Continuous Transformation Process; Change Management.

ORGANISATIONAL DIGITAL TRANSFORMATION OF SMEs—DEVELOPMENT AND APPLICATION OF A DIGITAL TRANSFORMATION MATURITY MODEL FOR BUSINESS MODEL TRANSFORMATION

One of the most challenging difficulties for incumbent organisations, especially small- and medium-sized enterprises (SMEs), is to manage digital transformation driven by technological change. Incumbent organisations’ responses to digital transformation have been extensively studied in the current literature. However, most research neglects digital transformation in SMEs. There are hardly any valid developed measures for the maturity of digital transformation. We present a holistic digital transformation maturity model based on an extensive literature review, qualitative computer-assisted data analysis, and empirical findings. The digital transformation maturity model focuses on small- and medium-sized enterprises’ unique features and characteristics. We proved the practical applicability and relevance of the digital transformation maturity model in an extensive study involving various organisations, particularly German SMEs ([Formula: see text]= 310). Organisations can use this model to assess themselves initially and, through this process, gain a comprehensive understanding of the multiple forms of digital transformation.

HOW APPLICABLE ARE DIGITAL MATURITY MODELS TO SMEs?: A CONCEPTUAL FRAMEWORK AND EMPIRICAL VALIDATION APPROACH

The aim of this paper is to investigate the current landscape of digital maturity models for small- and medium-sized enterprises (SMEs) and the capabilities embedded in the models using a semi-systematic literature review and semi-structured interviews. Based on current knowledge, our research provides insights into the gaps in maturity model research for SMEs. Our primary findings show that digital maturity modelling, particular for SMEs, is currently a significant topic across several industries but remains limited by the lack of procedural properties and suitable SME-specific capabilities. This is supported by our literature review and initial interview findings. The paper offers a conceptual framework including defined criteria and essential properties. Furthermore, the paper outlines a transparency approach to empirical validation to increase the rigor of future maturity model research.

A Big Data strategy to reinforce self-sustainability for pharmaceutical companies in the digital transformation era: A case study of Egyptian pharmaceutical companies

The Big Data-driven economy has emerged, and data is known as the new petroleum of the current century. Big Data (BD) analytics can play an essential role in building a self-sustainable competitive advantage for the pharmaceutical industry by feeding pharmaceutical drug corporations with different directions, patterns, and behaviours of the health’s ecosystem. Unfortunately, many Egyptian local pharmaceutical companies use obsolete strategies to create a standalone competitive advantage. Most of these firms face numerous challenges in adopting a smart strategy based on BD analytics. This research provides an overview of the barriers that hinder the full utilization of BD analytics in local Egyptian pharmaceutical firms. These obstacles are categorized into four groups: culture, strategies, technology and processes. A descriptive analysis methodology was applied to create an in-depth understanding of BD challenges. The qualitative study consists of two approaches: case-analysis study and semi-structured interviews. Furthermore, we suggest a comprehensive strategy that includes five phases (Analysis, Benchmark, Design, Implement, and Evaluate). This strategy is an advanced adaptation of the digital transformation maturity model and can be used as a guideline to effectively adopt and utilize the BD analytics approach.