Maturity Level Of Organization Research Articles

Quantifying the decentralization elements for robust smart manufacturing systems

Recent years have seen the emergence of several new manufacturing paradigms due to consumer demand for more customized, intelligent, and sustainable products and the explosive rise of the industrial Internet and cyber-physical technology leasing to the development of smart manufacturing systems. However, the quantification of several capabilities for smart manufacturing systems, such as decentralization, customization, interoperability, etc., is a matter of concern. The current research makes an attempt in this direction by questioning the need for this "multiplicity" of definitions and employs a methodical methodology to quantify the decentralization components to produce a coherent "blueprint" that justifies and integrates all of these many points of view. Further, a conceptual analysis of the model is made to discuss the alterations in the intelligence offerings with the enhancing implementation level of smart manufacturing systems. Based on the graphical analysis, the various level of organizational maturity with the enhancing smart manufacturing implementation is deliberated. The research provides significant directions to the managers to effectively plan, design, and execute the decentralization aspects with the increasing deployment level of smart manufacturing systems at a limited investment.

The Sixth Organizational Maturity Level and Autonomous Digital Transformation for Nonlinear or Exponential Growth

The Sixth Organizational Maturity Level and Autonomous Digital Transformation for Nonlinear or Exponential Growth

Policy integration of climate change adaptation in Central America: A review for development, land‐use planning, and risk management

AbstractCentral American countries have been described as highly exposed to the negative effects of climate change (CC). Policies dedicated to CC and climate policy integration—mainstreaming—into sectoral policies have been considered key strategies. Previous research has documented the progress made in this region regarding dedicated policies, but regarding policy integration, information is limited or nonexistent. This article aims to address this gap by studying the level of integration of climate‐change adaptation considerations into three prioritized sectors—general development planning, risk management, and land‐use planning—by applying three criteria for policy integration—inclusion, consistency, and weighting. The results show a progressive trend to integrate adaptation into the policy outputs of the three sectors in all countries. Still, the operational level of instruments in some cases fails to fulfill the mandates to mainstream climate adaptation, and consistency is limited. These failures are indicators of lower levels of organizational maturity, which has also been detected in other developing countries and is connected to conflict and tradeoff avoidance behaviors as a filtering strategy to ensure progress at the cost of leaving key issues outside the mainstreaming process.

A bibliometric study of organizational storytelling/narrative research

Organizational storytelling/narrative was largely ignored in the academic literature before the 1970s. Today, however, with the spread of ‘storytelling thinking’, this concept has been explored across disciplines including sociology, psychology, anthropology and philosophy. Although much research has emerged in the field of organizational narrative/storytelling, no study has addressed the bibliography of this subject quantitatively. This article is a bibliometric study of organizational storytelling/narration that aims to fill this gap. The data came from the Web of Science (WoS), which includes 441 documents between 1955 and January 2022. VOSviewer software was used to draw charts and create tables. The findings show that most documents have been published in this area in the last two decades, mainly in the United States. This bibliographic study offers two key findings for the field of organization storytelling. First, co-citation analysis provides four clusters, namely Cluster 1: healthcare, Cluster 2: stories of a darker side, Cluster 3: collective centring and collective sensemaking to express organizational culture and Cluster 4: identity and knowledge, shows in which topics the researchers of organizational storytelling/narrative have been most active. Second, co-occurrence analysis presents six clusters, Cluster 1: identification, Cluster 2: systems, Cluster 3: evolution, Cluster 4: performance, Cluster 5: power and Cluster 6: self, which are placed in a logical path related to the maturity levels of the organization and illustrate the topics that correspond to each organizational maturity level. Given the nature of the narrative/story, future researchers are likely to focus more on qualitative analysis and other aspects of quantitative analysis, including citations. Future research should focus on quantitative and qualitative analysis of the existing models of storytelling/narrative.

Comprehensive economic analysis and assessment of project implementation efficiency

Subject. The article is devoted to comprehensive analysis of projects to improve the effectiveness of their implementation. Objectives. The aim is to develop a comprehensive methodology for evaluating the effectiveness of project implementation in conditions of uncertainty and risk. Methods. The study draws on systems approach, using general scientific research methods, like deduction, classification, systematization, synthesis, analysis, and empirical research tool, i.e. questionnaires. The theoretical basis of the study was the works of Russian scientists in the field of economic analysis. Results. We developed a methodology for complex economic analysis and evaluation of project implementation efficiency. It includes three analytical blocks: project closure risk assessment by life cycle phase, based on integrated indicators obtained under the method of multidimensional comparison; project ranking, using the hierarchical cluster analysis of time, resource and quality limitation indicators as part of the total portfolio of projects; scoring diagnostics of the level of organizational, methodological and functional maturity of project management system, using the proposed system of test indicators. Conclusions. It is necessary to organize analytical support for projects to increase the efficiency of their implementation and maintain the financial stability of an economic entity applying project management. The developed methodology enables evaluation upon project completion and after the end of individual phases, which makes it possible not only to prepare an information base for making operational management decisions, but also to generate data for adjusting the project management strategy in the organization.

Information security awareness maturity: conceptual and practical aspects in Hungarian organizations

PurposeThis paper aims to provide a maturity model for information security awareness (MMISA), based on the literature, expert interviews and feedback. In addition to developing the MMISA, the authors investigate the role of the three decisive factors that affect ISA maturity level: risk management mechanism, organizational structure and ISA.Design/methodology/approachThe research methodology is a combined one; qualitative and quantitative methods were applied, including surveying the literature, interviews and developing a survey to collect quantitative data about decisive factors that affect ISA maturity level. The authors perform a variance-based partial least squares-structural equation modeling (PLS-SEM) investigation of the relationships between these factors.FindingsThe investigation of decisive factors of ISA maturity levels revealed that if the authors identify a strong risk assessment mechanism (through a documented methodology and reliable results), the authors can expect a high level of ISA. If there is a well-defined organizational structure with clear responsibilities, this supports the linking of a risk management mechanism with the level of ISA. The connection between organizational structure and ISA maturity level is supported by ISA activities: an increased level of awareness actions strengthens an organizational structure via the best practices learned by the staff.Originality/valueThe main contribution of the proposed MMISA model is that the model offers controls and audit evidence for maturity levels. Beyond that, the authors distinguish in the MMISA model controls supporting knowledge and controls supporting attitude, emphasizing that this is not enough to know what to do, but the proper attitude is required too. The authors didn't find any other ISA maturity model which has a similar feature. The contribution of the authors' work is that the authors provide a method for solving this complex measurement problem via the MMISA, which also offers direct guidance for the daily practices of organizations.

Group Decision-Making Model Based on 2-Tuple Fuzzy Linguistic Model and AHP Applied to Measuring Digital Maturity Level of Organizations

In the digital era, companies have experienced a progressive change in their business models, which has led them to develop greater agility to adapt to changing environments, and the necessity to properly manage the group decision making in these companies is patent. This paper shows how fuzzy models are utilized in group decision making. In this context, one of the most important group decisions to be adopted is how to manage the digital transformation of the company, drawing up the best possible roadmap. To achieve this goal, this paper proposes a new methodology improvement of group decision making based on a fuzzy 2-tuple linguistic model and the analytic hierarchy process (AHP) method. The suggested methodology proposes the calculation of the digital maturity level (DML) of companies based on five of the most cited and agreed upon criteria in the existing literature. The methodology proposed in this paper was tested and validated for the business case of Spanish SMEs through three different clusters to derive global recommendations tailored to each specific cluster and company segments, using a sample of 1428 companies. The main fundings reveal that the digital maturity level directly impacts on the size of the company and its digital mindset in the sense of driving change management processes. As future works, authors recommend extending the model to any industry using the proposed methodology and evaluate disruptive technologies such as artificial intelligence (AI) in supporting the digital transformation of SMEs.

Bayesian analysis of the relationship between process improvement practices and procurement maturity

Procurement maturity becomes a crucial indicator reflecting how effectively and efficiently a procurement function fulfills the expectations. Purchasing and supply management literature posits several maturity evaluation models providing tools for a comprehensive assessment of excellence. Quality management literature also handles that excellence issue from the process improvement perspective. This study investigates the role of process improvement practices in improving the maturity level of procurement organizations. A maturity assessment survey collects data from 96 purchasing and supply management professionals. We suggest a Bayesian hierarchical mean difference model that deploys a Markov Chain Monte Carlo (MCMC) sampler in inferring posterior parameters. Results indicate that firms regularly practicing process improvement activities have statistically higher performance than rarely or never practicing firms on aggregate procurement maturity and its sub-dimensions. These results emphasize that process improvement escalates procurement maturity from reactive to proactive level. As a novel branch of data science, we discuss the advantages of Bayesian hypothesis testing with the probabilistic programming approach compared to the traditional frequentist hypothesis testing.

PECULIARITIES OF USING PROJECT MANAGEMENT METHODS IN THE IMPLEMENTATION OF STRATEGIC MARKETING SOLUTIONS OF SMALL BUSINESS ENTERPRISES

The article examines the peculiarities of using technologies and methods of project management by small business enterprises, which take into account the specifics of this economy sector and contribute to the implementation of their development strategies. The results of the research of small business enterprises in the Cherkasy region, presented in the article, show what changes are associated with the project activities of the enterprises under study and which marketing projects are being implemented by them. The place and role of marketing projects in the implementation of a small business scaling strategy are determined and the necessity to manage the value of a marketing project as a significant factor in achieving business goals is substantiated. The state of project-oriented small business enterprises of the Cherkasy region according to the level of organizational maturity in project management is studied and the main problems of their project capacity are identified. An assessment of the impact of factors on the small business enterprises project activities is carried out, based on which it is determined that proactive behavior in project management will allow them to gain a competitive advantage and remain flexible in a rapidly changing business environment. In order to find ways to create project value and implement a scaling strategy, a matrix of the impact of project execution time parameters and market uncertainty on the choice of project management methods is presented, within which the areas of focus of project activities of small business enterprises are defined and substantiated. It is found that the project execution time is closely correlated with uncertainty processes in the market, and this interdependence affects the choice of marketing project management method and its implementation strategy. Under the conditions of different duration of project execution time and the degree of market uncertainty, four strategic focuses are proposed on which small business enterprises need to direct their efforts in order to successfully implement a business scaling strategy.

Towards the Development of a Framework for Assessing Organizational Governance Maturity for Technical Audit of Public Works

The quality of the audit work and its products is often associated with the organizational maturity of the audit function. The absence of a well-defined organizational maturity for an audit function leads to poor quality of audit work or products and ineffective audit function. The lack of a framework for measuring governance maturity was identified as a major deterrent factor to the attainment of quality audit work. Measuring the governance maturity of the technical audit of public works is challenging due to the absence of a maturity framework that fits its needs. The noted shortcomings include: (a) existing maturity frameworks used to assess organizational maturity have not been developed based on standards and requirements governing technical auditing; (b) defined technical competency for technical auditors, work methods and processes have not been covered in those frameworks rather focused on other types of audits than technical audits; and (c) the institutional framework considered in those frameworks are not applicable in technical auditing. The challenges impede the ability of the technical audit function to establish relevant and reliable criteria to measure governance, and it largely affects the growth of the technical audit functions and the quality of audit works. This paper provides a theoretical overview of what, why and how a framework can be developed for assessing the level of organizational governance maturity for technical audits of public works.

Penilaian Maturity Level Sistem Manajemen Kinerja Pendidikan Tinggi Berdasarkan Critical Success Factors

Higher education institution is an organization whose role is to produce professional, qualified and competitive human resources. Thus, it is required to be able to implement a good performance management system by building a common understanding of the goals to be achieved and how they can be achieved, as well as the approaches needed to manage and develop resources to improve individual, team and organizational performance. In order to be able to implement a performance management system effectively, adequate initial information is needed to determine the current level of organizational maturity as a basis for further improvement. In this study, a model of the maturity level of a performance management system was developed which was adapted to the form of higher education organization. The results show that the maturity level of the Polytechnic ATI Padang's performance management system is at level three, which means the organization already has clear and integrated policies and guidelines in carrying out its education and management processes followed by the use of up-to-date technology. The development and management of resources have been identified based on needs, as well as the formation of a participatory culture in most work units. Improved technology infrastructure is needed to enable effective use of data and the development of HR skills and knowledge regarding performance management systems so as to increase awareness of the influence of individual performance on the overall performance of the institution.

Information technology for choosing the project portfolio management approach and the optimal level of maturity of an organization

The choice of a project portfolio management approach has a significant impact on the effectiveness of the organization. However, each organization that carries out project activities must not only choose a project portfolio management approach, but also the degree to which its capabilities are used. This degree determines an organization's level of maturity in project portfolio management. There are many models of maturity known. The use of such models often involves a long study and costs organizations a lot of money. The paper is aimed at creating an information technology for choosing a project portfolio management approach and the optimal level of maturity of the organization in the field of project portfolio management. This information technology is created and presented in the form of IDEF0 diagram. Using information about the organization and the environment, experts can investigate the application of different alternative project portfolio management approaches. When performing this analysis, they use the Project Portfolio Management Approach Selection Method and the Organizational Maturity Level Selection Method for Portfolio Management. Using the first of these methods, experts can select the most appropriate approach based on two criteria: the risks from non-performance or imperfect performance of the processes of the generalized portfolio management process table and the cost of performing the approach processes. The second method is used to assess an organization's level of maturity in portfolio management and select the optimal level of maturity. Information technology is based on two developed applications. The first solution is designed to select the project portfolio management approach. The second application solves the problem of choosing the level of maturity of the organization in the field of portfolio management Projects. The applications have an intuitive interface. Both applications have been tested and are ready for use. Information technology is intended for use by project portfolio managers.

Evaluation of the Food and Drugs Authority, Ghana Regulatory Review Process: Challenges and Opportunities

PurposeThis study aimed to assess the current regulatory review process of the food and drugs authority (FDA) Ghana by identifying key milestones, target timelines, good review practices and quality decision-making practices and evaluating the overall regulatory performance from 2019 to 2021, as well as the challenges and opportunities for improvement.MethodsThe FDA Ghana representatives completed the optimising efficiencies in regulatory agencies (OpERA) questionnaire, including data identifying the milestones and overall approval times for all products registered by the FDA Ghana from 2019 to 2021.ResultsOf the new active substances approved from 2019 to 2021, 91% were biologicals processed by full or abridged reviews pathways. Timelines for these reviews were within authority targets but were longer compared with generics. Of generics approved from 2019 to 2021, 97% were pharmaceuticals processed by the full review pathway, with timelines within authority targets and shorter compared with new active substances. Regardless of the review model used, approval times for new active substances increased from 84 to 355 calendar days 2019–2021 due to the impact of the pandemic. Guidelines, standard operating procedures and review templates were in place and the majority of indicators for good review practices were implemented. Several quality decision-making practices were implemented, although currently there is not a systematic structured approach.ConclusionThe FDA Ghana monitors regulatory performance and currently meets its target timelines. To achieve World Health Organization Maturity Level 4 status, an electronic tracking system, benefit-risk assessment framework and template and the publication of assessment reports are recommended.

The Role of Organization Maturity Level to Improve the Information System Capability

Organization maturity level is rarely considered when adopted a new technology. Aim of this study is to find the role of organization maturity level in order to improve the information system (IS) capability through ERP implementation approach. There are four variables involved on this study, namely: ERP drives Business Process Reengineering (BPR) (X1), BPR drives ERP (X2) as independent variables, organization maturity level (Y) as a moderating variable, and IS capability (Y1) as a dependent variable. We applied the path analysis to identify direct and indirect effect between ERP implementation approach and IS capability through organization maturity level. There are 277 key individuals from 37 different organization which is represented 10 industrial sectors responded to the questionnaires. The response rate for this survey research is 39.57% from 700 questionnaires which were distributed. Survey result shows that organization maturity level has a major role which can improve to better IS capability in organization. It is shown that a direct effect between X1 and Y1 (ρY1X1=0.331) is lower than an indirect effect between X1 and Y1 through Y (ρYX1 and ρYY1 = 0.369). Whereas, direct effect between X2 and Y1 (ρY1X2=0.096) is lower than indirect effect between X2 and Y1 through Y (ρYX2 and ρYY1 = 0.233). It can be concluded that the organization has to put a more effort on organization maturity level in order to gain a better IS capability, especially when it uses BPR drives ERP approach to implement the ERP system.

ICT Technology Implementation and the Level of Process Maturity in an Organization

Purpose: The main objective of the article is to identify selected ICT technologies supporting higher levels of organizational process maturity. Design/methodology/approach: The research was conducted with the use of the following methods: bibliometric analysis, literature review and statistic methods. The empirical procedure was carried out on a non-random sample of 48 large organizations operating in Poland, using the CAWI technique. Findings: The empirical research carried out proved the existence, in the group of the organizations examined, of a statistically significant relationship between the implementation of artificial intelligence (AI), cloud computing (CC) and robotic process automation (RPA) technologies and, respectively, the third and fourth levels of process maturity, in accordance with the adopted multicriteria model of process maturity assessment (MMPM). Research limitations/implications: The burden of the presented empirical investigation results primarily arises from the applied technique of non-probabilistic research sample selection. This makes the obtained results limited to the examined sample of organizations. Originality/value: The originality of this article fills the cognitive gap consisting in the shortage of publications that present the relationship between the degree of implementation of ICT technology and the level of process maturity. The presented article addresses this gap by indicating a statistical relationship between the implementation of artificial intelligence (AI), robotic process automation (RPA), cloud computing (CC) technology and the level of process maturity of the organization.

Medicines Regulatory Science Expertise in Africa: Workforce Capacity Development and Harmonisation Activities Towards the Establishment of the African Medicines Agency.

The medicines regulatory landscape in Africa is undergoing transformation with at least two countries having National Medicines Regulatory Authorities (NRAs) that operate at World Health Organization (WHO) maturity level 3. However, this represents the exception as over 90% of African NRAs have limited capacity to perform core medicine regulatory functions, have a shortage of competent regulatory professionals, have high staff turnover, lack diversity of scientific expertise, and have staffing shortages relative to the high workload. A systematic approach to developing the regulatory workforce is therefore crucial to addressing the existing shortfalls in regulatory capacity, particularly at this time when efforts are underway to operationalise the African Medicines Agency (AMA). In this article, initiatives that are building African NRAs' regulatory capacity and developing their workforce are reviewed in preparation for work to be conducted by the AMA. We found that the African Medicines Regulatory Harmonisation (AMRH) initiative has been at the forefront of capacity building and workforce development mainly through the designation of specialised Regional Centres of Regulatory Excellence and the implementation of medicines regulatory harmonisation initiatives in regional economic communities. In addition, some NRAs within high-income countries and trusted institutions have been supporting regulators in low-income countries with registration assessments and facilitating access to quality-assured medical products through their stringent review procedures (SRPs). Capacity building has subsequently been facilitated through this active involvement of African regulators in SRPs. This article also provides recommendations for further capacity building and workforce development.

Quality Policy in Creating Organizational Maturity in a Medical Tourism Enterprise

Abstract This article examines the concept of organizational maturity, with particular emphasis on the importance that it can play in medical tourism. First, the concept of organization is subjected to an interdisciplinary interpretation in the light of the Polish and international literature on the subject. The influence of this area of enterprise management on the decisions made and the shaping of the pro-quality policy of the enterprise is considered - noting that the continuous and comprehensive improvement of intra-organizational processes, decisions taken and monitored, and long-term planning are determinants of the level of organizational maturity and contribute to the implementation of planned activities, while effectively responding to the needs of stakeholders. Next, selected results of a qualitative study conducted among selected private medical institutions specializing in medical tourism are presented. Despite the relatively rich literature in the field of tourist and medical services, few studies have looked at the importance of quality in management in private healthcare entities and its significant impact on the purchasing decisions of tourist patients, with a simultaneous emphasis on entities serving foreign medical patients. The survey was carried out in 2021 using the IDI (Individual in-depth Interview) technique, with a purposive sample of Polish and Croatian clinics providing services in the field of medical tourism holding a significant position in their respective market.

Assessing Transparency in eGovernment Electronic Processes

Context. The electronic government has become a trend for transforming public management to comply with the performance of an efficient, modern state. The processes for public procurement and personnel recruitment represent an essential fraction of a country’s public spending. Objective. Maturity models are tools for assessing different management dimensions resulting in some level of organizational maturity on an ordinal scale which can show null, partial, or total progress towards the desired state. This paper presents an e-government maturity model for public procurement and personnel recruitment processes, based on a literature review to determine the current state of research in the field. Methodology. We have used a known procedural model from Becker to support the design of the proposed model. Later on, we have tested it with government buyers and personnel recruiters. Findings. These initial results show that users understand the questionnaires designed for the study, and their answers allow us to obtain deep validation. A tool with these characteristics can be handy for measuring the degree of transparency in public entities, thus reducing corruption levels in their processes. Conclusion. This proposal describes the complexity of variables that influence the transparency of a socio-technical process in public tenders. We describe five levels of transparency for software procurement through development projects. These classifications enable the maturity levels of the transparency of electronic procedures used by government agencies to be measured in different dimensions. Implications. One of the crucial challenges to increasing a government’s transparency is defining a regulatory or legal framework that regulates its processes and allows the levels of transparency or corruption to be measured in its different departments. Thus instruments and metrics play a crucial role in monitoring the expected change. With direct application in the industry, a model is an essential step for fundamental transparency in electronic governments.

Information Security Management Maturity Models

Several maturity models for organizations, their subsystems and processes, for example, information security (IS) incident management are known. Continuing our earlier analysis of the most common maturity models (MMs), models and approaches to assessing the maturity level (ML) of organization's IS management (ISM) maturity, namely The Bank of Russia's ISM MM, ISMS Maturity Capability Model, NIST's IS MM, Open Group's ISM MM, Gartner's Security and Risk Management ML assessment, IS Risk Management Process MM, Security Incident Management Models, and IS Monitoring MM, are selected for consideration within the framework of this research.

Maturity Level Analysis of Digital Evidence Handling on Integrated Criminal Justice System based on NIST SP800-53 Revision 5 Using NIST Maturity

The challenge of handling digital evidence in an integrated justice system is that it is vulnerable, easy to change, and destroyed, so it needs to be protected from security threats when stored, processed, and transmitted by each interconnected law enforcer. This study aims planning evaluation as a part to enhance security control by analyzing the maturity level of XYZ's organization as a law enforcement in handling digital evidence in an integrated criminal justice system. So far, there has been no research that measures the level of maturity in the handling of potential digital evidence. This study uses the NIST SP800-53 Rev 5 security control standard and measures the maturity level using NIST Maturity. The result of the research is that the current organizational maturity level is 2.1 (range 0-5). The XYZ organization, in general, has had a pattern in dealing with digital potential in terms of information security and privacy, but it has not been established so it is still vulnerable, inconsistent, and reactive. Organizations need to improve control of information security and privacy optimally so that the security of digital evidence can be guaranteed. These results can be part of the evaluation process of the organization's planning to improve security controls.