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Insufficient productivity development in the global and Finnish infrastructure sectors indicates that there are challenges in genuinely achieving the goals of resource efficiency and digitalization. This study adapts the approach of capability maturity model integration (CMMI) for examining the capabilities for productivity development that reveal the enablers of improving productivity in the infrastructure sector.

Civil engineering in Finland was selected as the study area, and a qualitative research approach was adopted. A novel maturity model was constructed deductively through a three-step analytical process. Previous research literature was adapted to form a framework with maturity levels and key process areas (KPAs). KPA attributes and their maturity criteria were formed through a thematic analysis of interview data from 12 semi-structured group interviews. Finally, validation and refinement of the model were performed with an expert panel.

This paper provides a novel maturity model for examining and enhancing the infrastructure sector’s maturity in productivity development. The model brings into discussion the current business logics, relevance of lifecycle-thinking, binding targets and outcomes of limited activities in the surrounding infrastructure system.

This paper provides a new approach for pursuing productivity development in the infrastructure sector by constructing a maturity model that adapts the concepts of CMMI and change management. The model and findings benefit all actors in the sector and provide an understanding of the required elements and means to achieve a more sustainable built environment and effective operations.

The purpose of this paper is to study how a general standardized processes assessment capability/maturity model, such as Capability Maturity Model Integration (CMMI), can be combined to a standardized benchmark of logistics processes best practices, such as FD X50-604, to propose a new approach that evaluates logistics processes capability/maturity.

First, an analysis study of CMMI model and X50-604 standard is performed. In order to prove their coherence, a deep comparative analysis of CMMI and X50-604 practices is conducted. As illustration, the paper focuses on a particular application of this approach to evaluate capability/maturity of distribution logistics activities. An industrial case study that aims the validation of this particular application is finally conducted in a furniture company.

The authors estimate that the paper findings provide an operational guide for industrials to evaluate their distribution processes that is a practical, verifiable, repeatable and extensible to other logistics process areas and an interesting opportunity to evolve the standard FD X50-604 regarding CMMI requirements to assess capability/maturity of logistics processes.

In general, the few capability/maturity-driven models analyzed in literature present some limits that do not allow their diffusion in the industrial level, especially in logistics. This study proposes a new approach based on standards that provide an operational guide for industrials to evaluate their distribution processes based on capability/maturity concept.

The use of capability maturity model integration (CMMI) on its own can be problematic for the organisation because it does not provide a roadmap to implementation or identification of key process improvement areas, but instead only provides the goals for each level of implementation. Addition of another framework such as control objectives for information and related technology (CoBIT) can add the required operational data, but poses some unique challenges for implementation. However, the integration of Information Technology Infrastructure Library (ITIL), CoBIT, and ISO/IEC 22007 provides a roadmap to the integration of CMMI and CoBIT. The purpose of this paper is to discuss this co‐implementation and integration of the two frameworks, as well as the underlying framework of a new proposed integration model.

A literature review approach is used to address issues that have evolved from the empirical literature regarding the integration of CMMI and ITIL with other standards and determining whether this approach can be applied to the integration of CMMI and CoBIT as well. This literature review also provides insight into roadblocks to the implementation and structural improvements for CMMI.

The literature review demonstrated that the integration of CMMI and CoBIT could potentially be performed using the same techniques used in integrating ITIL and CoBIT, which provides a valuable guideline for further research into this area. However, further work will be required in order to determine the specifics of integration.

The paper adds to the existing literature by discussing the integration of CMMI and CoBIT and examining how these two frameworks can work together in order to create the basis for a new integration model.

This research study aims to introduce a maturity model based on capability maturity model integration (CMMI) that can assess the digital manufacturing maturity level of manufacturing companies.

A CMMI model for the manufacturing industry is designed to assess the digitalisation level of manufacturing industries. The model is developed exclusively for the process area “organisational process focus” (OPF), and the digitalisation level is quantified using fuzzy logic by employing a case study approach.

The CMMI is successfully employed to assess the digitalisation level of a manufacturing organisation using the fuzzy logic approach. The triangular fuzzy number of the Fuzzy CMMI Measure Index (FCMI) is obtained as (6.08, 7.33, 8.52). The transformation of FCMI into linguistic terms discloses the digitalisation level of the manufacturing organisation as “Capability Maturity Level 4” (CML 4).

The authors tested the suitability of CMMI in the manufacturing sector. The operational concept introduced in this research sets forth a unique framework to quantify the digitalisation level of manufacturing industries.

The purpose of this paper is to propose a framework for assessing the maturity level of electronic government (e‐government).

The conceptual framework is based on two models: the intellectual capital (IC) management and the capability maturity model integration (CMMI).

The framework is composed of four input areas (human capital, structural capital, relational capital, and IT investment) and five maturity stages (web presence, interaction, transaction, integration, and continuous improvement). These areas are assessed by using the IC management model and the CMMI model. Employing the IC management process enables not only practitioners to effectively manage resources, but also auditors to more objectively assess the input area. Using the CMMI model allows governments to conduct process‐based assessments.

The paper contributes to the literature and practice in the following ways. First, it outlines how to define and assess key attributes of e‐government activities. It can help governments to enhance the awareness and understanding of maturity levels of e‐government. Second, this research expands the scope of current studies on a maturity model by providing a balanced view between input factors (resources) and results (maturity stages). For practitioners, assessing the input factors enables them to realize how to prioritize strategies and resources. For academics, this attempt sheds light on the concepts of IC in e‐government studies. Third, considering the CMMI model will be helpful to conduct an objective and useful assessment. On the basis of a matrix for assessing maturity levels, governments can conduct self‐assessment and establish stable and mature implementation processes.

Organizational capabilities are crucial to achieve the objectives. A plethora of maturity models is available to guide organizational capabilities that create a perplexing situation about what stuff to improve and what to leave. Therefore, a unified maturity model addressing a wide range of capabilities is a necessity. This paper establishes that a flexibility maturity model is an unified model containing the operational, strategic and human capabilities.

This paper does a comparative analysis/benchmarking studies of different maturity models/frameworks widely used in the information technology (IT) sector with respect to the flexibility maturity model to establish its comprehensiveness and application in the organization to handle multiple goals.

This study confirms that the flexibility maturity model has the crucial elements of all the maturity models. If the organizations use the flexibility maturity model, they can avoid the burden of complying with multiple ones and become objective-driven rather than compliance-driven.

The maturity models used in information technology sectors are used. This work will inspire other maturity models to adopt flexibility phenomena.

The comparative analysis will give confidence in application of flexibility framework. The business environment and strategic options across organizations are inherently different that the flexibility maturity model well handles.

A choice is put to an organization to see the comparison tables produced in this paper and choose the right framework according to the prevailing business situation.

This is the first study that makes a conclusion based on comparative benchmarking of existing maturity models.

The purpose of this paper is to describe two related fields – knowledge management (KM) and capability maturity model integrated (CMMI^SM) – and highlight their similarities.

The KM framework used for this comparison is the one established and used at Israel Aircraft Industries, while the CMMI^SM source of information is none but the original document produced by the CMMI^SM product team at the Carnegie Mellon University, as well as papers published on the subject.

Knowledge management is a rather young discipline promising to maximize innovation and competitive advantage to organizations that practice knowledge capture, documentation, retrieval and reuse, creation, transfer and share to its knowledge assets in a measurable way, integrated in its operational and business processes. The capability maturity model integrated deals with the ways an organization has to follow, in order to maintain well mapped processes, having well defined stages, because of the assumption that in mature organizations, it is possible to measure and relate between the quality of the process and the quality of the product. Though KM and CMMI^SM take different approaches to the achievement of competitive advantage, they seem to be supporting as well as dependent of each other.

Practitioners as well as researchers in the field of knowledge management and in the implementation of the CMMI^SM standard will find comfort in realizing how mutually supportive are these two fields.

The purpose of this research is to determine the convenience of using a contract model as an integration mechanism for decision-making in a decentralized supply chain of small agricultural producers in a developing country, taking as hypothesis coordinated chain achieves better management. The analysis is based on information obtained by direct inquiry to 99 small producers in the region, about planning, production, marketing and distribution in the chain, supplemented with secondary information sources.

As a methodology an analysis of maturity in the chain based on the Capability Maturity Model Integration is done, whose evaluation is later analyzed as a fuzzy logic model, with the support of the fuzzy logic of the MATLAB toolbox, to study the convenience of the use of the contract against the other mechanisms, and to establish an approximation to the level of readiness of the chain toward integration.

Results obtained show that the small farmer supply chain studied, from a maturity perspective, has a strong disposition for the use of contracts as an integration mechanism.

The supply chain for small producers presents a high dispersion, little consolidated offer capacity and lack of coordination. Limitations in terms of information and criteria unification are a challenge for future research. Results have socioeconomic implications for small producers and can serve as a guide to formulate policies by the governments in Latin American countries.

As practical implications, it can be stated that the use of supply contracts is a real mechanism that can be implemented in this type of chain, to break the mistrust between the echelons and improve the supply chain performance. This research will allow to establish support programs from local governments for the sustainability and improving income of small producers. In addition, contracts will allow to formalize the linkage of small producers to a sustainable commercial network.

Small agricultural producers in developing countries live in unfavorable conditions, with socioeconomic limitations. This work offers an alternative for their productive activity development that will allow them access to marketing chains in a safe way and improve their living conditions.

Previous studies related to the maturity toward the chain integration and fuzzy logic as a hybrid methodology, were not found in the literature, and less even applied to a chain of small agricultural products.

The purpose of this paper is to investigate the elements of lean concept and identify those principles which are applicable to service organizations, also, to compare the lean best practices with CMMI‐SVC v1.2 model goals and practices and find out the compatibility.

The capability maturity model integration (CMMI) for services (CMMI‐SVC v1.2) model, developed by Software Engineering Institute is a collection of best practices applicable to service operations. Lean concepts, on the other hand, originated from manufacturing but of late lean principles and best practices have been implemented in some services organizations. As lean concepts originated from manufacturing and CMMI‐SVC v1.2 from software industry, there could be some overlapping content and some differences and each may offer some distinct advantages. This paper is based on the review of the contemporary literature on lean concepts and CMMI‐SVC v1.2 model, including books, journal articles and handbooks. The authors involved a group of practitioners and experts with theoretical and practical expertise on the CMMI framework, software process improvements as well as lean principles and services to find out which lean principles are applicable to service organization and also the compatibility of lean and CMMI‐SVC v1.2 practices.

The authors have defined a set of lean best practices which can be applied to service organizations. It is concluded that integration and harmonization of both lean and CMMI‐SVC v1.2 practices is possible and in many ways the practices are complementary. In the future, a unified model based on both lean and CMMI‐SVC v1.2 can be developed by combining the best practices of both.

This paper has reviewed the lean literature and grouped the lean best practices which are applicable to service organizations. It has compared the lean best practices with CMMI‐SVC v1.2 best practices. Little research has been done on comparison of lean best practices with CMMI‐SVC v1.2 model.

The purpose of this study is to develop a CMMI model for the manufacturing industry and to find an appropriate method to assess the CMMI level. The CMMI level indicates how well the processes are planned, performed, measured and controlled, thus revealing the performance level of an organization.

Among the various process areas of CMMI, “organizational process focus” (OPF) is selected for the study. The CMMI model for the process area OPF is designed based on the CMMI enablers, criteria and attributes. Based on this multilevel model, a case study approach is adopted and fuzzy logic is used to measure the CMMI level of an organization. The fuzzy performance importance index (FPII) and the ranking score are used to further analyze the attributes.

The proposed model has been successfully used to measure the CMMI level of the manufacturing industry in south India. The triangular fuzzy number of the fuzzy CMMI measure index (FCMI) is obtained as (2.077, 3.534, 5.000). The transformation of FCMI back into linguistic terms discloses the current CMMI level of the industry as “Capability Maturity Level 2” (CML 2).

The authors tested the suitability of an inter-disciplinary approach known as CMMI for the process appraisal in the manufacturing sector. The investigation sets forth a unique framework to quantify the performance of practices followed in a manufacturing organization and thereby help the industry to realize the present strength and weakness in terms of process assets.