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This paper presents a method for adapting an Information Security Focus Area Maturity (ISFAM) model to the organizational characteristics (OCs) of a small- and medium-sized enterprise (SME) cluster. The purpose of this paper is to provide SMEs with a tailored maturity model enabling them to capture and improve their information security capabilities.

Design Science Research was followed to design and evaluate the method as a design artifact.

The method has successfully been used to adapt the ISFAM model to a group of SMEs within a regional cluster resulting in a model that is aligned with the OCs of the cluster. Areas for further investigation and improvements were identified.

The study is based on applying the proposed method for the SMEs active in the transport, logistics and packaging sector in the Port of Rotterdam. Future research can focus on different sectors and regions. The method can be used for adapting other focus area maturity models.

The resulting adapted maturity model can facilitate the creation and further development of a base of common or shared knowledge in the cluster. The adapted maturity model can cut the cost of over implementation of information security capabilities for the SMEs with scarce resources.

The resulting adapted maturity model can facilitate the creation and further development of a base of common or shared knowledge in the cluster. The adapted maturity model can cut the cost of over implementation of information security capabilities for the SMEs with scarce resources.

The advent of new technologies and change of patients’ behavioral patterns have triggered the provision of medical services through social media. Although the intersection between social media and health has received considerable research attention, there is little research on how health institutions implement social media strategy; thus a roadmap is required to navigate these technological initiatives. So, the purpose of this paper is to overcome this challenge by developing the Health 2.0 maturity model in the healthcare field.

To obtain this aim, the mixed method was applied in this research. In the first step, qualitative research method was used. In this step, along with comprehensive literature review, semi-structured interviews were conducted with the healthcare professionals to find the practices and capabilities of Health 2.0. In the second step, the proposed key dimensions (KD) were assessed and prioritized based on the views of the healthcare professionals using the quantitative survey method. Finally, by considering the architecture of Health 2.0 maturity model, the KDs were assigned to maturity levels based on their priority of implementation using a focus group.

The proposed maturity model is composed of six KDs and five maturity levels based on the Capability Maturity Model Integration architecture. The KDs, as well as their implementation order and weights in the proposed maturity model are presented as a roadmap for applying Health 2.0 effectively.

Employing the Health 2.0 maturity model enables health institutions to assess the current social media capabilities and guide them to select appropriate strategies for progress. Due to the descriptive nature of the proposed model, it allows managers to conduct process-based assessments regarding health 2.0 implementation.

Health 2.0 has been a recurring theme on the agenda of healthcare institutions, but no sensitive tool is available to measure its growth processes. This paper explores the much ignored but critically important subject of Health 2.0 maturity model and its implementation roadmap. The main contribution of this paper is to introduce an integrated roadmap containing the most important capabilities of Health 2.0. The proposed model is both descriptive and prescriptive in nature, and has a significant theoretical contribution to healthcare studies. This paper provides a mechanism to benchmark Health 2.0 efforts and to develop a progressive strategy that would improve its activities.

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 conceptual and modularization of project management maturity models is based on the principle of process control. This research was designed to challenge these boundaries to reveal non-process factors. The paper aims to discuss these issues.

A multimethod research design was used with a “qual⇒Qual” sequence. This is a development in MM design theory, with its reliance on an initial qualitative stage that, despite being first, is insufficient to collecting sufficient data to answer the research question. A second stage, involving a more dominant qualitative, is necessary.

Multiple non-process factors are attributed to a mature project management capability responsible for undefined projects. They include “human factors” such as trust, attitude, motivation and attitude, along with increased customer involvement and a more adaptable organizational environment.

The challenge put forward in this research was for project management maturity theorists to recognize the possibility of finding maturity in a project management capability responsible for undefined projects. This challenge has been met. The focus can now turn to other environments where other project types (undefined or not) are also being managed using processes (and/or practices) that are not necessarily definable, repeatable, predictable and unique to that setting.

An adaptable model has been created that contains multiple factors that can be used in their current relationships or changed to accommodate multiple project and project management scenarios. Further work will create weights for each factor that will further specify the relative value of each, thereby enhancing the adaptable nature of the model.

Open innovation is an emerging paradigm which exposes organisations to networked capabilities and competencies though collaboration relationships. The traditional view of the organisational environment raises concerns regarding the mismatch in the methods used to assess business value and understanding service process maturity. The purpose of this paper is to address this gap.

This paper employs a systematic literature review to present a state-of-the-art literature review with particular focus on the applicability of capability maturity models (CMM) within an open innovation context.

The authors present a conceptual account of our research developments and build on the state-of-the-art which bridges open innovation and CMM. The authors provide a comprehensive discussion on the literature and challenge the applicability of individual organisations evolving through maturity stages. The authors identify a significant gap in the emergence of open innovation and CMM and present a service capability sourcing model (SCSM) to bridge these two research areas.

Unpacking the nature of service capabilities allows us to understand the primary components of value co-creation and their contribution towards service maturity within an open service innovation environment. The authors verify the explanation model using a cloud computing scenario within an open service innovation environment.

The contribution of this paper is an explanation model of an open service innovation environment through our SCSM. Though an open innovation perspective, the authors examine the nature of service capabilities and the suitability of traditional CMM in a modern service context.

Business process management (BPM) is a key concept in information systems (IS) research that helps to connect business strategy with the use of technology in an organization. Contemporary BPM research is no longer only about methods, procedures, or tools for managing or modeling processes but about assessing and developing BPM capability in organizations. For this purpose, a vast collection of maturity models has been designed by practitioners and scholars alike. Such models are used to assess the status quo and benchmark it against other organizations, and, most important, to guide the development of BPM capability. With this study, the paper challenges the maturity model perspective of such development models.

In this study, methods of qualitative IS research are employed to address the research objectives.

The paper shows that maturity model-based guidance would be inadequate. Instead, other concept-external factors resulting from organizational and environmental characteristics appear to be important indicators. The theory discussion introduces alternative takes on BPM capability development, lays out implications for BPM practice, and presents potentially fruitful paths for future research in the area of BPM capability development.

This paper challenges the current perspectives and contributes a new direction for conceptualizing BPM capability development.

The purpose of this paper is to rigorously devise a new tool that helps analyze and improve NSD processes.

An NSD maturity model (NSDMM) is theoretically developed through a combination of the maturity model concept and findings from NSD success studies.

NSD success factors can be categorized into four management processes – strategy management, process formalization, knowledge management, and customer involvement. Maturity dimensions and levels are further devised for each process. It is hypothesized that a higher capability to handle these processes positively associates with higher NSD performance.

Studies on NSD success factors are often descriptive rather than prescriptive. This research identified four management processes which are important to focus on when implementing NSD projects. It is among the first to apply the maturity model in the service industry. That said, this research needs to be tested empirically.

The proposed NSDMM enables companies to conduct evaluations of their NSD capabilities. By determining the desired maturity levels, companies can engage in continuous improvement so as to calibrate the NSD process.

By integrating the concept of the maturity model and the NSD success studies, NSDMM serves not only as a diagnostic model to assess current NSD practices, but also as a guideline for continuous NSD process improvement.

In recent years, the development and application of innovative and disruptive technologies in manufacturing environments is shaping the fourth industrial revolution, also known as Industry 4.0. The purpose of this paper is to describe a tool to assess the maturity level in implementing Industry 4.0 concepts and technologies in manufacturing companies.

Using a framework to develop maturity models found in literature, three main steps were taken: the model design from the literature review on industry 4.0 and the comparative analysis of existing models; interviews with engineers and managers of relevant industries; and pilot tests in two relevant industrial companies.

The proposed maturity model has 41 variables considering five dimensions (organizational strategy, structure and culture; workforce; smart factories; smart processes; smart products and services). The studied companies showed different levels of Industry 4.0 implementation. According to respondents, the model is useful in making an initial diagnosis and establishes a roadmap to proceed the implementation.

Empirical evidence supports the relevance of the proposed model and its practical usefulness. It can be used to measure the current state (initial diagnostic and monitoring assessments), and to plan the future desired state (goal), identifying which transformational capabilities should be developed.

The literature review did not return an enough complete maturity model to guide a self-administered assessment. Therefore, the proposed model is a valuable tool for companies and researchers to understand the I4.0 phenomenon, plan and monitor the transformation actions.

The purpose of this paper is to provide guidance to SMEs to sense and seize digitally enabled growth opportunities as well as start a project-based learning process to transform the organization in order to remain competitive in turbulent environments.

The proposed framework is nurtured from a dynamic capabilities approach as well as from digital transformation studies and mitigates shortcomings of existing frameworks on IT-enabled business transformation. A pilot study has also been carried out for testing the proposed framework.

The results of the pilot study show that the framework is well understood by SME owners or managers and contributes to a comprehensive perception of digitalization challenges and potentials. The overall maturity level of the 52 companies analyzed is moderate. Firms are better at “sensing” than “seizing”, that is, at identifying digitally based growth opportunities than in profiting from them. The test of the proposed framework also contributes to its further adjustment and refinement.

The developed framework is useful for owners and managers of SMEs as a self-assessment of digital maturity. It sets a baseline regarding the current position and supports coordinated initiatives for digitally enabled growth.

Few frameworks regarding digital maturity have been developed. Most of them lack a sound theoretical foundation and are less suited to the needs of SMEs. There are few studies on digitalization in SMEs and they are not focussed on capabilities development but mostly on processes (Trung Pham 2010; Blatz et al., 2018; Mittal et al., 2018). Therefore, the originality of this paper is to propose a framework that allows SMEs to assess their digital maturity level and the capabilities associated with each level to enhance digitally enabled growth, contributing to expand the research on the relationship between dynamic capabilities and digitalization (Teece, 2017).

The purpose of this paper is to increase understanding of project portfolio management (PPM) capability evolution, in order to guide the implementation and ongoing development of robust capabilities.

This research adopts a dynamic capabilities perspective and draws on organizational learning theory to investigate the path‐dependent nature of PPM implementation and development. It employs a multiple‐case study of six organizations.

Each of the case organizations reported a high level of evolution and change within their PPM capabilities, both purposeful and unintended. Potential “fragilities” are identified, such as the emergence of a “success trap” that inhibits explorative innovation and difficulties in stopping poor projects to reallocate resources. Based on findings from the literature and the multiple‐case study, a capability maturity model is proposed to assist in the development of robust PPM capabilities that will continue to evolve and stay relevant in dynamic environments.

The research is based on six organizations and may not be representative of all environments. The proposed maturity model has only been used in initial trials to evaluate capability maturity, and its use in guiding capability development has not been studied. Further research is required to test and evolve the maturity model.

The maturity model will be of interest to managers as a tool to analyze PPM maturity and identify areas for further development or to guide new PPM implementations.

The proposed maturity model extends existing maturity models by incorporating organizational learning capabilities, by recognizing antecedents for maturity stages that build upon other capabilities, and by including steps to recognize and avoid potential “fragilities” and to ensure robust PPM performance over time.