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Open Access
Article
Publication date: 13 February 2024

Kaisu Laitinen, Mika Luhtala, Maiju Örmä and Kalle Vaismaa

Insufficient productivity development in the global and Finnish infrastructure sectors indicates that there are challenges in genuinely achieving the goals of resource efficiency…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Built Environment Project and Asset Management, vol. 14 no. 2
Type: Research Article
ISSN: 2044-124X

Keywords

Article
Publication date: 14 February 2024

Batuhan Kocaoglu and Mehmet Kirmizi

This study aims to develop a modular and prescriptive digital transformation maturity model whose constituent elements have conceptual integrity as well as reveal the priority…

Abstract

Purpose

This study aims to develop a modular and prescriptive digital transformation maturity model whose constituent elements have conceptual integrity as well as reveal the priority weights of maturity model components.

Design/methodology/approach

A literature review with a concept-centric analysis enlightens the characteristics of constituent parts and reveals the gaps for each component. Therefore, the interdependency network among model dimensions and priority weights are identified using decision-making trial and evaluation laboratory (DEMATEL)-based analytic network process (ANP) method, including 19 industrial experts, and the results are robustly validated with three different analyses. Finally, the applicability of the developed maturity model and the constituent elements are validated in the context of the manufacturing industry with two case applications through a strict protocol.

Findings

Results obtained from DEMATEL-based ANP suggest that smart processes with a priority weight of 17.91% are the most important subdimension for reaching higher digital maturity. Customer integration and value, with a priority weight of 17.30%, is the second most important subdimension and talented employee, with 16.24%, is the third most important subdimension.

Research limitations/implications

The developed maturity model enables companies to make factual assessments with specially designed measurement instrument including incrementally evolved questions, prioritize action fields and investment strategies according to maturity index calculations and adapt to the dynamic change in the environment with spiral maturity level identification.

Originality/value

A novel spiral maturity level identification is proposed with conceptual consistency for evolutionary progress to adapt to dynamic change. A measurement instrument that is incrementally structured with 234 statements and a measurement method that is based on the priority weights and leads to calculating the maturity index are designed to assess digital maturity, create an improvement roadmap to reach higher maturity levels and prioritize actions and investments without any external support and assistance.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 26 April 2023

David Vance, Mingzhou Jin, Christopher Price, Sachin U. Nimbalkar and Thomas Wenning

The purpose of this paper is to review existing smart manufacturing (SM) maturity models' dimensions and maturity levels to assess their applicability and drawbacks. There are…

Abstract

Purpose

The purpose of this paper is to review existing smart manufacturing (SM) maturity models' dimensions and maturity levels to assess their applicability and drawbacks. There are many maturity models available but many of them have not been validated or do not provide a useful guide or tool for applications. This gap creates the need for a review of the existing maturity model's applicability.

Design/methodology/approach

Nineteen peer-reviewed maturity models related to “Digital Transformation,” “Industry 4.0” or “Smart Manufacturing” were selected based on a systematic literature review and five consulting firm models were selected based on the author's industry knowledge. The chosen models were analyzed to determine 10 categories of dimensions. Then they are assessed on a 1–5 scale for how applicable they are in the 10 categories of dimensions.

Findings

The five “consulting firm” models have a first-mover advantage, are more widely used in industry and are more applicable, but some require payment, and they lack published details and validation. The 19 “peer reviewed” models are not as widely used, lack awareness in the industry and are not as easy to apply because of no web tool for self-assessment, but they are improving. The categories defined to characterize the models and facilitate comparisons for users include “Information Technology (IT) and Cyber-Physical System (CPS) and Data,” “Strategy and Organization,” “Supply Chain and Logistics,” “Products and Services,” “Culture and Employees,” “Technology and Capabilities,” “Customer and Market,” “Cybersecurity and Risk,” “Leadership and Management” and “Governance and Compliance.” The analyzed maturity models were particularly weak in the areas of cybersecurity, leadership and governance.

Practical implications

Researchers and practitioners can use this review with consideration of their specific needs to determine if a maturity model is applicable or if a new model needs to be developed. The review can also aid in the development of maturity models through the discussion of each of the dimension categories.

Originality/value

Compared to existing reviews of SM maturity models, this research determines comprehensive dimension categories and focuses on applicability and drawbacks.

Details

Journal of Manufacturing Technology Management, vol. 34 no. 5
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 3 March 2023

Tharun Thomas and P.G. Saleeshya

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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).

Originality/value

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.

Details

The TQM Journal, vol. 35 no. 8
Type: Research Article
ISSN: 1754-2731

Keywords

Open Access
Article
Publication date: 9 August 2023

Xin (Robert) Luo and Fang-Kai Chang

The purpose of this study is to demonstrate that Strategic Enterprise Management (SEM) and Business Intelligence (BI) have the potential to integrate management decisions…

Abstract

Purpose

The purpose of this study is to demonstrate that Strategic Enterprise Management (SEM) and Business Intelligence (BI) have the potential to integrate management decisions vertically through an organization’s hierarchy. This study also aims to present a design theory framework and build a model dimension using eight principles serving as mid-range theories.

Design/methodology/approach

This study uses a design science perspective to posit how organizations can successfully implement SEMBI (a union of SEM and BI). This study then completes the design theory by building the method dimension using two principles. Finally, the study presents testable hypotheses for the theory and an evaluation using stakeholder attitudes and judgments as proxies for objective measures.

Findings

In the search for a prescription for SEMBI success, this study finds that the notion of the Capability Maturity Model (CMM) is a good artifact with which to organize the principles the authors are seeking. CMM has since been adapted to suit different contexts by incorporating relevant principles from those domains. Hereafter, this study refers to SEMBI–CMM as the adapted solution for SEMBI's success.

Originality/value

This study coins and uses the term SEMBI to represent the union of SEM and BI. This term retains its distinct identities and principles and forms a holistic and integrated view of SEM and BI implementation strategies. In an effort to advance this line of research, this study employs a design science perspective to address the question of how an organization can successfully implement SEMBI.

Details

Journal of Electronic Business & Digital Economics, vol. 2 no. 2
Type: Research Article
ISSN: 2754-4214

Keywords

Article
Publication date: 20 April 2023

Alicja Gębczyńska and Katya Vladova

Despite the multitude of publications concerning the process maturity assessment models applied in the private sector, the matter of the choice of a process maturity assessment…

Abstract

Purpose

Despite the multitude of publications concerning the process maturity assessment models applied in the private sector, the matter of the choice of a process maturity assessment model is not so unambiguous in the public sector. The goal of this article is to identify process maturity assessment models applicable to the public sector.

Design/methodology/approach

Literature review, enabling identification of process maturity assessment models applicable to the public sector. Comparative analysis, making it possible to identify the advantages and disadvantages of the selected maturity assessment models.

Findings

Models enabling assessment of process maturity and e-government maturity applicable to the public sector have been identified. Potential benefits and limitations specific to the analysed models have been established.

Practical implications

The publication indicates which process maturity assessment models can be successfully applied in the public sector. As such, it provides important support for the public sector in the decision-making process concerning the choice and implementation of a specific process maturity assessment model.

Originality/value

This is one of the few study which refers to a comprehensive review and analysis of process maturity assessment models applicable to the public sector. As the relevant contribution, it clarifies the relationships and differences between process and e-government maturity assessment models. This study provides important aid to both practitioners and theorists in terms of the selection of a process maturity assessment model against specific research needs.

Details

Business Process Management Journal, vol. 29 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 11 July 2022

Priyadarshini Das, Srinath Perera, Sepani Senaratne and Robert Osei-Kyei

Industry 4.0 is characterised by the exponential pace of technological innovations compelling organisations to transform or be displaced. Industry 4.0 transformation of…

Abstract

Purpose

Industry 4.0 is characterised by the exponential pace of technological innovations compelling organisations to transform or be displaced. Industry 4.0 transformation of construction enterprises lacks systematic guidance and notable earlier studies have utilised maturity models to map transformation of enterprises. This paper proposes a conceptual maturity model for construction enterprises for business scenarios leading to Industry 4.0.

Design/methodology/approach

The requirements for designing maturity models, including comparison with existing models and scientifically documenting the design process, make Systematic Literature Reviews (SLR) appropriate. Two systematic literature reviews (SLRs) are conducted to shortlist a total of 95 papers, which are subjected to subsequent content analysis.

Findings

The first SLR identifies the following process categories as critical levers of industry 4.0 maturity; data management, people and culture, leadership and strategy, collaboration and communication, automation, innovation and change management. The second SLR ascertains that the existing maturity models in construction literature do not adequately correspond to Industry 4.0 business scenarios with limited emphasis on data management, automation, change management and innovation. The findings are assimilated to propose a conceptual Smart Modern Construction Enterprise Maturity Model (SMCeMM).

Originality/value

The paper systematises the transformation of construction enterprises in Industry 4.0 and leads to state-of-the-art development of Industry 4.0 and maturity model research in construction. The proposed conceptual model addressed both the demands of the construction industry as well as what is required to navigate Industry 4.0 better.

Details

Engineering, Construction and Architectural Management, vol. 30 no. 10
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 16 January 2023

Renan Alves Viegas and Ana Paula Cabral Seixas Costa

Over the years, several business process management maturity models (BPM-MMs) have been proposed. Despite great advances, some issues concerning the effectiveness of their…

360

Abstract

Purpose

Over the years, several business process management maturity models (BPM-MMs) have been proposed. Despite great advances, some issues concerning the effectiveness of their practical functionality still need to be addressed. These are related to three important aspects of BPM maturity assessment and improvement: their mechanisms for evaluating maturity (clarity, availability and accuracy), their flexibility (compliance) and their structure (path to maturity). The main goal with this article is to address such issues by introducing a new concept to evaluate and improve BPM maturity.

Design/methodology/approach

The authors proceed in accordance with a design science research (DSR) integrating multi-criteria decision-making (MCDM) with intuitionistic fuzzy sets (IFSs).

Findings

The authors’ proposal provides a practical BPM maturity framework and its assessment procedure to support organizations to determine and improve their initiatives appropriately, which means that it fully or partially addresses all the issues raised. To demonstrate the applicability of this framework, a real application was conducted, and a parallel between existing BPM-MMs is presented to emphasize its advances.

Originality/value

It is the first time that the MCDM approach has been used to support BPM maturity assessment. This approach not only takes into account the uncertainties and subjectivities inherent to this type of decision problem but also allows it to be treated quantitatively, thus making it possible to obtain more accurate results even with less experienced teams.

Details

Business Process Management Journal, vol. 29 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 19 March 2024

Pengcheng Pan, Yu Wang, Yumiao Yang and Sujuan Zhang

Building Information Modeling (BIM) capabilities have been studied at the individual, project, organizational, and even industry levels to ensure the realization of BIM value in…

Abstract

Purpose

Building Information Modeling (BIM) capabilities have been studied at the individual, project, organizational, and even industry levels to ensure the realization of BIM value in the architectural, engineering, construction, and operation industry. However, limited research has focused on a project owner organization perspective to investigate owner BIM capabilities that are required to ensure effective project management and delivery. This present study aims to propose an indicator framework to evaluate owner BIM capabilities at the organizational level.

Design/methodology/approach

Leveraging the existing literature on BIM capabilities and synthesizing insights from the resource-based view and information technology capabilities research, this study conceptualizes the BIM capabilities of project owner organizations and offers a framework of indicators for measurement. Semi-structured interviews with BIM experts and a questionnaire survey were conducted to identify key indicators affecting owner BIM capabilities. A six-dimensional structural equation model with 29 indicators was then established.

Findings

The findings highlight the multidimensionality of owner BIM capabilities and show that process capabilities play a crucial role in enhancing owner BIM capabilities, while technical capabilities are considered as the least important aspect.

Research limitations/implications

The study sheds light on the key role of project owner organizations in ensuring BIM value and suggests that project owners focus more on the organizational processes of introducing BIM in managing projects.

Originality/value

This study reconceptualizes owner BIM capabilities drawing on the idea of resource-based view and information technology capabilities and highlights the important dimensions and indicators of owner BIM capabilities at the organizational level.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 4 August 2023

Nunzia Carbonara, Barbara Scozzi and Roberta Pellegrino

This paper aims to provide an easy-to-use yet powerful tool to assess the organizational readiness to adopt effective Smart Working (SW). In light of this main objective, based on…

Abstract

Purpose

This paper aims to provide an easy-to-use yet powerful tool to assess the organizational readiness to adopt effective Smart Working (SW). In light of this main objective, based on the current state of research, the study develops a maturity model to assess the SW organizational readiness (SWOR). The SWOR maturity model consists of three dimensions, each of them further detailed into two sub-dimensions. A tool was developed to make use of the model.

Design/methodology/approach

The SWOR maturity model was converted into a Web-based questionnaire that includes 54 questions based on 44 items to operationalize the model sub-dimensions. The questionnaire was used in a survey conducted at the Local Health Authority (ASL) of the province of Bari (Italy).

Findings

Several implications derive from the present study. From a managerial perspective, the SWOR maturity model supports companies in the as-is analysis of processes, technologies and human resources, which are the enablers of an effective SW, and in the development of a roadmap to achieve a desired “to-be” situation.

Originality/value

Despite recent studies on SW have identified the key drivers that affect the success of SW implementation, there is a lack of models and tools that help companies become aware of the actions and investments to be taken to move towards an effective SW adoption. Even the analysis of the literature on maturity models reveals a gap in the research related to the assessment of SW organizational readiness. The present paper tries to overcome these limitations.

Details

Journal of Workplace Learning, vol. 35 no. 6
Type: Research Article
ISSN: 1366-5626

Keywords

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