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This study introduces the Digital Maturity Assessment Model (DMAM), a model tailored to assess the digital maturity of SMEs, tracing its development from addressing business challenges to establishing a comparative analysis framework grounded in Resource Dependence Theory (RDT).

DMAM is based on positivist philosophy and objectivist epistemology, supported by Design Science Research (DSR) and Capability Maturity Model Integration (CMMI). The methodology involves iterative development, from problem identification to creating a practical solution for assessing SMEs' digital maturity and guiding digitalization efforts.

DMAM offers a clear and specific methodology, distinguishing itself by addressing the unique needs of SMEs, particularly resource-dependent ones. The model’s development fills critical gaps in existing literature and provides a practical artifact for SMEs' digitalization.

DMAM is original in its focus on the specific needs of resource-dependent SMEs, offering actionable recommendations and addressing shortcomings in existing models. It serves as a foundational framework for SMEs' digital transformation, making a significant contribution to the digital maturity assessment literature.

In this paper, a graph theory-based maturity model to comprehensively assess the Industry 4.0 maturity level by means of a multidimensional Industry 4.0 maturity score (MIMS) is proposed.

The proposed maturity assessment model is based on (1) the identification of the maturity dimensions and assessment parameters from existing literature and expert opinion and (2) the development of the assessment model based on graph theory and matrix-based approach. The illustrative application of the developed model in two case enterprises is also included.

The model is configured to include six dimensions having 30 constituent attributes. Unlike the case with many of the previously published models, the proposed model does not evaluate the progress in specific Industry 4.0 enabling technologies, rather the assessment parameters are associated with the functional areas.

While the configuration of the proposed model enables a comprehensive maturity assessment, it facilitates the identification of contextual dimensional attributes and assists the enterprises in developing the roadmap for Industry 4.0 implementation aligning to the diverse organizational strategies.

Distinctively, the proposed model apprehends the interdependency between the maturity assessment dimensions and their constituent attributes. Also, the maturity model incorporates the assessment of the maturity in the dimension of inbound and outbound integration. While these two dimensions are crucial in the Industry 4.0 ecosystem, to the best of our knowledge, these are not considered by any of the assessment models published so far.

This study examines how maturity mismatch, a specific type of financial structure of firms, affects corporate outward foreign direct investment (OFDI).

Using the number of newly established foreign subsidiaries in a given year as firm-level OFDI and utilizing data from Chinese listed firms between 2007 and 2022, we employ a negative binomial regression model to examine the impact of corporate maturity mismatch on the OFDI. We also make efforts to ensure the robustness of the result, such as employing an exogenous policy to establish a difference-in-difference model.

The empirical result indicates that maturity mismatch inhibits firms' OFDI. Additional test shows that maturity mismatch increases firms' financing costs and reduces firms' research and development (R&D) investment and that the negative impact of maturity mismatch on OFDI is predominantly observed in firms with high financial constraints and low R&D intensity, indicating that maturity mismatch may affect firms' OFDI through the financing cost channel and the R&D investment channel.

Corporate maturity mismatch is common in China and similar emerging markets. However, research on the economic consequences of maturity mismatch, especially its impact on firms' overseas expansions, is rare. This study establishes the relationship between corporate maturity mismatch and OFDI, contributes to the literature on the relationship between financial factors and OFDI, and provides policy implications for emerging market countries.

Today, companies are struggling to develop their human resources analytics (HRA) capability, although interest in the subject is rapidly increasing. Furthermore, the academic literature on the subject is immature with limited practical guidance or comprehensive models that could support organisations in the development of their HRA capability. To address this issue, the aim of this paper is to provide a maturity model – i.e. HRAMM – and an interdependency matrix through which an organisation can (1) operationalise its HRA capability and assess its organisational maturity; (2) generate harmonious development roadmaps to improve its HRA capability; and (3) enable benchmarking and continuous improvement.

The research described in this paper is based on the popular methodology proposed by Becker et al. (2009) and the procedure for maturity evaluation developed by Gastaldi et al. (2018). This method combines academic rigour and field experience in analytics, in a process spanning eight main phases that involves literature reviews and knowledge creation techniques.

We define HRA maturity through four areas and 14 dimensions, providing a comprehensive model to operationalise HRA capability. Additionally, we argue that HRA maturity develops through an evolutionary path described in four discrete stages of maturity that go beyond traditional analytics sophistication. Lastly, the interdependency matrix reveals specific enablers for the development of HRA.

This paper provides practitioners with useful tools to monitor, evaluate and plan their HRA development path. Additionally, our research helps practitioners to prioritise their work and investment, generating an effective roadmap for developing and improving their HRA capability.

To the best of the authors’ knowledge, this study is the first to provide a model for evaluating the maturity of HRA capability plus an interdependency matrix to evaluate systematically the prerequisites and synergies among its constituting dimensions.

Smart libraries are the result of the application of smart technologies in the era of digital intelligence. The establishment and improvement of its service evaluation system serve as indicators for evaluating the growth of smart libraries.

This study introduces and improves the capability maturity model (CMM), creatively constructs a service maturity model specifically designed for smart libraries and combines the Delphi method with the analytic hierarchy process (AHP) to establish a service maturity evaluation system for smart libraries while calculating indicator weights. Finally, two representative smart libraries are selected as case studies, and an empirical application is conducted using the fuzzy comprehensive evaluation method.

The empirical study shows that the developed smart libraries service maturity evaluation system holds significant theoretical and practical value in evaluating smart libraries.

Enhances the CMM and creatively constructs a service maturity model for smart libraries. Combines the Delphi method with AHP to establish a service maturity evaluation system while calculating indicator weights. Uses a fuzzy comprehensive evaluation method to evaluate two representative smart libraries. Demonstrates that the smart library services maturity evaluation system holds significant theoretical and practical value.

Earned value management systems (EVMS), also called integrated project and program management systems, have been greatly examined in the literature, which has typically focused on their technical aspects rather than social. This study aims to hypothesize that improving both the technical maturity of EVMS and the social environment elements of EVMS applications together will significantly impact project performance outcomes. For the first time, empirical evidence supports a strong relationship between EVMS maturity and environment.

Data was collected from 35 projects through four workshops, attended by 31 industry practitioners with an average of 19 years of EVMS experience. These experts, representing 23 organizations, provided over 2,800 data points on sociotechnical integration and performance outcomes, covering projects totaling $21.8 billion. Statistical analyses were performed to derive findings on the impact of technical maturity and social environment on project success.

The results show statistically significant differences in cost growth, compliance, meeting project objectives and business drivers and customer satisfaction, between projects with high EVMS maturity and environment and projects with poor EVMS maturity and environment. Moreover, the technical and social dimensions were found to be significantly correlated.

Key contributions include a novel and tested performance-driven framework to support integrated project management using EVMS. The adoption of this detailed assessment framework by government and industry is driving a paradigm shift in project management of some of the largest and most complex projects in the U.S.; specifically transitioning from a project assessment based upon a binary approach for EVMS technical maturity (i.e. compliant/noncompliant to standards) to a wide-ranging scale (i.e. 0–1,000) across two dimensions.

The current research aims to investigate the relationship between supply chain (SC) processes maturity and SC performance in the context of an emerging market (i.e. Morocco). Based on the SCOR model, the authors propose and test a thorough conceptual framework in which information systems moderates the relationship between SC processes maturity and performance. The effects of firm age and size are also taken into account.

Based on data collected from 175 top and middle managers using self-administered questionnaires, the authors empirically assessed the conceptual model using a partial least squares (PLS) estimation.

The study's findings demonstrate that SC processes maturity has a significant effect on SC performance. Second, information systems act as a moderator in the relationship between SC maturity and performance, e.g. the impact of supply chain processes maturity on supply chain performance measures is stronger in the presence of information systems support. Ultimately, firm size and age were found to have no significant impact on supply chain performance.

The study's findings help SC managers to better understand how SC maturity contributes to SC performance. A firm effectively executing maturity factors in its SC processes is more likely to achieve a better SC performance. The authors also established the key role of information systems in strengthening the impact of SC maturity on performance. SC managers should capitalize on the use of information systems to achieve superior SC performance.

The present research bridges a gap pertaining to the impact of supply chain maturity on SC performance, particularly in emerging markets. It is the first of its kind to investigate the influence of SC maturity on SC performance the context of emerging markets.

This study aims to develop a maturity model designed for assessing the current state of digitization in accounting firms.

The authors have developed this index where the maturity levels are defined from the life cycle theory. For the items of a maturity measure, the authors have adopted a multimethodological approach. That approach allows to identify 27 measurement items to cover the three dimensions of audit, reporting and taxation.

This research proposes a diagnostic tool specific to accounting firms. The authors have tested this index in the Tunisian context. The results show that there are two types of accounting firms. This study found the first firm in the embryonic phase and the other in the growth phase. This points out the active role of Tunisian accounting firms in technology integration.

This study highlights the integration of technology in the accounting field. Specifically, it aims to address technology management in accounting firms by measuring the degree of digitization of accounting firms. This research projects the use of information technologies (artificial intelligence, cloud, big data, etc.) in auditing, reporting and taxation.

On a practical level, this research provides an organizational diagnostic tool to assess the status of their accounting firms in terms of digitization. This will motivate practitioners to make frequent assessments, thus contributing to continuous improvement toward digitization.

The theoretical foundation of this research is based on the theory of the life cycle of technologies. This study is using this theory to identify and describe the current phase of the organization. And that is by indicating the overall scores on the technological capabilities of the accounting firms.

The factors for higher education institutions’ (HEIs) project management failure have been studied for several years. One of the issues is a lack of tools to combine their knowledge infrastructure capabilities (KIC) with project management (PM) to examine these infrastructures and monitor maturity. There are several project management maturity (PMM) models available. However, there are just a few empirical studies that support the three knowledge infrastructure capabilities and PMM integrations. As a result, the current research aims to suggest a new conceptual model, KIC-knowledge management (KM), and assess a research model that includes the three knowledge infrastructure capabilities as a prerequisite to elevate the PMM.

Partial least squares structural equation modeling (PLS-SEM) is used to evaluate the proposed research model. The study’s hypotheses were also examined using a sample of 352 respondents from PM departments at ten Yemeni public universities.

The study found that if the three key knowledge infrastructure capabilities integrate into the PMs, then it will help HEIs to perform project tasks more effectively and efficiently. Also, it will improve the PM maturity level if all the three capabilities positively effect PMM.

The study findings cannot be generalized to other industries because the collected date were with the Yemeni public universities’ context. Also, the new proposed model can be assessed in various sectors to increase the validity of the model. One more thing, future academics can conduct qualitative research study to validate again the proposed model.

Project managers can develop and improve their organization’s effectiveness and performance by focusing on these findings and using the developed model. Also, the findings of this study can be used as a benchmark for evaluating initiatives and knowledge-based governmental entities.

It is an opportunity for knowledge-based governmental entities particularly and other organizations to elevate most of projects to achieve a supreme level of maturity. Also, this study will assist employees to understand the relationship between KICs and projects within HEIs in Yemen.

This paper is among the first to empirically study the impact of the three knowledge infrastructure capabilities toward PMM. It links between two important domains: KM and PM.

Digital technologies promise efficiency gains and untapped opportunity. Adoptions of digital technology lead firms to rethink their organizational setup and existing practices. This paper aims to present a management innovation-based framework that describes new processes and practices for digital transformation.

This study uses a structural equation modeling approach to test the framework with survey responses from a sample of 901 Taiwanese organizations – both local firms and multinational subsidiaries – to explore the linkages between adoption of digital technologies and digital maturity.

The results reveal that management innovation mediates the relationship between digital technology adoption and digital maturity. Moreover, fast-paced environments have a greater impact of management innovation toward digital maturity than slow-paced environments.

This study adds to emerging research that considers the role of organizational learning in digital transformation efforts. The extent to which organizations link the lessons from direct experience to digital routines through which management innovation is implemented determines to a large extent whether this strategic initiative is optimized by the firm. More generally, the findings point to the mutual importance of digital maturity and experiential learning efforts, and suggest a specific means by which learning processes are mobilized by innovating organizations. This study contributes to digital transformation research by providing insight into how a firm can restart failed transformation initiatives of this kind.