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The aim of the article is to determine research areas and to recognize the current direction in the development of maturity models, to indicate the key areas of organizational maturity models (OMMs) development and their classification as well as to pinpoint research gaps and areas of potential development of OMMs in the context of scientific research and the needs of management practitioners.

The research was conducted using the literature review method, bibliometric analysis and visual mappings.

The empirical classification developed in this paper identified 12 categories based on management areas, constituting the criteria for classifying OMMs models, where OMMs are being developed: Information Technology, Project Management, Business Management and Strategy, Human Resource, Ergonomics, Health and Safety Management, Industry 4.0 concept, Knowledge Management, Process Management, Performance Management, Quality Management, Supply Chain Management, Risk Management and Innovation Management.

The main limitation is the analysis in the scope of topic OMMs including solely the Scopus and Thompson Reuters Web of Science database. Another shortcoming is conducting data analysis and classification based on the abstracts of the selected articles.

This work is a starting point to prospect trends for future revolving around the OMMs crossing different databases.

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.

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.

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.

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.

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.

Recent research outputs can be difficult to implement into ongoing safety critical processes. Hence, research is well beyond current practices in railway asset management. This paper demonstrates the process of creating tangible change within a railway asset management organization by introducing a framework for advancing track geometry deterioration analyses (TGDA) in practice.

The research was conducted in three parts: (1) maturity models were reviewed and adapted as the basis for the framework, (2) the initial maturity level was investigated by conducting semi-structured expert interviews, and (3) a framework for development was created in cooperation with stakeholders during three workshops. The methodology and findings were tested and applied in the Finnish state rail network asset management.

The main output of this study is the framework for advancing TGDA in railway asset management. The novel framework provides structure for controlled incremental development, which is essential when altering a safety critical process.

The research process was successfully applied in Finland. Following the steps presented in this article, any organization can apply the framework to plan their development schemes for railway asset management.

Full-scale implementation of novel models and methods is often overlooked, which prevents practical asset management from obtaining tangible benefits from research. This research provides an innovative approach in narrowing the overlooked research gap and brings research results within the reach of practitioners.

This paper proposes a maturity model to indicate the operational excellence (OE) implementation status of businesses in emerging countries, considering its importance in Industry 4.0.

The study involves four steps. First, undertake a study of the literature to identify the variables to consider in the maturity model; second, identify how to organize the variables found in the first step; third, structure a questionnaire to define the maturity model; and lastly, validate the variables found in the literature and the maturity levels.

A total of 23 variables were validated through interviews with general managers, operation managers and experts within organizations. Interviews were carried out in 49 companies from different sectors. Five maturity levels were defined in this study: basic level, beginner level, training level, innovative level and champion level.

Many businesses are implementing OE as a practice to remain competitive in their industries, targeting economic, environmental and social sustainability. However, OE implementation in companies from developing or emerging countries is far below the average level of that in developed companies due to cultural, political or economic constraints. To the best of the authors’ knowledge, there is no model that indicates the status of OE implementation in companies from emerging countries or the different levels to implement OE. This study fills the mentioned gap.

Industry 4.0 is characterised by systemic transformations occurring exponentially, encompassing an array of dynamic processes and technologies. To move towards a more sustainable future, it is important to understand the nature of this transformation. However, construction enterprises are experiencing a capacity shortage in identifying the transitional management steps needed to navigate Industry 4.0 better. This paper presents a maturity model with the acronym “Smart Modern Construction Enterprise Maturity Model (SMCeMM)” that provides direction to construction enterprises.

It adopts an iterative procedure to develop the maturity model. The attributes of Industry 4.0 maturity are obtained through a critical literature review. The model is further developed through knowledge elicitation using modified Delphi-based expert forums and subsequent analysis through qualitative techniques. The conceptual validity of the model is established through a validation expert forum.

The research defines maturity characteristics of construction enterprises across five levels namely ad-hoc, driven, transforming, integrated and innovative encompassing seven process categories; data management, people and culture, leadership and strategy, automation, collaboration and communication, change management and innovation. The maturity characteristics are then translated into assessment criteria which can be used to assess how mature a construction enterprise is in navigating Industry 4.0.

The results advance the field of Industry 4.0 strategy research in construction. The findings can be used to access Industry 4.0 maturity of general contractors of varying sizes and scales and generate a set of recommendations to support their macroscopic strategic planning.

A globalized world demands proactive tactics from organizational supply chains. Companies should be capable of mitigating the impacts of natural and manmade disasters, which requires that they understand their stages of maturity and resilience. This study develops a theoretical model of the relationship between maturity and resilience, seeking to guide decision-making about aligning these two concepts.

A systematic literature review was conducted to identify the constructs that form the basis for our proposed maturity and resilience model.

The authors identified the key constructs related to maturity and resilience by analyzing the existing literature and selected 13 constructs and 3 maturity stages to construct our maturity and resilience model.

This research contributes to the supply chain management literature, especially that involving the themes of maturity and resilience. It can encourage research to develop future empirical research in the field to validate and overcome the limitations of the initial model the authors propose.

The authors’ proposed model supports supply chain managers in establishing strategies to increase resilience based on the maturity of the chains they manage, enabling them to face crises such as the coronavirus disease 2019 (COVID-19) pandemic.

The model presents a holistic view of maturity and resilience in supply chains contributing to supply chain theory by examining the alignment between the two themes.

Information systems' security is more critical than ever before since security threats are rapidly growing. Before putting in place information systems' security measures, organizations are required to determine the maturity level of their information security governance. Literature review reveals that there is no recent study on information systems' security maturity level of banks in Ethiopia. This study thus seeks to measure the existing maturity level and examine the security gaps in order to propose possible changes in Ethiopian private banking industry's information system security maturity indicators.

Four private banks are selected as a representative sample. The system security engineering capability maturity model (SSE-CMM) is used as the maturity measurement criteria, and the measurement was based on ISO/IEC 27001 information security control areas. The data for the study were gathered using a questionnaire.

A total of 93 valid questionnaires were gathered from 110 participants in the study. Based on the SSE-CMM maturity model assessment criteria the private banking industry's current maturity level is level 2 (repeatable but intuitive). Institutions have a pattern that is repeated when completing information security operations but its existence was not thoroughly proven and institutional inconsistency still exists.

This study seeks to measure the existing maturity level and examine the security gaps in order to propose possible changes in Ethiopian private banking industry's information system security maturity indicators. This topic has not been attempted previously in the context of Ethiopian financial sector.

This study aims to investigate three relevant antecedents of digital transformation (digital orientation, digital intensity and digital maturity) and their influences on the financial success of companies.

Building on the strategic management and digital transformation literature, five hypotheses are developed to find the relationships between these antecedents and financial success.

Digital orientation and digital intensity alone do not contribute to the financial success of companies. Specifically, digital intensity serves as a negative moderator between digital orientation and financial success, meaning that it reduces the performance effects of digital orientation. Digital maturity acts as a mediator between digital orientation and the financial success of companies and between digital intensity and the financial success of companies.

This research contributes to the literature on strategic management and digital transformation by providing a further understanding of three relevant antecedents of digital transformation (digital orientation, digital intensity and digital maturity) and how they should be positioned alongside digital transformation settings to achieve financial success.

Remote patient monitoring (RPM) and virtual visits have the potential to transform care delivery and outcomes but require intentional planning around how these technologies contribute to integrated care. Since maturity models are useful frameworks for understanding current performance and motivating progress, the authors developed a model describing the features of RPM that can advance integrated care.

This work was led by St. Joseph's Health System Centre for Integrated Care in collaboration with clinical and programme leads and frontline staff offering RPM services as part of Connected Health Hamilton in Ontario, Canada. Development of the maturity model was informed by a review of existing telehealth maturity models, online stakeholder meetings, and online interviews with clinical leads, programme leads, and staff.

The maturity model comprises 4 maturity levels and 17 sub-domains organised into 5 domains: Technology, Team Organisation, Programme Support, Integrated Information Systems, and Performance and Quality. An implementation pillars checklist identifies additional considerations for sustaining programmes at any maturity level. Finally, the authors apply one of Connected Health Hamilton's RPM programmes to the Team Organisation domain as an example of the maturity model in action.

This work extends previous telehealth maturity models by focussing on the arrangement of resources, teams, and processes needed to support the delivery of integrated care. Although the model is inspired by local programmes, the model is highly transferable to other RPM programmes.

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.

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

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.

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.