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1 – 10 of over 22000
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

Abstract

Details

Lean Six Sigma in Higher Education Institutions
Type: Book
ISBN: 978-1-80382-602-8

Article
Publication date: 21 June 2023

Mehmet Kirmizi and Batuhan Kocaoglu

This study aims to analyze and synthesize the design features of existing digital transformation maturity models with a developed classification scheme and propose a generic…

Abstract

Purpose

This study aims to analyze and synthesize the design features of existing digital transformation maturity models with a developed classification scheme and propose a generic maturity model development wireframe based on design science research.

Design/methodology/approach

A systematic literature review is conducted on digital transformation maturity models in peer-reviewed journals, including the Emerald Insight, Science Direct, Scopus, Taylor & Francis and Web of Science databases, which resulted in 21 studies. A concept-centric tabular approach is used to analyze the studies, and intersectional demonstrations are used to synthesize the findings regarding the design features.

Findings

The classification scheme derived from the tabular concept-centric approach and iteratively evolved results in three main and 25 subcategories related to the design features. Analysis and synthesis of the studies reveal the granularity of the existing digital transformation maturity models concerning the design features. Furthermore, considering the design features in the classification scheme, a generic maturity model development wireframe is proposed to guide the researchers.

Research limitations/implications

The generic maturity model development wireframe and the classification scheme that represents the design features of existing maturity models guide the researchers for the maturity model development roadmap.

Originality/value

The existing literature review studies do not focus on the design feature of digital transformation maturity models within a systematic literature review perspective. A unique classification scheme derived from the tabular concept-centric approach aims to analyze the granularity level of the existing models. Furthermore, the generic maturity model development wireframe includes the guidelines and recommendations of design science studies and presents a roadmap for maturity model researchers.

Details

Journal of Modelling in Management, vol. 19 no. 2
Type: Research Article
ISSN: 1746-5664

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: 5 August 2022

Chi-Ling Joanna Sinn, Zain Pasat, Lindsay Klea, Sophie Hogeveen, Ceara Holditch, Carrie Beltzner and Andrew Costa

Remote patient monitoring (RPM) and virtual visits have the potential to transform care delivery and outcomes but require intentional planning around how these technologies…

173

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Journal of Integrated Care, vol. 30 no. 4
Type: Research Article
ISSN: 1476-9018

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: 31 May 2021

Loay Salhieh and Waed Alswaer

The purpose of this paper is to propose a maturity model to improve warehouse performance.

1165

Abstract

Purpose

The purpose of this paper is to propose a maturity model to improve warehouse performance.

Design/methodology/approach

This paper will follow De Bruin et al’s (2005) suggested six relevant phases: scope, design, populate, test, deploy and maintain in developing the proposed maturity model. This study concentrates on the first five phases.

Findings

The proposed warehouse maturity model can be used as descriptive, benchmarking and a prescriptive with a road map for improvement.

Practical implications

The warehouse maturity model was proposed to let warehouse managers evaluate their practices and assess them by maturity level. Then, the proposed warehouse maturity model can be utilized to develop a set of plans for conducting projects to improve the warehouse practices, techniques and tools.

Originality/value

The proposed warehouse maturity model contributes to fill the shortages of maturity model addressing the warehouse environment. In particular, it provides a useful tool to establish the overall maturity level of a warehouse system. The proposed maturity model supports strategic decisions oriented toward improvement capabilities of the warehouse and to compete based on service level provided.

Details

International Journal of Productivity and Performance Management, vol. 71 no. 8
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 28 September 2010

Heriberto Garcia Reyes and Ronald Giachetti

This research aims to develop a supply chain maturity model so that Mexican firms can evaluate their current supply chain operations and develop an improvement road‐map.

3458

Abstract

Purpose

This research aims to develop a supply chain maturity model so that Mexican firms can evaluate their current supply chain operations and develop an improvement road‐map.

Design/methodology/approach

The Delphi Method was used with 80 experts in Mexico. The Delphi Method gathers multiple perspectives on supply chain operations and delineates a path to reach a group consensus. The results lead to the specification of a supply chain maturity model S(CM)2. S(CM)2 is validated through experimentation and a pilot test to verify the ability of the model to help managers assess the supply chain processes of a firm by identifying their maturity level in each model viewpoint. A pilot test with a Mexican firm demonstrates the practical implementation of the model.

Findings

The research results in a meta‐model, called the supply chain maturity model S(CM)2, that describes supply chain maturity at five levels across multiple competency areas, and provides guidance to specify an improvement plan.

Research limitations/implications

The meta‐model was developed in Mexico and may not apply to the operations of supply chains in other countries. Additionally, the large scope of the meta‐model calls for further testing and refinement.

Practical implications

The research provides a means for firms to evaluate their supply chain operations and develop improvement plans.

Originality/value

The paper contributes by integrating the ideas of reference frameworks, capability maturity models, and improvement processes and demonstrates how a holistic meta‐model can be developed to evaluate supply chain operations.

Details

Supply Chain Management: An International Journal, vol. 15 no. 6
Type: Research Article
ISSN: 1359-8546

Keywords

Open Access
Article
Publication date: 31 December 2019

Bilge Yigit Ozkan, Marco Spruit, Roland Wondolleck and Verónica Burriel Coll

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…

2518

Abstract

Purpose

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/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Intellectual Capital, vol. 21 no. 2
Type: Research Article
ISSN: 1469-1930

Keywords

Article
Publication date: 21 August 2019

Marek Szelagowski and Justyna Berniak-Woźny

The purpose of this paper is to investigate whether the current business process management (BPM) maturity models meet the requirements of evaluating organizations in the…

1266

Abstract

Purpose

The purpose of this paper is to investigate whether the current business process management (BPM) maturity models meet the requirements of evaluating organizations in the knowledge economy (KE) which manage processes in a dynamic way.

Design/methodology/approach

In this study, a content analysis of the OMG (2008) Business Process Maturity Model and ten research papers on the practical application of business process management maturity models was conducted. The nature of the study is descriptive and based solely on information from secondary data sources.

Findings

The research results reveal that the current BPM maturity models do not correspond with the knowledge-based organizations and take into account knowledge-intensive (usually dynamic) processes in a very limited way. That is why the adaptation of the current BPM maturity models to the KE is needed.

Originality/value

This paper contributes to the BPM theory and practice in two ways. First, it provides an enhanced insight into the requirements of the KE toward BPM and BPM maturity models by distinguishing between static and dynamic processes. Second, it formulates the recommendations on possible ways of adapting the current BPM maturity models to the requirements of the KE.

Details

Business Process Management Journal, vol. 26 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

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