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1 – 10 of over 7000Jeandri Robertson, Elsamari Botha, Bernard Walker, Russell Wordsworth and Michaela Balzarova
Organisational resilience and digital maturity both explain how some organisations are better able to cope with unexpected disruptions. However, research exploring the…
Abstract
Purpose
Organisational resilience and digital maturity both explain how some organisations are better able to cope with unexpected disruptions. However, research exploring the relationship between these two concepts, and their role in addressing exogenous shocks, remains sparse. This study first aimed to compare digitally mature SME retailers’ organisational resilience with that of digitally less mature SME retailers and then investigate further how their digital maturity impacted their response to the COVID-19 pandemic.
Design/methodology/approach
The authors adopt an explanatory two-phase mixed-method research design, with online surveys from 79 SME retailers in South Africa, followed by interviews.
Findings
Digitally mature SMEs exhibited higher levels of organisational resilience, specifically with respect to situational awareness, management of keystone vulnerabilities and adaptive capacity. The authors also demonstrate that digital leadership is a greater driver of organisational resilience than digital capabilities.
Practical implications
The authors suggest ways for SME retailers to develop their digital maturity, particularly their digital leadership, to increase their organisational resilience.
Originality/value
This paper makes a case for SME retailers to focus on building their digital maturity to better cope with and learn from unexpected events. In particular, digital maturity is positively associated with SME retailers’ innovation and creativity and their devolved and responsive decision-making.
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Mina Nasiri, Minna Saunila and Juhani Ukko
This study aims to investigate three relevant antecedents of digital transformation (digital orientation, digital intensity and digital maturity) and their influences on the…
Abstract
Purpose
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.
Design/methodology/approach
Building on the strategic management and digital transformation literature, five hypotheses are developed to find the relationships between these antecedents and financial success.
Findings
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.
Originality/value
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.
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Fernando Menchini, Paschoal Tadeu Russo, Tiago Nascimento Borges Slavov and Rodrigo Paiva Souza
The purpose of this paper is to understand the association between the capacity to use enterprise architecture tools and the effectiveness of business model digitalization in…
Abstract
Purpose
The purpose of this paper is to understand the association between the capacity to use enterprise architecture tools and the effectiveness of business model digitalization in companies.
Design/methodology/approach
The authors used two research strategies – survey and focus group – to analyze the relationship between maturity in using enterprise architecture (EA) and digital maturity, under the perspective of sociomateriality.
Findings
The use of EA is not a strategic competence that contributes to building sustainable competitive advantage, in the process of business model digitalization. On the other hand, top management’s determination and clarity, expressed by its sponsorship to communicating the strategy, contribute to the integration, engagement and adaptability of those involved and are responsible for higher maturity in the digitalization of business models.
Research limitations/implications
The statistical treatment used does not allow understanding the causality between the variables.
Practical implications
It provides executives with important elements for clarifying and operationalizing digital business models.
Originality/value
The study operationalizes a theoretical and measurement model, through a strategy that used simultaneously a survey and a focus group, which allowed to know associations between technological capacities and maturity in digital business models.
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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.
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William Gerard Ryan, Alex Fenton, Wasim Ahmed and Phillip Scarf
The purpose of this research is to explore and define the digital maturity of events using the Industry 4.0 model (I4.0) to create a definition for Events 4.0 (E4.0) and to place…
Abstract
Purpose
The purpose of this research is to explore and define the digital maturity of events using the Industry 4.0 model (I4.0) to create a definition for Events 4.0 (E4.0) and to place various relevant technologies on a scale of digital maturity.
Design/methodology/approach
In a mixed methods approach, we carried out a qualitative social media analysis and a quantitative survey of tourism and events academics. These surveys and the thorough literature review that preceded them allowed us to map the digital technologies used in events to levels of a digital maturity model.
Findings
We found that engagement with technology at events and delegate knowledge satisfactorily coexists for and across a number of different experiential levels. However, relative to I4.0, event research and the events industry appear to be digitally immature. At the top of the digital maturity scale, E4.0 might be defined as an event that is digitally managed; frequently upgrades its digital technology; fully integrates its communication systems; and optimizes digital operations and communication for event delivery, marketing, and customer experience. We expect E4.0 to drive further engagement with digital technologies and develop further research.
Originality/value
This study has responded to calls from the academic literature to provide a greater understanding of the digital maturity of events and how events engage with digital technology. Furthermore, the research is the first to introduce the concept of E4.0 into the academic literature. This work also provides insights for events practitioners which include the better understanding of the digital maturity of events and the widespread use of digital technology in event delivery.
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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.
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Mehmet Kırmızı and Batuhan Kocaoglu
This study aims to propose a novel maturity model development framework based on design science theory utilizing qualitative and quantitative methods for empirical evidence and…
Abstract
Purpose
This study aims to propose a novel maturity model development framework based on design science theory utilizing qualitative and quantitative methods for empirical evidence and develops a descriptive digital transformation maturity model by using the proposed framework.
Design/methodology/approach
Design science theory is deeply explored and extended to propose a novel maturity model development approach, including robust and rigorous validation processes. Thus, three consecutive discussion sessions and evaluations with experts are carried out iteratively to evolve and saturate the efficiency and utility of the maturity model, and consensus among experts at each session is validated by the intra-class correlation (ICC) coefficient. Furthermore, the Wilcoxon signed rank test is utilized to test whether there is a difference between consecutive sessions. Finally, prototype testing as a pilot study and two case studies in the manufacturing industry are carried out to validate the applicability of the developed maturity model.
Findings
A 3-phase maturity model development framework that includes the activities and outcomes in each phase emerge based on the design science theory. The comparative literature analysis and discussion sessions resulted in six dimensions, ten sub-dimensions, 39-capability items that circumscribe the digital transformation concept and five maturity levels that demonstrate conceptual consistency and a measurement tool for self-assessment. In addition, prototype testing and case studies show that the developed maturity model can measure the company's maturity level. Finally, it is proven that the digital transformation maturity model is developed by following the proposed maturity model development framework.
Practical implications
The maturity model draws a framework for practitioners that facilitate an initial roadmap and enhance the adoption rate, and it motivates the practitioners for frequent and efficient assessments, thus helping the continuous improvement of the digital transformation journey.
Originality/value
The originality of this paper lies in proposing a novel maturity model development framework based on design science and presents the activities and validation methods for this purpose. Furthermore, a comprehensive and rigorously validated digital transformation maturity model is developed based on the proposed framework.
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Klaus North, Nekane Aramburu and Oswaldo Jose Lorenzo
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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.
Originality/value
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).
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Dorsaf Zouari, Salomée Ruel and Laurence Viale
Supply chain resilience (SCR) is a key concept for managers who wish to develop the capacity to enhance their supply chain’s (SC’s) ability to cope with unexpected turbulence. SC…
Abstract
Purpose
Supply chain resilience (SCR) is a key concept for managers who wish to develop the capacity to enhance their supply chain’s (SC’s) ability to cope with unexpected turbulence. SC digital tools are often seen as a solution that provides more visibility, anticipation and collaboration (SCR capability factors). The purpose of this paper is to investigate the link between SCR and SC digitalisation
Design/methodology/approach
A sample was considered with 300 managers in the field of SCM, and the results were analysed using factor analysis and structural equation modelling (SEM). SEM was employed to test the impact of the degree of digital maturity and SC digital tools on SCR.
Findings
SC digitalization is characterised by the degree of digital maturity and the adoption of SC digital tools. The degree of digital maturity has a strong influence on digital tool adoption. SCR is positively impacted by both the degree of digital maturity and the adoption of digital tools.
Research limitations/implications
The findings do not indicate which tools contribute the most to SCR.
Practical implications
Managers should reflect on the need to continue digitalizing their SCs if they want greater SCR in the current uncertain environment.
Originality/value
This is the first quantitative study that focuses on assessing the impact of the degree of digital maturity and the SC digital tools adopted on SCR. Validation of the hypotheses model confirms the positive impact of SC digitalisation on SCR for researchers and managers.
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Kevin Escoz Barragan, Sohaib S. Hassan, Konrad Meisner and Levan Bzhalava
Digital transformation has gained particular interest among academics and policymakers in recent years. However, the empirical quantification of digital transformation stages and…
Abstract
Purpose
Digital transformation has gained particular interest among academics and policymakers in recent years. However, the empirical quantification of digital transformation stages and their impact on innovation in small and medium-sized enterprises (SMEs) remains understudied. Therefore, this study aims to investigate the impact of digital transformation stages on a differentiated measurement of innovation performance in SMEs.
Design/methodology/approach
The authors propose a simplified one-dimensional digital maturity path to estimate the stages of digital transformation in SMEs. The authors validate their approach with a cluster analysis and perform an ordered logistic regression to estimate the impact of digital transformation stages on SMEs' innovation performance.
Findings
The authors' results show that digital transformation in general has a positive impact on SMEs' innovation performance. More precisely, the authors find that the early stage of digital transformation has a detrimental effect on innovation performance, while significant and positive effects can be expected from the experimental stage onward. Furthermore, the advanced stage of digital transformation significantly increases the probability of producing radical innovations.
Originality/value
This study contributes to the ongoing discussion about the relationship between digital transformation and innovation in SMEs by presenting an approach to quantify digital transformation stages in SMEs. Additionally, this study provides new insights into the specific dynamics of the relationship between different stages of digital transformation and their impact on a differentiated measurement of innovation performance, including technological, non-technological and radical innovation.
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