Approaches for the Development of Digital Products in Small and Medium-sized Enterprises

Goerzig, David; Luckert, Michael; Aichele, Andreas; Bauernhansl, Thomas

doi:10.1007/978-3-030-03451-1_56

Cited by 3 publications

(9 citation statements)

References 8 publications

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“…The literature reviewed revealed that most studies (e.g., Goerzig et al, 2018;Horvat et al, 2018;Majstorović et al, 2020;Ramos et al, 2020;Schumacher et al, 2016;Szedlak et al, 2019) placed an essential emphasis on strategy as a key dimension in measuring the level of digital maturity. Schumacher et al (2016) claimed that supporting digital transformation would require the strategy to include a roadmap of the implemented process, identify the resources available, and set out a clear plan for the business model adopted.…”

Section: Strategymentioning

confidence: 99%

“…The authors also assessed strategy based on the process of designing new business models. Goerzig et al (2018) supported the notion of strategy, describing it as a long-term orientation focusing on digitalization.…”

Section: Strategymentioning

confidence: 99%

“…Nevertheless, the dimension is assessed similarly across the identified studies. The criteria included the level of digital skills, knowledge, training, the openness of employees towards the adoption of new technologies, the degree of employee autonomy, and employee development through knowledge transfer (Eirich, 2020;Goerzig et al, 2018;Majstorović et al, 2020;Nick et al, 2019;Schumacher et al, 2016;Szedlak et al, 2019). Horvat et al (2018) measured interfirm cooperation and employee communication as separate dimensions, while Schumacher et al (2020) focused on these two employee processes as a single dimension including value creation and administrational processes.…”

Section: People/employeesmentioning

confidence: 99%

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Key Dimensions That Measure the Digital Maturity Levels of Small and Medium-Sized Enterprises (SMEs)

van Tonder,

Bossink,

Schachtebeck

et al. 2024

Journal of Technology Management & Innovation

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Digital maturity models are not widely adopted or implemented in business practice, despite the interest in these models. It is unclear which dimensions and parameters are most crucial in measuring the level of digitalization within small and medium-sized enterprises. In this paper, we present a systematic literature review of studies on digital maturity models published from 2011 to 2021. The guiding research question of this study is: Which dimensions are included in digital maturity models to measure the level of digitalization in business models of SMEs? Existing research on the dimensions and parameters included in digital maturity models was reviewed. The review identified nine dimensions: (a) strategy, (b) leadership, (c) culture, (d) organization, (e) people/employees, (f) technology, (g) processes, (h) products, and (i) customers. Additionally, 16 parameters were identified that measure these dimensions. This paper concludes with a discussion of the implications of this review for future research and practice.

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Section: Strategymentioning

confidence: 99%

Section: Strategymentioning

confidence: 99%

Section: People/employeesmentioning

confidence: 99%

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Key Dimensions That Measure the Digital Maturity Levels of Small and Medium-Sized Enterprises (SMEs)

van Tonder,

Bossink,

Schachtebeck

et al. 2024

Journal of Technology Management & Innovation

View full text Add to dashboard Cite

show abstract

“…Besides, they frequently do not have the competencies required for the realization of digitalization projects. [4] For a more in-depth analysis, it is necessary to examine the current methodology of SMEs. Therefore, the following section analyzes how SMEs are currently dealing with the challenges in the implementation and introduction of digital services.…”

Section: Analysis Of Digital Service Innovation In Smesmentioning

confidence: 99%

“…For this reason, they have to be particularly efficient in the application of their resources. [4] The objective of this paper is to present a methodology for advancing digital services of SMEs from prototype status to the live production environment. As a research methodology a design science approach is applied.…”

Section: Introductionmentioning

confidence: 99%

Capability-Based Implementation of Digital Service Innovation in SMEs

Görzig

Kärcher

Bauernhansl

2019

IFIP Advances in Information and Communication Technology

Self Cite

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In order to be successful in the market in the long term, enterprises must not only continuously optimize their operations but also constantly innovate. It is necessary to develop radically new digital services which disrupt their existing business model. For small and medium-sized enterprises (SMEs), it is a major challenge to put the generated solutions into practice. They have to cope with digitalization while having limited resources. The presented paper starts by examining the challenges for SMEs in the context of digitalization. Thus, an analysis of the approaches used in practice for implementing digital services in 36 SMEs is carried out. Essential differences between start-ups and established SMEs are identified. On this basis, a capability-based, agile methodology is presented which supports enterprises in advancing newly developed, digital services from prototype status to the customer's environment. Finally, the methodology is put into practical application within an innovation project in an SME.

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Capability-Based Planning of Digital Innovations in Small-and Medium-Sized Enterprises

Görzig

Kärcher

Bauernhansl

2019

2019 IEEE 21st Conference on Business Informatics (CBI)

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Approaches for the Development of Digital Products in Small and Medium-sized Enterprises

Cited by 3 publications

References 8 publications

Key Dimensions That Measure the Digital Maturity Levels of Small and Medium-Sized Enterprises (SMEs)

Key Dimensions That Measure the Digital Maturity Levels of Small and Medium-Sized Enterprises (SMEs)

Capability-Based Implementation of Digital Service Innovation in SMEs

Capability-Based Planning of Digital Innovations in Small-and Medium-Sized Enterprises

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