Digital transformation capability maturity model enabling the assessment of industrial manufacturers

Gökalp, Ebru; Martinez, Veronica

doi:10.1016/j.compind.2021.103522

Cited by 109 publications

(89 citation statements)

References 25 publications

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“…Within the scope of the study, research was conducted using the keywords "digital maturity", "digital maturity model", "smart industry readiness", "digitalization readiness", and "digital transformation assessment" in databases. Studies have shown that businesses have developed many maturity models to determine only their technological infrastructure and architecture [5,[35][36][37][38][39][40][41][42]. However, over the years, it has been understood that the digital maturity of the business does not depend only on technological competence but it also relies on factors such as the corporate structure, strategy, and stakeholders of the business [39,.…”

Section: Digital Maturity Modelmentioning

confidence: 99%

“…Studies have shown that businesses have developed many maturity models to determine only their technological infrastructure and architecture [5,[35][36][37][38][39][40][41][42]. However, over the years, it has been understood that the digital maturity of the business does not depend only on technological competence but it also relies on factors such as the corporate structure, strategy, and stakeholders of the business [39,. It is observed in most of the studies that such subjects as the importance of data in managing processes; the level of cooperation with stakeholders; the technologies used or the level of technology use; employee skills; horizontal-vertical integration within and outside the system; customer orientation and information technologies; and data security are included [4,[43][44][45][71][72][73][74][75][76].…”

Section: Digital Maturity Modelmentioning

confidence: 99%

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Digital Transformation: Digital Maturity Model for Turkish Businesses

MERDİN

Ersöz

Taşkın

2023

Gazi University Journal of Science

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Section: Digital Maturity Modelmentioning

confidence: 99%

Section: Digital Maturity Modelmentioning

confidence: 99%

Digital Transformation: Digital Maturity Model for Turkish Businesses

MERDİN

Ersöz

Taşkın

2023

Gazi University Journal of Science

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“…Luftman developed a methodology to assess the strategic alignment of organizations, namely the strategic alignment maturity model [27]. This model was developed based on the Capability Maturity Model developed by Carnegie Mellon's Software Engineering Institute [28]- [30], but it was focused more on strategic business practices. The objective of this assessment is to improve alignment between IT and business.…”

Section: Strategic Alignment Maturity Modelmentioning

confidence: 99%

Strategic alignment maturity assessment on conventional bank’s information technology

Puspitasari

Saptadi

Rahmadi

2022

JEATech

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Strategic alignment between information technology and business strategy is needed to achieve an organization's performance excellence. Bank X is a bank that focused on serving the micro, small and medium enterprise (MSME) market segments. Bank X provided a variety of banking services which are generally grouped into activities of raising and distributing funds. Banking services are carried out conventionally. At the end of 2019, Bank X was acquired by an investment holding company. The objective of the acquisition is to develop Bank X into a bank with a digital platform. This study aims to measure the maturity level of strategic alignment of information technology with business strategies at Bank X. A conceptual framework is developed based on relevant literature. The level of strategic alignment is measured based on Luftman's Strategic Alignment Maturity Model (SAMM) framework. The results of the analysis show that the strategic alignment maturity level of Bank X is at level 3. Several recommendations are given to improve the maturity level of Bank X's strategic alignment.

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“…Digitalisation is entirely distinct from digital transformation. An organisation might engage in digitalisation activities and projects, including automating processes over IT solutions, but digitisation describes the transformation of information into a digital representation (Gökalp & Veronica, 2020). Digital transformation, in fact, is not something that an organisation can implement as a project.…”

Section: Digitalisation and Digital Transformationmentioning

confidence: 99%

Presenting a structural model of digitalised talent management in a new age: A case study on the mobile telecommunication industry in Iran

Saadatmand

Safaie

Dastjerdi

2022

SA Journal of Human Resource Management

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Orientation: Digital transformation has changed the process of talent management. Traditional models embraced activities and processes that guided the right employee towards the right positions or a broad view of talent management.Research purpose: This study aimed to investigate the mediating impact of digitalised process management on relationship between talent management (TM) and organisational performance.Motivation for the study: Digitalisation in enhanced industries such as mobile telecommunications emphasises agility required to attract talent in a dynamic environment in terms of marketing, competition, et cetera.Research approach, design and method: Research data were collected through a quantitative approach. The statistical population of participants in this research included 298 managers and specialists in the field of the mobile Iranian telecommunications industry. Data were collected using a standard questionnaire, the validity of which was assessed based on the validity of content and structure and its reliability through Cronbach’s alpha. Obtained model was analysed using SPSS version 26 and Smart PLS version 3.3.3 software.Practical or managerial implications: Impact of TM on organisational performance through the mediation of digitalised process management is identified. Results show that investments are required to correlate the digitalised process into TM processes to take organisational performance into the digitalisation era.Contribution or value-add: This study extends the knowledge about future of the TM process, which is enhanced by digitalisation aspects to support company and organisational performance for achieving and adopting in the digital era. The study also extends digitalisation process by using a structural model to investigate the future of process in mobile telecommunication industry in Iran.

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Digital transformation capability maturity model enabling the assessment of industrial manufacturers

Cited by 109 publications

References 25 publications

Digital Transformation: Digital Maturity Model for Turkish Businesses

Digital Transformation: Digital Maturity Model for Turkish Businesses

Strategic alignment maturity assessment on conventional bank’s information technology

Presenting a structural model of digitalised talent management in a new age: A case study on the mobile telecommunication industry in Iran

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