Digital Maturity: A Survey in the Netherlands

Digital in education is always evolving at a quick pace and Malaysia experienced a slower rate of adaption among the some Southeast countries. the administrators at the schools possess inadequate digital competence. This article aims to investigate the competence of school administrators from the perspective of teachers, as well as to classify Malaysian schools' level of digital maturity. Moreover, digital maturity is a prerequisite for the success of digital transformation, yet research on digital maturity in Malaysian education is lacking. Six Malaysian teachers participated in a Focus Group Discussion (FGD) by utilising a qualitative method. This study identified school administrators' competence for digital leadership are vision and mission, digital culture, digital professional development, digitally go-forward, digital safety and digital resilience. The subthemes are problem-solving, communication, teamwork, creativity, critical thinking, ethical and cultural awareness, adaptability, self-direction, technical skills, lifelong learning, and information management. Malaysian schools' digital maturity, as measured by the Educational Process-Capability Digital Maturity (EPCMM), is at level 3, which is designated as "Management." In order to empower and improve school administrators' competences to fully integrate digital technology into daily administrative tasks while leading the digital cultural changes in their schools, it is helpful to know the level of digital maturity in Malaysian schools.

Purpose: the main purpose of this article is to develop a methodology for assessing the digital maturity gaps of industrial enterprises in order to adapt to the digital environment, to take advantage of digital technologies to improve operations and increase competitiveness.Methods: the authors applied general scientific methods (method of synthesis, generalization, content analysis, graphical interpretation of data). In assessing the levels of digital maturity gaps, correlated with the levels of digital maturity, the scaling method was used.Results: the global metamorphoses actualizing the problem of achieving digital maturity by industrial enterprises are described. The concepts of maturity, digital maturity, and digital maturity gaps of industrial enterprises in different sources are investigated. Digital maturity gaps are shown from two perspectives: as the difference between the current and target maturity levels of industrial enterprises; as the gap between awareness and implementation of Industry X.0 solutions in industrial enterprises. The landscape of digital maturity assessment methodologies at different levels is systematized: federal, regional and grassroots level of the economy. The problem and research gap of digital maturity assessment is identified, which is the lack of methodologies for assessing digital gaps. The author proposed a methodology for assessing the digital maturity gaps of industrial enterprises, which includes fourteen stages. The methodology was tested using data from twenty industrial enterprises that are leaders in digitalization in 2021. Visualization of digital maturity indicators and digital maturity gaps was carried out.Сonclusions and Relevance: as a result of testing the methodology for assessing the digital maturity gaps of industrial enterprises, it is concluded that the current state of development of the national industrial ecosystem is characterized by significant heterogeneity in the development of individual industries, unequal development of markets and enterprises. In order to successfully complete the digital transformation and increase the level of digital maturity to the maximum, it is recommended that industrial enterprises integrate digital platform solutions and digital behaviors based on the concept of digital strategizing into their operating model.

Digital maturity describes the self-determined use of digital technologies to support psychological growth and social adjustment and has been associated with reduced negative mobile device use. However, the relationships between digital maturity and a goal-directed use of technology (i.e., instrumental use) and well-being remain poorly understood. We conducted two studies (Ntotal = 641, age 12–18) with parent-adolescent dyads in Austria and Germany and investigated the associations of digital maturity with instrumental device use, indicators of well-being (life satisfaction, positive affect, psychological richness), and ill-being (negative affect, psychological distress), as well as the mediating role of psychological need satisfaction and frustration using structural equation modeling. The results confirmed that digital maturity is linked to instrumental device use. In addition, we found that digital maturity is positively associated with well-being and negatively with ill-being, partially mediated through psychological need satisfaction and frustration. The results indicate that a self-determined use of digital technologies (i.e., digital maturity) may support well-being while shielding against threats and dangers to well-being, and that psychological need satisfaction and frustration are important mechanisms of these relationships.

Evolutionary paths and influencing factors towards digital maturity: An analysis of the status quo in Swiss hospitals

The European Commission emphasises the need for educational institutions to integrate digital technologies in their teaching, learning and organisational practices. This study contributes to the field of digital transformation of schools by proposing and validating a Framework for Digitally Mature Schools (FDMS) and an instrument for assessing the level of schools’ digital maturity. The FDMS and the instrument recognise five areas divided into 38 elements described across five different levels in the form of a rubric. This assessment instrument enables schools to measure their current level of digital maturity and pinpoint the areas that require improvements. The developed Framework and instrument support educational institutions in the assessment, promotion and integration of digital technologies in their teaching, learning and organisational practices.

PurposeThe 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/approachIn 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.FindingsWe 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/valueThis 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.

This article presents the limitations and opportunities for implementing Industry 4.0 solutions in cluster enterprises in the context of the results of studies of their digital maturity.Design/Methodology/Approach: The article uses the following research methods: the analysis of domestic and foreign literature on the subject, the analysis of secondary sources (the results of research by other authors, the results of a study of digital maturity of enterprises belonging to several clusters in Poland and enterprises outside the clusters, the data of the Digital Economy and Society Index 2022 report), induction and deductive reasoning.Findings: Compared to EU countries, companies in Poland (especially SMEs) show a low level of digital maturity necessary to implement Industry 4.0 solutions (including big data technologies, cloud solutions, and artificial intelligence).In fact, this is a solid barrier to improving and maintaining the competitiveness of companies in the conditions of the fourth industrial revolution.Moreover, it stems from certain exo-and endogenous barriers.The research on behalf of the Future Industry Platform among companies participating in clusters revealed that their members show a higher degree of digital maturity than those outside such forms of network cooperation.It indicates more significant opportunities for cluster companies to implement Industry 4.0 solutions.Membership in a cluster represents an opportunity for them to reduce barriers to digitisation.The research results confirm that companies that are members of clusters are more innovative and competitive entities that can function more effectively and efficiently in the digital economy.Practical implications: The article discusses a unique methodology for measuring the digital maturity of enterprises from several clusters in Poland, which business entities can use and apply for self-assessment.The presented research results and information on the barriers and limitations of digitisation will allow government representatives and other institutions to choose appropriate tools to support enterprises in Poland (especially in the SME sector), facilitating the implementation of Industry 4.0 solutions. Originality/value:The study presents research results on cluster enterprises' digital maturity using an innovative method.It discusses them in the context of existing limitations in implementing Industry 4.0 solutions in Poland.It highlights the importance of clusters for improving the ability of enterprises to effectively use digital technologies for the success of the enterprise in the conditions of the fourth industrial revolution.

Purpose Digital technologies promise efficiency gains and untapped opportunity. Adoptions of digital technology lead firms to rethink their organizational setup and existing practices. This paper aims to present a management innovation-based framework that describes new processes and practices for digital transformation. Design/methodology/approach This study uses a structural equation modeling approach to test the framework with survey responses from a sample of 901 Taiwanese organizations – both local firms and multinational subsidiaries – to explore the linkages between adoption of digital technologies and digital maturity. Findings The results reveal that management innovation mediates the relationship between digital technology adoption and digital maturity. Moreover, fast-paced environments have a greater impact of management innovation toward digital maturity than slow-paced environments. Originality/value This study adds to emerging research that considers the role of organizational learning in digital transformation efforts. The extent to which organizations link the lessons from direct experience to digital routines through which management innovation is implemented determines to a large extent whether this strategic initiative is optimized by the firm. More generally, the findings point to the mutual importance of digital maturity and experiential learning efforts, and suggest a specific means by which learning processes are mobilized by innovating organizations. This study contributes to digital transformation research by providing insight into how a firm can restart failed transformation initiatives of this kind.

The objective of this study was to design a digital marketing maturity model with a corporate social responsibility approach in the automotive industry, with a focus on Modiran Khodro Company. Using the thematic analysis method, this study identified and categorized the key components of the digital marketing maturity model. The results indicated that this model consists of six main categories: development of organizational capabilities and culture, digital technology and innovation, corporate social responsibility and sustainability in digital marketing, responsible digital marketing strategy and vision, data management and marketing intelligence, and customer interaction and engagement in digital platforms. These components highlight the importance of aligning modern digital technologies with corporate social responsibility values to achieve sustainable and effective marketing. The findings also align with previous research in the field of digital marketing and corporate social responsibility and provide a practical framework for companies operating in the automotive industry. This study assists managers and decision-makers in evaluating their level of digital maturity and formulating responsible strategies to enhance customer engagement, build trust, and promote sustainable development.

PurposeIn response to the growing need for organizations to enhance their digital capabilities and the widespread adoption of enterprise social media (ESM) in the workplace, researchers have extensively studied the effects of ESM on various organizational outcomes. Nonetheless, a notable theoretical gap exists regarding the influence of ESM on the development of organizational digital maturity. This paper aims to bridge this gap by conducting a comprehensive literature review to investigate how the utilization of ESM can facilitate the transformation of organizational value-creation processes, thereby contributing to the overall enhancement of digital maturity.Design/methodology/approachUsing the information technology (IT) value-creation framework developed by Mooney et al. (1996) and applying a template analysis methodology as outlined by King (2012), the authors conducted a systematic literature review (Okoli and Schabram, 2010), to investigate the influence of ESM on value creation within the digital business environment.FindingsThe study’s outcomes are structured around a theoretical framework that combines the contingency theory and the sociotechnical perspective to provide a comprehensive understanding of digital maturity. This paper also delves into how ESM facilitates the transformation of organizational value-creation processes, ultimately contributing to the overall progress of their digital maturity.Research limitations/implicationsThis study adapts existing theoretical models to fit the context of ESM and integrates multiple perspectives to provide a comprehensive understanding of its impact. It identifies a convergence in the definition of ESM and offers insights into its various dimensions and effects on value creation. Hence, scholars can use the identified theoretical frameworks and conceptual convergence to guide future investigations into the impact of ESM on value creation, fostering theoretical development and empirical research. Practitioners can benefit from the insights to develop effective strategies for implementing ESM within their organizations, aligning with broader organizational objectives to enhance performance, streamline operations and drive structural changes. Furthermore, both scholars and practitioners can use the identified limitations of the study to identify areas for further improvement and exploration, thus contributing to the advancement of knowledge and practice in ESM and value creation. Limitations of this research include the exclusion of gray literature, a relatively small sample size of analyzed articles, and the restriction to specific databases as per systematic review guidelines, potentially overlooking valuable contributions from alternative sources.Practical implicationsThis paper provides a comprehensive exploration of how ESM can support value-creation processes within organizations. It offers valuable insights to help managers incorporate ESM into their digital strategies and to understand its value-creation effects.Originality/valueAdopting a value-creation perspective and integrating the contingency theory and the sociotechnical perspective to build a comprehensive framework, this research introduces an original approach by showcasing how ESM can facilitate shifts in value-creation processes of organizations, paving the way to contribute to the development of their digital maturity.

In the current industrial landscape, digitization is essential for the survival and growth of companies of all sizes. The adoption of new technologies and organizational structures is critical as companies navigate complex digital transformations. While Maturity Models (MMs) offer significant support in these endeavors, existing models often overlook the integration of Information Technology systems, leading to gaps in assessing digital maturity. This paper addresses these shortcomings by (1) proposing a Fuzzy Cognitive Maps based MM which adeptly captures the causal relationships among IT systems and enabling technologies, and (2) defining and testing a methodology for constructing such a model with inputs from both industry experts and academic researchers. The new MM provides a holistic assessment of smart manufacturing maturity and outlines clear, context-specific pathways for digital transformation. A key feature of the proposed model is its practical applicability, demonstrated through a detailed case study, which validates the MM by applying it to a real-world manufacturing setting, assessing current digital maturity levels, and simulating various improvement scenarios. The results illustrate significant enhancements in digital maturity, affirming the model’s practical value. This evidence supports the MM’s utility in guiding companies toward informed digital advancements, with potential adaptations for specific markets and needs.

omputational study on digital maturity comprising the teaching communityand their perception towards the impact of Digital Educational Technologies (DET)and Artificial Intelligence (AI) in the learning process. The objective of this studyis to determine digital maturity profiles among teachers, pattern recognition inthe use of AI tools, and modeling their correlation with subjective assessmenttowards educational outcomes. The research that took place among 832 teachersfrom various educational organizations combines a quantitative-qualitative approach(online survey) with further advanced computational methods. PCA was applied fordetermination of latent factors within the usage of AI tools while K-Means clusteringenabled us to detect three empirical profiles concerning digital maturity. Linearregression analysis between tool usage and supposed better student outcome has beenexecuted. Findings reveal high levels of educator engagement, with traditional tools(MS Office) still topping usage and ChatGPT being the most used AI tool (80.4%). Three clusters were identified through clustering: "AI-oriented," "Basic AI," and"Interactive-traditional" that reflect digital maturity’s different aspects. A very largeproportion of teachers-84.6%-reported increased student motivation and interestthanks to DLT. The maturity profiles identified and the relationships modeledprovide an empirical basis for targeted, cluster-specific professional developmentprograms to be designed.

It is impossible to perceive modern agricultural production without information and communication technologies. The authors analyze the modern state of agriculture in Russia and provide data confirming that agricultural organizations are the main producers of goods. The paper describes the departmental project “Digital Agriculture”, which is designed to increase the efficiency of agricultural production based on the introduction of digital technologies. The digital gap in rural areas is proved based on indicators of the use of information and communication technologies in urban and rural areas. The term “digital maturity” is defined in the aspect of digital transformation of agricultural organizations. The paper proposes the methodology to assess the digital maturity by groups of factors. A survey of the heads of large agricultural organizations was conducted according to the DMPTSC analysis, and measures were proposed to increase the efficiency of digital transformation of agricultural enterprises.

The organisational strategic IT vision has been considered as a key contingency that affects the role of Information Technology (IT) leadership in organisations. Using the theoretical lens of the contingency approach to leadership, this study investigates the influence of strategic IT vision of an organisation on the Chief Information Officer (CIO) role and structural power. A large-scale survey was conducted with CIOs of Australian organizations. The results of the data analysis show that the Educator role of the CIO seems to be more important in organisations that articulated a ‘transform’ vision of IT compared to organisations that focus on IT for automation. The results also show that CIOs in organisations that strategically view IT as a transformation or informate-down orientation gave the role of Information Steward more attention than CIOs working in organisations where IT is viewed as a means to automate processes. The findings also show that there is significant positive association between the organisation’s strategic IT vision and the CIO’s structural power in terms of reporting structure and CIO job title. This study has implications for practitioners as the findings indicate the necessity for CIOs to align their roles with their firm’s IT vision and suggest that Chief Executive Officers (CEOs) should empower their firm’s CIOs in terms of their reporting structure and job title as the role of IT in the organisation progresses from the lower strategic vision of IT (automate) to the highest vision (transform).

All healthcare systems are increasingly reliant on health information technology to support the delivery of high-quality, efficient and safe care. Data on its effectiveness are however limited. We therefore sought to examine the impact of organisational digital maturity on clinical outcomes in secondary care within the English National Health Service. We conducted a retrospective analysis of routinely collected administrative data for 13,105,996 admissions across 136 hospitals in England from 2015 to 2016. Data from the 2016 NHS Clinical Digital Maturity Index were used to characterise organisational digital maturity. A multivariable regression model including 12 institutional covariates was utilised to examine the relationship between one measure of organisational digital maturity and five key clinical outcome measures. There was no significant relationship between organisational digital maturity and risk-adjusted 30-day mortality, 28-day readmission rates or complications of care. In multivariable analysis risk-adjusted long length of stay and harm-free care were significantly related to aspects of organisational digital maturity; digitally mature hospitals may not only deliver more harm-free care episodes but also may have a significantly increased risk of patients experiencing a long length of stay. Organisational digital maturity is to some extent related to selected clinical outcomes in secondary care in England. Digital maturity is, however, also strongly linked to other institutional factors that likely play a greater role in influencing clinical outcomes. There is a need to better understand how health IT impacts care delivery and supports other drivers of hospital quality.