Methodology for assessing digital maturity gaps in industrial enterprises

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.

Digital transformation has taken place in various sectors of life, and has also penetrated into Vocational Secondary Schools (SMK). Research on digital maturity in vocational schools is still rare. The purpose of this study is to develop a digital maturity model that includes the dimensions and the level of digital maturity, digital maturity measurement instruments, and to measure digital maturity in vocational schools. The instrument developed has met the validity and reliability test and can be used for quantitative research on digital maturity measurement. The dimensions of digital maturity include: management and organization, people and culture, products and services, technology, and organizational operations. Meanwhile, the maturity level consists of 5 levels: not ready, initial readiness, intermediate readiness, mature readiness, and already implemented. The measurement results showed that the vocational school that was the subject of the study was in mature readiness. This study concludes that digital transformation in vocational schools is a necessity. The resulting assessment models and instruments can be used to measure digital maturity in vocational schools. This study was conducted at a vocational school, which opened up space for future study. The form of research can deepen the dimension of digital maturity, or research for high schools, both public or private high schools.

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.

The main goal of this study to create a digital maturity assessment model for companies which want to prepare a future policy by evaluating their competencies in Smart Agriculture. Producers in the agricultural sector can learn their digital maturity levels by using the proposed evaluation model and analyze how successful they are in terms of Industry 4.0 requirements. By the help of the obtained strategic road maps, they can take advantage of cost and time by completing digital adaptation with more accurate decisions. For the digital maturity assessment model, Industry 4.0 requirements will be revealed both technically and administratively in the agricultural sector. For this purpose, the relevant literature is reviewed and a sustainable list of requirements for sector-environment-human dimensions are created. These requirements are grouped as main and sub-criteria. All criteria created for the digital maturity evaluation model for the agricultural sector are evaluated by using Best-Worst Method (BWM). After applying BWM, the weights of each criteria are figured out and they are used to evaluate the maturity level of each company by applying simple weighted average method. Also, a user friendly web site is designed to let companies easily measure their levels and have opportunity to identify their strong and weak points in the Smart Agriculture process.

Aim. The work aimed to create a comprehensive method aimed at assessing and increasing the current level of digital maturity of the management system in the company.Objectives. The work seeks to develop a method and recommendations for increasing the digital maturity of the management system as part of project technologies, organizational processes and personnel training programs, as well as analyze the company’s activities in the context of using project management methods and principles.Methods. The author applied a systems approach, comparative analysis, deductive and inductive approaches, as well as methods for assessing the company maturity level, indicating its readiness and ability to use project management principles to achieve goals.Results. In order to draw reliable conclusions and develop an effective project management strategy for a company, a comprehensive methodology is proposed, which includes criteria for determining the level of digital maturity, including project technologies, organizational processes, personnel training programs, and the integration of project thinking into the company’s daily activities. This method has been repeatedly used during expedited audit of project activities of various companies.Conclusions. The recommendations developed and implemented using the proposed method ensure a comprehensive improvement of the company’s project management system in technical, organizational and qualification aspects. This improves the quality of successfully implemented projects, increases their number, and creates the grounds for sustainable growth and strengthening the company’s competitive advantages in the market.

Digital maturity encompasses a company’s performance on the path to digital transformation. Various barriers can hinder the improvement of companies on the path to digital maturity – such as organizational culture and various human elements. The starting point for this study was that, regardless of digitization, the human factor is becoming an increasingly important resource in organizations and that digital maturity models (DMM) also focus on these aspects. The purpose of this study is twofold: to investigate the emergence of organizational culture and the human factor in DMMs through a comparative analysis and conduct empirical research in Hungary. In this study, we also aim to investigate the different factors of digital maturity of Hungarian companies and find a correlation with digital maturity based on the characteristics of a learning organization. According to our hypothesis, companies with the characteristics of a learning organization achieve a higher level of digital maturity. To prove this, we surveyed 776 Hungarian companies using a structured questionnaire. Based on our survey, we confirmed the hypothesis using three variables: the business organization anticipates and predicts change, focuses on long-term impacts when making organizational decisions; employees can achieve personal success.

The article explores the strategic priorities for the development of the higher education system in the Russian Federation [9; 23; 24; 26; 11], as well as the directions for enhancing the efficiency of governance in higher education institutions (hereinafter – HEIs) under the conditions of digital transformation (DT). The institutional dynamics of university transformation are analyzed, taking into account their typological structure, level of digital maturity (DM), the extent of digital technologies implementation, and the use of strategic management tools in HEIs. Based on H. Etzkowitz’s Triple Helix model [1; 2], a new managerial paradigm is substantiated, in which universities act as active participants in an innovation ecosystem uniting education, science, business, and the state. The article identifies key differences between digitalization and digital transformation, and systematizes the approaches to assessing the level of DM in HEIs. The research results made it possible to identify pathways for improving the effectiveness of university DT, including overcoming institutional barriers arising during the transformation process, adapting governance models to the realities of the digital economy, and laying the groundwork for the development of a conceptual DT model for HEIs.

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.

The article is devoted to the theoretical and methodological substantiation of the integrating role of digital maturity of personnel in the processes of modern transformations of industrial enterprises. The subject of the study was the assessment of the role of company employees within the framework of the proposed balanced digital transformation (DT) model, and its purpose is to establish the relationship between the digital maturity (DM) of employees and methods of its formation, taking into account the priorities of a balanced DT. The methodological basis was the materials of works from the field of organizational institutionalism, applicable to solving the problems of managing digital transformations in industry. The results of the research, carried out using the methods of scientific analysis and synthesis, as well as processing the results of the survey and questionnaires, consist in the formation of new ideas about the model of digital transformation. The article reflects its features such as cyclical nature, the sequence of mandatory stages (formation of corporate digital culture, motivation of staff, practice-oriented mentoring, technology, data analysis and customer influence). As differences from existing approaches, the inclusion of the integrating role of digital maturity of personnel in the digital transformation (DT) processes and consideration of technologies and customer needs only after assessing the readiness of personnel in the formed digital environment is noted. The authors have formed recommendations for the practical implementation of the presented model of balanced digital transformation and the conduct of appropriate survey procedures that may be of interest to specialists in this field.

This study uses the Design Science Research Methodology (DSRM) approach in creating an artifact on the perspective of the Information System. Design Science as a valuable tool for creating a new artifact or developing an existing artifact through research. The DSRM Framework described in this study discusses the implementation of each stage, namely, Explicated Problem, Define Requirement, Design and Development, Demonstration, and Evaluation and is complemented by the implementation of case studies of artifact creation in DSRM stages. The Digital Maturity Measurement in question is a service to measure digital maturity in various dimensions. Each DSRM stage is mapped to a case study of that service. Canvas visualization is presented to describe a complete picture of how the artifacts of Digital maturity services are built with the DSRM approach. This research also provides guidance on the principles, procedures, and characteristics needed to build effective research.

The relevance of the research is due to the need to systematize and clarify the conceptual framework in the field of digital transformation of the hotel business, which is a prerequisite for the formation of methodologically sound approaches to the diagnosis and management of digital maturity of hotel enterprises. This problem is of particular importance in the context of increasing demands on the quality of service, increased competition and the need to ensure the sustainable development of the hotel business in the digital economy.The purpose is to formulate a characteristic of the concept of digital maturity of the hotel business, taking into account its specifics.Objectives: to analyze the existing definitions of digital maturity; to identify the key characteristics of the digital maturity of hotels; to propose a formulation of the concept taking into account the specifics of the hotel business.Methodology. The research was based on a systematic approach, interpretation, analysis, synthesis in relation to the concept and characteristics of digital maturity in the hotel business.Results. The article examines the theoretical and applied aspects of the formation of the concept of digital maturity in relation to the hotel business, analyzes approaches to the definition of digital maturity, presented by both domestic and foreign authors. Based on the generalization of theoretical sources and industry specifics, the interpretation of the digital maturity of the hotel is formulated as the level of its ability to sustainably and strategically integrate digital technologies into business processes, personnel management and guest service. The key characteristics of maturity are highlighted: strategic orientation, organizational flexibility, technological equipment, digital culture and customer-centricity. Digital maturity in the hotel industry must take into account the balance between technology and the human factor.Conclusions. The study clarifies the concept of digital maturity in relation to the hotel business. It has been established that digital maturity includes not only the level of technological development, but also the strategic, organizational and cultural readiness of the hotel for digital transformation. The conclusion is made about the need for an integrated approach to the diagnosis and development of digital maturity to ensure the sustainability of the hotel business in a digital economy.

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.

This study aims to determine the digital maturity levels of automotive enterprises in Industry 4.0 as they operate in Konya. In the study, analysis was conducted on data collected from nine enterprises engaged in mass production of automotive industry spare parts. Maturity model, ARAS, and SAW method analyses were performed based on data obtained from experts and managers working in the enterprises. In general, it has been observed that the Industry 4.0 maturity level of enterprises (3.50/5.00) is at a medium level. However, while it is seen that the level of enterprises for smart processes and smart products is better, it has been concluded that there are areas that need improvement in smart factories and organisational aspects.

This study explores the enablers and barriers to digital transformation in Vietnamese logistics companies, a sector pivotal to the nation’s economic growth yet lagging in digital adoption. The core theme centers on understanding how local contextual factors shape the integration of technologies like artificial intelligence, IoT, and blockchain in an emerging market. The research objectives are to identify key facilitators of digital transformation, examine obstacles impeding progress, and offer strategic recommendations for logistics firms to enhance their digital maturity. Data were collected through semi-structured interviews with 20 stakeholders, logistics managers, policymakers, and technology providers, representing firms of varying sizes and digital maturity levels, supplemented by secondary sources such as industry reports and government policies. A qualitative, exploratory approach was employed, with thematic analysis conducted using NVivo software to identify recurring patterns. Findings reveal that leadership vision, government incentives, affordable technological ecosystems, and workforce training are primary enablers, fostering organizational and technical capacity for digital adoption. Conversely, financial constraints, cultural resistance, regulatory complexities, and cybersecurity risks emerge as significant barriers, particularly pronounced due to the prevalence of small and medium enterprises and traditional practices. These insights highlight Vietnam-specific nuances, such as the reliance on cost-effective solutions and the critical role of upskilling, distinguishing this study from global trends. The research contributes to logistics scholarship by offering a localized perspective and provides practical strategies for firms and policymakers to navigate digital transformation challenges effectively.

This research investigates the digital transformation (DTM) process in Pakistan's public healthcare organizations while analyzing organizational factors that influence their digital maturity levels. This study frames DTM using three key elements: digital transformational leadership (DTL) as the guiding force, employee commitment to digital transformation (ECDT) reflecting workforce engagement and employee artificial intelligence (AI) readiness culminating in organizational digital maturity (ODM). The theoretical basis of this research is the technology-organization-environment (TOE) framework. The research used a moderated mediation model to analyze the DTM process. This research applied structural equation modeling and bootstrapping to assess hypotheses based on data from 258 employees collected at three different time points. The results confirm that DTL positively impacts ECDT and that ECDT in turn positively enables ODM. The moderation analysis finds a suggestive trend indicating that ECDT translates to ODM more strongly when employees feel prepared to engage with and work alongside AI-based digital technologies. This study extends TOE theory by giving a more in-depth and salient focus on the employee-level psychological and capability-based elements of the "organization" dimension of TOE, which is under-theorized and underrepresented in digital health research. The study also empirically explores and tests digital leadership and transformation in a developing country context with practical implications for Sustainable Development Goal (SDG) 3 and SDG 9.