The digitalization status: a case study assessment and a comparative analysis

Digital Transformation (DT) is the journey of using digital technologies to develop new business models and strategies. DT aims to achieve competitive advantage and to realize activities that will create efficiency in the corporate value chain. Digital Maturity Model (DMM) provides a practical approach to DT. There is a need for an analytical tool to analyze the significance of the factors in the DMM and to rank the companies according to their digital maturity. It is a multi-criteria decision-making (MCDM) problem with multiple factors under vagueness and impreciseness. Hesitant fuzzy linguistic term sets (HFLTS) is a technique used to facilitate Decision Makers’ (DMs) judgment process in imprecise situations. HFLTS technique gives DMs possibility to use linguistic expressions with comparative judgments. This article introduces a decision framework based on the HFLTS, Hesitant Fuzzy Linguistic (HFL) Analytic Hierarchy Process (AHP) and HFL Additive Ratio ASsessment (ARAS) methods. It is aimed to provide a scientific method that helps to determine the most important criteria for companies’ DMM and to rank companies. A case study about the banking sector is presented to verify the usability of this method.

Focusing on businesses, digital transformation has a significant impact on various sectors. It enables innovation practices, new or improved designs and processes, and new business models, restructuring the business value chain. Digital transformation is not just about development through adoption of new technologies. Even though organisations differ regarding their digital transformation process, there is a need for digital maturity models in order to assess the status quo of their digital transformation. Therefore, there is a lack of understanding on which are the critical elements that organisations need to take into consideration for their digital transformation journey. The purpose of this paper is to propose both a scientific and practical framework for designing, developing, and implementing a digital transformation journey. Many different digital maturity models have been examined and analysed implementing a three-phase literature review methodology. Based on the prior literature of digital transformation maturity models, a conceptual framework is proposed and tested with a case study. As a result, the synthesized framework could serve as a blueprint of strategic decision-making in digital transformation. This research spreads light on the field of digital transformation by expanding the role of digital maturity models. It is stated that more research needs to be done aiming to gain a deeper understanding of this topic.

Relevance. Digital transformation has been one of the key driving forces in the economy over the past few years, and the introduction of digital technologies is becoming an essential condition for an efficient, competitive and sustainable business. The article is devoted to the formation of the concept of digital transformation in the modern business environment, with a focus on the growing new challenges from the external environment. A wide range of studies devoted to this issue highlights various aspects, including barriers, strategies, elements and other components of this complex definition, which leads to the existence of multiple variations of approaches, both to the vision of the essence of digital transformation and its resulting parameters. The purpose of the study is theoretical and methodological elaboration of the issues of the essence of the categorical apparatus of the category "digital transformation of business" and the disclosure of its structural components, as well as clarification for further strategic management and reduction of the consequences of risk determinants. Objectives: analysis of statistical data on the level of digitalization of business in Russia; identification of key elements of digital business transformation; consideration of digital transformation as a business process. Methodology. As part of the study, materials from world rating reports and news agencies were used, as well as developments by representatives of the national scientific school, which was the basis for a critical analysis. Standard methods of statistical processing, generalization, and comparison were used. The method of classification and comparative analysis, as well as methods of structural-functional and strategic analysis are applied. Results. The article presents the main trends of digitalization of business in Russia. The author's approach to understanding the definition of "digital transformation of business" is formulated, its key elements are highlighted. A conceptual model of digital business transformation in the conditions of practical implementation of the basic development strategy is proposed. Conclusions. The technologies that form the basis of digital transformation are revolutionary in themselves, and in their synergetic effect are capable of radically transforming business and society, destroying old business models, thereby contributing to the increase of competitive opportunities and rapid adaptation to chaotically changing market requirements.

The literature argues that a real digital transformation of firms requires holistic changes of the business model. Despite knowledge about this ambitious goal, understanding of how digital business model transformation can be achieved is still very limited. In this article, we explore how firms achieve digital business model transformation. We apply a case study design to investigate how incumbents have changed their respective business model dimensions during digital transformation. Our findings center on interview data and complementary archival records from 15 cases. We present a framework for digital business model transformation along the dimensions of value proposition, value creation, and value capture. Our results emphasize the importance of a preparatory phase in which the strategic course is set. Furthermore, our findings demonstrate that transforming a company's business model is most effective when a single person, namely the Chief Digital Officer, is responsible. Our findings contribute to the business model literature, by providing a more holistic view on how business model innovation can be utilized during digital transformation.

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.

Purpose—While digital transformation has been widely implemented in large corporations, there is a big potential for startups and SMEs that are lagging behind in utilizing this opportunity. This chapter aims to raise awareness among startups and SMEs about digital transformation by developing a digital maturity model adopted, especially for international distributed work. The model serves as a framework for startups and SMEs to understand which dimensions influence and are important for digital transformation, and what specific questions are relevant for each of the dimensions.Design/methodology/approach—The research followed the Design Science Research with explorative interviews of two CEOs and development of case studies of companies currently undergoing the digital transformation process to get a deeper understanding of the different dimensions and which dimensions really matter. The artifacts are the dimensions that have a direct impact on the successful implementation of digital transformation, including a sample report of the digital maturity to position a company’s digital transformation against a baseline. Those dimensions were identified and chosen based on the review of 27 existing digital maturity models.Findings—The perception, that digital transformation is all about technology, has been disproved. Seven dimensions identified were (a) Culture and Leadership, (b) Digital Technologies, (c) Organization and Processes, (d) Employees and Digital Skills, (e) Customers, (f) Products and Innovation, and (g) Digital Strategy. Once a digital strategy is defined, a company can then focus on either internal or external environment. Culture and leadership need to be defined top-down as a base for driving change. Digital technologies are enablers, not drivers.Business implications—The use of a digital maturity model raises companies’ awareness about the current digital transformation phase and helps to understand, kick-off and accelerate their digital transformation to realize the aspired situation. While SMEs need to carefully plan and transform all aspects of a running company to benefit from digital opportunities, startups can launch digitally right from the start.Originality/value—Startups and internationally active SMEs can use the maturity model for a self-assessment as a first step to understand key dimensions to build a digital strategy and continuously work on improving maturity level as well as sustainability. Researchers in other countries can use the maturity model for classification and conduct a survey for comparative analysis among countries and different industries in different countries.

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.

The COVID-19 pandemic has accelerated the transition to remote and hybrid teaching and learning, highlighting the importance of digital maturity among university staff and students. Digital maturity includes technological proficiency and skills necessary to navigate and use digital tools for personal learning and development, as well as responsible and ethical use of technology, digital citizenship, and critical thinking. Developing digital maturity among students is critical to promoting sustainable practices and success in a digitally connected world. This article examines the impact of students’ digital maturity on online learning engagement and explores the relationship between digital maturity, acceptance of universities’ digital transformation, online education satisfaction, student engagement, and sustainable behavior. The study randomly selected 358 students from three Polish universities who completed an online survey (CAWI). The results indicate that digital competences positively affect the students’ acceptance of the digital transformation of the university. Personal innovation and motivation for formal digital learning also influence acceptance. Accepting the digital transformation has a positive impact on online learning satisfaction. Engagement in online learning has minimal impact on informal digital learning. The positive moderating effects of commitment to sustainable development on satisfaction and commitment to distance learning and informal digital learning were insignificant. The study suggests that universities need to promote digital maturity among all stakeholders, and students need to improve their digital competences to take full advantage of the educational offer of universities.

This paper aims to determine how Digital Transformation Maturity and Digital Change Management affect Work-Life Integration through Digital Work Adaptation as an intervention variable among Government Civil Servants of Central Java's Capital Municipality, which has implemented a digital work system. Quantitative methodology is used in this study, and 200 State Civil Apparatus (ASN) of the Semarang City Government are involved. The data will be analyzed using a quantitative approach through statistical analysis using variance-based structural modeling with PLS-SEM and SPSS, which aims to conduct path analysis with latent variables and coefficients. The findings reveal that Digital Transformation Maturity and Digital Change Management significantly enhance Digital Work Adaptation. Digital Work Adaptation is proven to mediate the relationship between the two independent variables of Work-Life Integration. Digital Change Management has a more decisive influence than Digital Transformation Maturity in forming Work-Life Integration through Digital Work Adaptation. These findings indicate the importance of digital change management and transformation maturity in supporting ASN work and life balance adaptation in the digital era. The study provides theoretical and practical contributions to developing public sector HR management in digital transformation.

PurposeThis 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/approachBuilding on the strategic management and digital transformation literature, five hypotheses are developed to find the relationships between these antecedents and financial success.FindingsDigital 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/valueThis 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.

The object of this study is the digital transformation of external corporate communications – a process that reshapes the ways organizations interact with stakeholders and build trust in the digital age. The relevance of the topic lies in the fact that digital tools open new channels of interaction but simultaneously require a rethinking of theoretical foundations, an assessment of digital maturity, and the development of integrated models for strategic communication management, especially under conditions of rapid socio-technological change. The purpose of the study is to synthesize classical and modern approaches in the field of communications and, on this basis, to develop a model that helps with the assessment of digital maturity and the visualization of interdisciplinary connections in transformation processes. The research methods include the analysis and synthesis of scientific sources, a comparative approach to juxtaposing classical and modern frameworks, as well as modeling and abstraction to construct conceptual frameworks. The main findings are the formulation of two models of digital transformation in external communications. The first is the External Corporate Communication Maturity Model (ECCMM), a five-level maturity model that describes the gradual progression from basic to innovative practices. The second is the TOC model (Technical, Organizational, Communicational), which explains the interplay of technological, organizational, and communicative factors and proposes a set of indicators for future empirical testing. The proposed approaches provide a foundation both for standardizing academic research on digital transformation and for practically assessing the digital maturity of corporate communications in diverse contexts, including the Ukrainian one

In the context of the implementation of the main strategic goal of national development — digital transformation, the tasks of intensive implementation of information technologies in the business processes of enterprises come to the fore. To optimize this process, it is important to correctly determine the strategic direction of the enterprise development and choose a business model for digital transformation. The article deals with issues related to the assessment of the digital maturity of an enterprise. The possibility of using the indicators of the development of the information society of the Russian Federation to create a model of an integral indicator for assessing digital maturity is determined. The question of the interdependence of development indicators in the sections on the availability of financial resources and e-business is considered in detail. The studies are carried out using the method of pairwise correlation analysis based on the data of federal statistical observations on the issues of monitoring the development of the information society in the Russian Federation. In general, the impact of 29 out of 32 indicators from the "Electronic Business" section, which have a sufficient amount of statistical data, on the indicator "Volume of investments in fixed assets directed to information, computer and telecommunications equipment" was studied. Only two of them (The share of organizations that had special software for managing the purchase of goods (works, services), in the total number of surveyed organizations and the share of organizations that had special software for managing the sale of goods (works, services), in the total number of surveyed organizations) show little or no correlation. The rest demonstrate the tightness of the correlation from noticeable to very high. The identified indicators from the e-business section, which have stable relationships with the indicator "Volume of investments in fixed assets aimed at the acquisition of information, computer and telecommunications equipment", will be further included in the integral indicator for assessing the digital maturity of an enterprise, which allows for a quantitative assessment based on the model multiple regression.

The relevance of the problem of developing effective anti-crisis strategies in conditions of increasing uncertainty and unpredictability of internal and external environment of enterprises is substantiated. The necessity of formation of active anti-crisis strategy in connection with frequent crises in activity of entrepreneurial structures is studied. It has been established that the crisis on the one hand is a destructive process that threatens the stable existence of entrepreneurial structures, and on the other it is constructive - since it forms the prerequisites for their transition to a qualitatively different level of development. It is proposed to use the tools of digital business transformation as an element of crisis management. The possibilities of applying digital business transformation in different business areas have been investigated. The following areas of digital business transformation are defined: business functions, business processes, business models, business assets, business culture, business ecosystem. It has been determined that digital technologies allow to obtain significant advantages for small and medium-sized businesses, among which it should be noted: improving business operations, stimulating innovation and ensuring the growth of enterprises, changing existing and developing new business models, expanding marketing opportunities. It is substantiated that digital transformation is simultaneously aimed at improving existing business processes and creating competitive advantages by changing and creating new business processes within the enterprise.

Human resource management is a key process that affects digital transformation because any transformation is inspired, provided, and executed by personnel. The digital maturity of personnel management is a hot topic for all industries that requires scientific understanding. Digital business transformation relies on new approaches in competence development, new organizational structure, new corporate ideology, etc. A timely analysis of business processes is necessary to form a trajectory of transformations. The purpose of the study was to determine the state of human resource management as a business process and identify its elements that require development for prospective digital transformation. The author employed the systematic approach, as well as various methods of digital maturity assessment to interpret the maturity indicators of personnel management in various industries. The digital transformation of human resource management proved to require top management involvement, new digital competencies, digital services, and products, a single data source for decision-making, and a continuous chain of innovations.

Digital transformations facilitate the need for speed. However, how the required digital maturity to manage transformation is not well-understood. This Dutch research examines inhibitors for digital maturity and is focusing on the business as well as the information technology side. Using a literature review and survey research of managers from national and global firms based in the Netherlands; we present a research model and empirically test the hypothesized relationships. The results show the inhibitors for digital maturity including the capability limitations for both the Chief Information Officer and the business representatives. In the research also the balance between achieving the digital business and information technology maturity has been measured: number of months required to achieve digital maturity. There is support for the hypothesis that information technology and business digital maturity are balanced.