Digital Transformation Maturity: A Systematic Review of Literature
By Roman Teichert. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, 2019
295 citations recorded by the source corpus.
The goal of this paper is to present contemporary developments in the field of digital maturity models. By conducting a systematic literature review finally 24 relevant studies including 22 different models were identified and various characteristics of different digital maturity models were extracted. Focus was placed on the dimensions used to measure digital maturity in different model approaches. Special light was shed on organizational culture and to what extent it is represented in the models. Among other things, the findings indicate, that dimensions applied in various models can be very different and that just a few models incorporate transformational in addition to digital capabilities. In particular, organizational culture as a dedicated dimension of digital maturity is represented already in a few models, which indicates the growing importance of culture as an enabler of digital transformation efforts. Beside a comprehensive overview of the most widely used dimensions measuring digital maturity, a synthesis of the most frequently addressed cultural attributes is presented in this paper as well. This review finally reveals that most of the existing models give an incomplete picture of digital maturity, that cultural attributes reflecting a digital culture are not integrated systematically, and that digital maturity models specific to the domain of services are clearly under-represented. It also clearly demonstrates that research about digital transformation maturity as a holistic concept is scarce and needs more attention by research in the future.
Subfields: Industrial and Manufacturing Engineering, Management of Technology and Innovation, Marketing
View Paper: https://www.semanticscholar.org/paper/bf11ce4307180109c43d16e9015676d441a38400
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Citations in the corpus
- Mastering digital transformation: The nexus between leadership, agility, and digital strategy (2022, background): “Regardless of the pressure, organizational change is considered a precondition and can become a bottleneck for digital transformation if not adapted properly (Teichert, 2019).”
- COVID-19 pandemic digitization lessons for sustainable development of micro-and small- enterprises (2021, background): “These transformations were primarily limited to improvements in business processes within organizational boundaries for efficiency improvement, cost reduction, and business process optimization ( Teichert, 2019 ).”