Development of a Digitalization Maturity Model for the Manufacturing Sector

Canetta, Luca; Barni, Andrea; Montini, Elias

doi:10.1109/ice.2018.8436292

Cited by 81 publications

(53 citation statements)

References 11 publications

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“…The findings identify that there has been an increase in the quantity of academic research in the field of digital maturity since 2016 -mainly driven by Industry 4.0. The number of identified digital maturity models is in line with previously published papers (Chanias and Hess, 2016;Remane and Hanelt, 2017;Canetta et al, 2018). In this systematic literature review, 22 eligible digital maturity models were identified and included.…”

Section: Discussionmentioning

confidence: 79%

“…This evidences that there was less attention to this field in the past, and therefore academic research seems quite immature in that area. Additional sources were identified by screening the reference lists of the 11 included studies (Canetta et al, 2018;Remane et al, 2017;Colli et al, 2018;Chanias and Hess, 2016). Thus, 13 additional studies describing digital maturity models and concepts were identified and included in the final set of studies.…”

Section: Descriptive Results Of Studies (N = 24)mentioning

confidence: 99%

“…In recent years, an unclear number of various maturity models have been developed to conceptualize and assess digital maturity in organizations with the intention to effectively manage and guide digital transformation. Although previous reviews of digital maturity models have already been conducted (Chanias and Hess, 2016;Remane and Hanelt, 2017;Canetta et al, 2018), there is still a lack of understanding what the most common maturity dimensions used across existing models are. Chanias and Hess (2016) also stated that there is a content-related (e.g.…”

Section: Introductionmentioning

confidence: 99%

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Digital Transformation Maturity: A Systematic Review of Literature

Teichert

2019

Acta Univ. Agric. Silvic. Mendelianae Brun.

207

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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.

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Section: Discussionmentioning

confidence: 79%

Section: Descriptive Results Of Studies (N = 24)mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Digital Transformation Maturity: A Systematic Review of Literature

Teichert

2019

Acta Univ. Agric. Silvic. Mendelianae Brun.

207

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“…Secondly, with respect to Industry 4.0 readiness and in terms of organization type, large size service organizations are more advanced in embracing Industry 4.0. This can possibly be resulting from the intangibility of service offerings which gives an advantage over manufacturing companies [42]. It is relatively expensive for manufacturing organizations to develop Industry 4.0 readiness, as machinery and equipment is involved.…”

Section: Industry 40 Readinessmentioning

confidence: 99%

Embracing Industry 4.0: Empirical Insights from Malaysia

et al. 2021

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Industry 4.0 revolution, with its cutting-edge technologies, is an enabler for businesses, particularly in reducing the cost and improving the productivity. However, a large number of organizations are still too in their infancy to leverage the true potential of Industry 4.0 and its technologies. This paper takes a quantitative approach to reveal key insights from the companies that have implemented Industry 4.0 technologies. For this purpose, 238 technology companies in Malaysia were studied through a survey questionnaire. As technology companies are usually the first in line to adopt new technologies, they can be studied better as leaders in adopting the latest technologies. The findings of this descriptive study surfaced an array of insights in terms of Industry 4.0 readiness, Industry 4.0 technologies, leadership, strategy, and innovation. This research paper contributes by providing 10 key empirical insights on Industry 4.0 that can be utilized by managers to pace up their efforts towards digital transformation, and can help the policymakers in drafting the right policy to drive the digital revolution.

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“…Furthermore, productivity changes require a different skill mix, demanding essential problemsolving, critical thinking and design thinking abilities. [42] Technology-centric convergence [5,12,15,25,26, 42] Virtual model and physical environment linkage [1,7,22,25,41,50] (continued) From a technology perspective, digital eco-systems are enabled where strategy, channels, people and technology are connected within an organisation or across multiple organisations in the eco-system, emphasising security implementation concerns. As the digital technologies inform change, transformation may be based on technologycentric convergence, especially in instances where there is a blurring between virtual and physical worlds (digital twins) or where the digital world is translated to the physical one (3D printing).…”

Section: Data Analysis and Findingsmentioning

confidence: 99%

A Strategic Organisational Perspective of Industry 4.0: A Conceptual Model

Smuts

Merwe

Smuts

2020

Lecture Notes in Computer Science

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The so-called fourth industrial revolution or Industry 4.0 (I4.0), with its potentially disruptive technologies, is changing the way we socialise, live and work and provides opportunities for organisations to innovate and disrupt. Although organisations are acknowledging the emergence of I4.0 and realise the importance of being ready for its impact, better understanding is required of the potential of I4.0 and its holistic impact on organisations. In this paper, we conducted a systematic literature review to identify all I4.0-related organisational aspects, such as an I4.0-relevant strategy, digital business model innovation, technology investment optimisation, workforce management complexity, digital eco-systems, technology-centric convergence, virtual model and physical environment linkage, value chain digitalisation and product portfolio innovation. Furthermore, we presented these I4.0 organisational aspects identified in a conceptual model based on the components of organisational strategic alignment. By using such a conceptual model, organisations can ensure that both optimisation and new opportunities enabled by I4.0 are leveraged and that a relevant, strategically aligned approach to I4.0 may be considered.

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Development of a Digitalization Maturity Model for the Manufacturing Sector

Cited by 81 publications

References 11 publications

Digital Transformation Maturity: A Systematic Review of Literature

Digital Transformation Maturity: A Systematic Review of Literature

Embracing Industry 4.0: Empirical Insights from Malaysia

A Strategic Organisational Perspective of Industry 4.0: A Conceptual Model

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