Literature Search of Key Factors for the Development of Generic and Specific Maturity Models for Industry 4.0

Abstract

The adequacy of business models to Industry 4.0 (I4.0) is an urgent requirement and a clear concern. Ways to recognize the relative position of a company and ways to evolve towards this new paradigm are an important step both for researchers and professionals. In general, most small and medium enterprises (SME) do not have their own resources or do not have the means to be fully supported by consultancies, to develop a specific model, and they do not recognize themselves as ready to initiate any action to adapt to this new paradigm. Based on the idea of identification of directions and opportunities of research about the conditions for the adoption of approaches involving readiness assessment, implementation framework, roadmap and maturity model, the main objective of this article is the identification of factors for the development of specific maturity models, oriented towards unique conditions, located in specific contexts, and that can cover both the need for self-diagnosis of the level of preparation, as well as the actions that aim to achieve a progressive reconfiguration and guided by continuous improvement towards Industry 4.0. A Systematic Literature Review (SLR) of 67 articles was conducted and resulted in the identification of two approaches to address maturity models, which are the application of existing generic models and the process of building specific ones focused on the peculiarities of certain contexts. Moreover, this work points out five factors for development of a specific maturity model: context characterization, conceptual characterization, interaction with practitioners and experts, development of surveys, and qualitative research. Additionally, this work identified the need for development of methodologies that can be applied in a more autonomous way for the development of specific maturity models.

The Role of Digital Technologies in Operationalizing the Circular Economy Transition: A Systematic Literature Review

“…However, despite the common agreement, additional research seems to be necessary to better determine the relationship between DTs and industrial sustainability [135,136]; • Contextual factors: identification of those contextual factors, as geographical area, sector or firm's size that could influence the adoption process [137] and that so far appear still limitedly investigated (see Section 4.4. ); previous research showed a pivotal role of the firm's size, particularly when SMEs and LEs are confronted [138][139][140]; • Digital maturity level: evaluation of the impact of the digital maturity of the firm on the outcomes, as it might represent a quite important influence [98,141]; • CE management: evaluation of the impact of how CE is managed within the firm, as it might influence the outcomes [137]. For example, the presence of an environmental management system demonstrated to strongly support the CE transition [142]; as a clear predominance for a heterarchical control for DTs has been underlined [143,144], the debate on whether a centralized or decentralized system would be better for environmental-related aspects is still open [145,146].…”

Digital Transformation: Digital Maturity Model for Turkish Businesses

“…In the studies, models were developed by using contextual environment analysis, interviews and workshops, exploratory research, and collection of critical information through the literature reviews. Furthermore, the models were mostly confirmed with case studies, observational studies, action research, or comparative analyses through interviews with experts [8].…”

“…Therefore, the maturity models are considered as important tools for evaluation in strategic management. Parameters are defined for companies to have clarity about the outcome of their efforts to achieve their goals [8].…”

Approaches to developing a strategic program for high-tech enterprise in the context of digital transformation

“…Tasks: • to determine current list of instruments and degree to which they correspond to each maturity level; • to determine criteria for effectiveness of integration of instruments; • to conduct inventory of all implemented digital tools; It should be noted that the objects for digital transformation are various groups of processes at individual installations or industrial sites of an enterprise, since they can be simultaneously at different levels of maturity and, as a result, strive to different levels of maturity [18]. As a result, after completing all the stages discussed above, an effective digital transformation program should be formed [19], which is focused on replicating various digital tools, which at the preliminary stage have already proven their effectiveness in the framework of pilot projects or directly developed at the enterprise [20].…”