The Impact of Digital Maturity in Organizational Culture: Exploratory Research at Fallujah University (original) (raw)

Digital Maturity of Higher Education Institutions in Bosnia and Herzegovina: Teachers' Assessment

This paper presents the research results on digital maturity in higher education institutions in Bosnia and Herzegovina (BiH). Empirical research was conducted among employees of eight public higher education institutions in spring 2020. Digital maturity was examined through seven dimensions. The results show that higher education institutions in BiH started the digitalization process more than five years ago. They have been continuously working on the digitalization of all business processes and activities. According to employees, on a scale from 1 to 5, digitalization of their higher education institutions is somewhere in the middle (between 3 and 4). The institutions have room for improvement in all dimensions.

Pojava organizacijskih i ljudskih čimbenika u modelima digitalne zrelosti

Management

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 matu...

Multidimensional public sector organizations' digital maturity model

ADMINISTRATIE SI MANAGEMENT PUBLIC, 2021

The aim of this study is twofold. First, this study develops a model of an organization's digital maturity that is adjusted to public sector organization. Second, based on the proposed model, digital maturity of several types of public sector organizations is diagnosed. The proposed model includes six dimensions, namely, digitalization-focused management, openness to stakeholders' (partners') needs, digital competencies of employees, digitalization of processes, digital technologies, and e-innovativeness. This model was tested on a sample of 136 public sector organizations operating in Malopolska Region in Poland. The results indicate that, among the six dimensions of digital maturity, the use of digital technologies and digitalization-focused management scored the highest (equivalent to a high and moderate degree of digital maturity). Employees’ digital competencies also represent a moderate level of digital maturity (but still significantly lower). The remaining dimens...

Digital Transformation: Digital Maturity Model for Turkish Businesses

Gazi University Journal of Science, 2023

Changing market expectations and the increasing prevalence of the new technological trend in the world force businesses for digital transformation. However, the late realization of transformation opportunities may have devastating effects on businesses. As the first step of digital transformation, it is necessary to determine the status and deficiencies of businesses. Therefore, businesses need to make a comprehensive assessment with the digital maturity model. This study was conducted to provide businesses with an idea about the relevant digital transformation processes, to direct them toward the processes, and to support these activities when they are initiated. In the study, seven scales were developed, and the dimensions of the digital maturity model were formed. The dimensions of model were determined as strategy, customers, employees, process management, technology and data management, organizational culture, and innovation. This study aimed to examine the reliability and validity of the dimensions of the digital maturity model developed. In this context, the developed scales were applied to businesses in Turkey, and explanatory factor analysis (EFA) and validity analysis were performed. The scales were updated according to the analysis results. Moreover, the analysis results of the study were also used to specify the criteria of the model. The findings indicated that the developed scales were usable. It was purposed to provide researchers and businesses with significant opportunities since the model had a wide area of application and included environmental elements.

The Extended Digital Maturity Model

Big Data and Cognitive Computing

The Digital Transformation (DX) potentially affects productivity and efficiency while offering high risks to organizations. Necessary frameworks and tools to help organizations navigate such radical changes are needed. An extended framework of DMM is presented through a comparative analysis of various digital maturity models and qualitative approaches through expert feedback. The maturity level determination uses the Emprise test of the international standard ISO/IEC Assessment known as SPICE. This research reveals seven interrelated dimensions for supporting the success of DX as a form of development of an existing Maturity Model. The DX–Self Assessment Maturity Model (DX-SAMM) is built to guide organizations by providing a broad roadmap for improving digital maturity. This article presents a digital maturity model from a holistic point of view and meets the criteria for assessment maturity. The case study results show that DX-SAMM can identify DX maturity levels while providing ro...

A MIXED METHOD RESEARCH ON E-MATURITY AND DIGITAL CULTURE

Ideas International Journal of Literature Arts Science and Culture Volume 9, 2023

A MIXED METHOD RESEARCH ON E-MATURITY AND DIGITAL CULTURE - Dr.B. Padma, Prof. R. Karpaga Kumaravel Former Vice-Chancellor, Madurai Kamaraj University FOCUS, DELINEATION AND STATEMENT OF THE PROBLEM The National Policy on Education 2020, Para 23.1 (Clause 23 - Technology Use and Integration) has called for Education to play a crucial role in the Digital India transformation, as India has emerged as a Global Leader in ICT. The Union Budget 2022 has proposed new Digital Initiatives like the establishment of a Digital University and Digital Public Infrastructure (DPI). The Digital ecosystem is expected to provide economic opportunities for a big amount of Rs. 35 Lakh Crore in 2030. India’s future will be shaped by the level of participation of the Youth of India who should tap the digital potentials of a developing economy. Keeping this need in mind, the National Digital Education Architecture (NDEAR) was launched on 29th July 2021 for a target group of 25 Crore School students, 94 lakh teachers, teacher trainers, education experts, community volunteers, parents, and administrators to provide the needed energy for the Digital Ecosystem of Education. PM eVidya intends to reduce digital divide through digital inclusion through DIKSHA for school education in states/UTs: One Nation, One Digital Platform.

Problems and Challenges of Digitalization for University Staff. The Case of the University of Tirana

WSEAS transactions on advances in engineering education, 2024

During this dynamic period, digital technology is being rapidly applied in education, enabling innovative methods for the development of the university institution, teaching, knowledge assessment, institutional communication, and communication between educators, administrative staff, and students, as well as serving as an international ranking standard. In this regard, the University of Tirana has initiated the digital transformation process, which was deeply understood and significantly accelerated during the COVID-19 pandemic. It is going on in conformity with the growth and increase of investments closely connected with continuous technological developments side by side with the investments for the qualification of human resources, which serve and benefit this professional community as well as the improvement in the fields of Law and Administration based on the standards of digital ethics. Being the biggest university community in Albania, it has become a necessity to build a survival, friendly welcoming, just safe, and life-sustaining digital community. This is the key to solving the educational and administrative problems facing students, and academic and administrative staff. Besides being a vision for the University's development, it is an ethical vision as well. Moreover, it stands as an ethical challenge. This work based on the data from the study "Digital Ethics, Humane and Institutional Agora and the University of Tirana" aims at exploring the impact of age on digital ethics, both for the academic and support staff at the University of Tirana, with a special focus on staff aged 45 and above. Data from a survey conducted in the November-December 2022 period have been used, involving 315 educators out of a total of 746 and 214 support staff out of 334 to achieve at least 95% reliability. The data was based on half-structured interviews focusing on groups composed of university academic and administrative staff. Descriptive and inferential analyses using the chi-square test for independence have been used to determine whether age influences the following, for academic and administrative staff: 1. accurate knowledge of digital ethics, 2. responsible use of digital tools, 3. trust in UT in using and preserving information for students and academic staff, 4. security issues, and 5. efforts to enhance awareness of keeping pace with the time in the university environment. This work aims to address the issues that have arisen to take specific measures by the responsible authorities to increase knowledge about digital ethics at all levels, actors, and factors, within UT.

Digital maturity model for universities (MD4U)

2019

Digital transformation is much more than digitalization. According to Senén Barro, "it is important for universities to understand that the path destination must not simply be university digitalization but to become digital universities" (Barro, 2018). We understand by digitalizing the use of information technologies to offer faster and more efficient solutions to existing business needs. However, digital transformation consists of both digitalizing and detecting the potential of a technology to drastically transform business processes or create new services or strategic business processes for the organization based on that technology (figure 1).

HOW DOES DIGITAL MATURITY LEVEL AFFECT FIRMS’ CORPORATE STRATEGY?

IDEA STUDIES Journal

The aim of this study is to examine how digital maturity level affects coporate strategies, particularly after the rapid digitalization processes that came with the pandemic, it is aimed to explain how digitalization is included in the strategies of companies, how digitalization is handled on a departmental/functional basis between those who have invested in digitalization in the past and have reached a certain level of maturity and those who are at the beginning of the digital transformation process. The study was conducted in 26 manufacturing companies in Turkey within the organization in the ISO Second 500 List. The data were obtained by using both qualitative and quantitative methods, the method of in-depth interviews with 56 high level managers and survey with 132 employees. As a result of this study, there are differences in the corporate strategies of companies that are more mature in digitalization and companies that are at a lower level. Companies with a high level of digitalization have a high level of digitalization of products and services, as well as organization and processes. However, in companies with a low level of digitalization, the subject of products and services has been handled on the basis of the production department and digitized, but the organization and processes have not been sufficiently digitalized. While companies with high level of digitalization give importance to digitalization in all departments of R&D, finance, accounting, sales and marketing, companies with low level of digitalization give their focus to production and finance departments and partially support digital transformation in other departments. While trainings are given to increase the digital awareness of employees in mature companies in digitalization and the perspective on digital transformation is dominant in the corporate culture, it has been determined that employees in companies with low digital maturity level are supported only in necessary vocational training.

Transformational Leadership and Digital Maturity

2020

The digital disruption era constantly threatens organizations. Leadership capacities and the dynamic of organizational culture are organization key resources to enhance organization ability among uncertainty environment. The research approach used Explanatory Research. This study aims to analyze and explain: (1) the Influence of Transformational Leadership Style on Digital Maturity; (2) the Influence of Transformational Leadership Style on Organizational Culture; and (3) the influence of Organizational Culture on Digital Maturity. This study was conducted with 50 employees who utilized digital technologies to support daily work in Telkomsel GraPARI Malang, one of the technological corporations in Indonesia as a cellular telecommunications services, as a research sample with a saturated sampling technique. Data collection used questionnaires. The results of this study indicate that: (1) Transformational Leadership Style implementation has a significant effect on Digital Maturity; (2)...