
<oai_dc:dc xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/">
  <dc:rights>http://creativecommons.org/licenses/by-nc-nd/4.0/legalcode</dc:rights>
  <dc:title xml:lang="eng">Assessment of digital maturity : the role of resources and capabilities in digital transformation in B2B firms</dc:title>
  <dc:format>application/pdf</dc:format>
  <dc:format>3062184 bytes</dc:format>
  <dc:language>eng</dc:language>
  <dc:date>2023</dc:date>
  <dc:source> International Journal of Production Research</dc:source>
  <dc:source>vol. 61</dc:source>
  <dc:source>br. 23</dc:source>
  <dc:source>str. 8043-8061</dc:source>
  <dc:subject xml:lang="eng">KEYWORDS: Digitalisation; manufacturing; transformation; resources; capabilities; Industry 4.0</dc:subject>
  <dc:creator>Hartovanyi, Lilla</dc:creator>
  <dc:creator>Morgan, Robert E.</dc:creator>
  <dc:creator id="https://orcid.org/0000-0002-5892-7648">Vuksanović Herceg, Iva</dc:creator>
  <dc:creator>Đuričin, Dragan</dc:creator>
  <dc:creator>Hanak, Robert</dc:creator>
  <dc:creator>Horvath, Dora</dc:creator>
  <dc:creator>Mocan, Marian L.</dc:creator>
  <dc:creator>Romanova, Anita</dc:creator>
  <dc:creator>Szabo, Roland Z.</dc:creator>
  <dc:type>info:eu-repo/semantics/article</dc:type>
  <dc:description xml:lang="eng">ABSTRACT
Digital transformation is a major organisational challenge for manufacturing firms due to the
extremely low success rate of such transformations to date. Capability Maturity theory suggests
that firms need to develop digital transformation capability incrementally by focusing on a ‘vital
few’ improvement priorities for advancing progress. The practitioner literature lacks empirical studies that validate extant capability maturity models (CMM) for digital transformation despite their
importance. Moreover, there is a lack of assessment methods, and those that exist do not specify
improvement points explicitly, nor prioritise them. Our research aims to address this gap through a
systematic, quantitative analysis of digital capability by understanding the deployment of IT-enabled
resources. Based on a sample of 302 manufacturing firms, results indicate that the digital transformation stages are punctuated by various resource-capability combinations. Results highlight that
strategy- and organisation-related IT-enabled resources are the key drivers of digital transformation.
We also observe that as a firm’s digital capability grows at each maturity stage, successively greater
IT-enabled resources are required to support this in a stepwise function. To succeed, firms should be
incentivised and supported to think beyond technology and develop five specific digital capabilities
simultaneously. We also indicate the limitations that underlie our empirical work.</dc:description>
  <dc:description xml:lang="eng">The research was supported by the grant from the Slovak Ministry of Education Science, Research and Sport. Grant number VEGA 1/0767/21: Modelling the decision making of investors assessing business proposals</dc:description>
  <dc:identifier>https://phaidrabg.bg.ac.rs/o:32607</dc:identifier>
  <dc:identifier>doi:10.1080/00207543.2022.2164087</dc:identifier>
  <dc:identifier>ISSN: 0020-7543</dc:identifier>
</oai_dc:dc>