Maximilian Breitruck
Last Name
Breitruck
First name
Maximilian
Email
maximilian.breitruck2@unisg.ch
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Item type:Publication, Outpacing the Competition: A Design Principle Framework for Comparative Digital Maturity ModelsDigital maturity models (DMMs) already have a long history of providing organizations with structured approaches for assessing and guiding their digital transformation initiatives. While descriptive and prescriptive DMMs have seen extensive development, comparatively few models focus on benchmarking digital maturity internally as well as externally across multiple organizations. Moreover, existing literature frequently highlights persistent shortcomings, including limited theoretical grounding, methodological inconsistencies, and inadequate empirical validation. This study addresses these gaps by synthesizing insights from a systematic literature review of 58 publications into a cohesive set of design principles for comparative DMMs. We differentiate between “usage design principles,” which adapt established descriptive and prescriptive DMM components to comparative contexts, and newly formulated principles developed specifically to accommodate implicit data sources and support ongoi ng benchmarking. The resulting framework provides researchers and practitioners with a foundation for designing, evaluating, and selecting comparative DMMs that are more conceptually robust, methodologically sound, and empirically viable. Ultimately, this work aims to enhance the overall maturity and applicability of comparative DMMs in advancing organizational digital transformation.Type:conference paperJournal:Proceedings of the 27th International Conference on Enterprise Information Systems - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Why Digital Maturity Models Fail: An Exploratory Interview Study Within the Digital Transformation Steering ProcessDigital Maturity Models (DMMs) are widely used tools to assess and guide organizational digital transformation (DT). However, their practical contribution to the transformation process often fails due to insufficient stakeholder involvement, inadequate adaptability, or unsuitable assessment tools. This study explores these shortcomings through a socio-technical lens, analyzing why DMMs fail to deliver value in transformation processes. Drawing on an exploratory interview study with experts from the industry, eight key dimensions of failure, such e.g. as misalignment with organizational strategies, cultural resistance, and inadequate iterative usage practices, were identified. These initial results reveal that beyond the design of DMMs, systemic organizational and procedural barriers significantly hinder DMM utility. Building on that, ultimately, a comprehensive framework of utility barriers and derived requirements for building and integrating DMMs should be developed.Type:conference paperJournal:Proceedings of the 27th International Conference on Enterprise Information SystemsScopus© Citations 1