KEY DIMENSIONS OF DIGITAL MATURITY: A STUDY WITH RETAIL SECTOR COMPANIES IN BRAZIL

SALUME, PAULA K.; BARBOSA, MARCELO W.; PINTO, MARCELO R.; SOUSA, PAULO R.

doi:10.1590/1678-6971/eRAMD210071

PAULA K. SALUME

Federal University of São João del-Rei (UFSJ), São João Del-Rei, MG, Brazil.

Paula K. Salume, Ph.D. from the Graduate Program in Administration (PPGA), Pontifical Catholic University of Minas Gerais (PUC Minas); Marcelo W. Barbosa, Ph.D. from the Faculty of Economic Sciences, Federal University of Minas Gerais (UFMG); Marcelo R. Pinto, Ph.D. from the Faculty of Economic Sciences, UFMG; Paulo R. Sousa, Ph.D. from the Department of Business Administration, PUC Minas. Paula K. Salume is now a professor and researcher at the Department of Administrative and Accounting Sciences of Federal University of São João del-Rei (UFSJ); Marcelo W. Barbosa is now a faculty member and researcher at the Faculty of Administration and Business of Autonomous University of Chile (UAutónoma); Marcelo R. Pinto is now a faculty member and researcher at the Postgraduate Program in Administration of PUC Minas; Paulo R. Sousa is now a professor and researcher at the Professional Master in Administration of Dom Cabral Foundation (FDC).

http://orcid.org/0000-0003-1947-9608

MARCELO W. BARBOSA

Universidad Autónoma de Chile (UAutónoma), Santiago, Chile.

Paula K. Salume, Ph.D. from the Graduate Program in Administration (PPGA), Pontifical Catholic University of Minas Gerais (PUC Minas); Marcelo W. Barbosa, Ph.D. from the Faculty of Economic Sciences, Federal University of Minas Gerais (UFMG); Marcelo R. Pinto, Ph.D. from the Faculty of Economic Sciences, UFMG; Paulo R. Sousa, Ph.D. from the Department of Business Administration, PUC Minas. Paula K. Salume is now a professor and researcher at the Department of Administrative and Accounting Sciences of Federal University of São João del-Rei (UFSJ); Marcelo W. Barbosa is now a faculty member and researcher at the Faculty of Administration and Business of Autonomous University of Chile (UAutónoma); Marcelo R. Pinto is now a faculty member and researcher at the Postgraduate Program in Administration of PUC Minas; Paulo R. Sousa is now a professor and researcher at the Professional Master in Administration of Dom Cabral Foundation (FDC).

http://orcid.org/0000-0003-3993-5375

MARCELO R. PINTO Correspondence concerning this article should be addressed to Marcelo R. Pinto, Avenida Itaú, 525, Dom Cabral, Belo Horizonte, Minas Gerais, Brazil, CEP 30535-012. E-mail: marcrez@pucminas.br

Pontifical Catholic University of Minas Gerais (PUC Minas), Belo Horizonte, MG, Brazil.

Paula K. Salume, Ph.D. from the Graduate Program in Administration (PPGA), Pontifical Catholic University of Minas Gerais (PUC Minas); Marcelo W. Barbosa, Ph.D. from the Faculty of Economic Sciences, Federal University of Minas Gerais (UFMG); Marcelo R. Pinto, Ph.D. from the Faculty of Economic Sciences, UFMG; Paulo R. Sousa, Ph.D. from the Department of Business Administration, PUC Minas. Paula K. Salume is now a professor and researcher at the Department of Administrative and Accounting Sciences of Federal University of São João del-Rei (UFSJ); Marcelo W. Barbosa is now a faculty member and researcher at the Faculty of Administration and Business of Autonomous University of Chile (UAutónoma); Marcelo R. Pinto is now a faculty member and researcher at the Postgraduate Program in Administration of PUC Minas; Paulo R. Sousa is now a professor and researcher at the Professional Master in Administration of Dom Cabral Foundation (FDC).

http://orcid.org/0000-0002-3251-2460

PAULO R. SOUSA

Dom Cabral Foundation (FDC), Nova Lima, MG, Brazil.

Paula K. Salume, Ph.D. from the Graduate Program in Administration (PPGA), Pontifical Catholic University of Minas Gerais (PUC Minas); Marcelo W. Barbosa, Ph.D. from the Faculty of Economic Sciences, Federal University of Minas Gerais (UFMG); Marcelo R. Pinto, Ph.D. from the Faculty of Economic Sciences, UFMG; Paulo R. Sousa, Ph.D. from the Department of Business Administration, PUC Minas. Paula K. Salume is now a professor and researcher at the Department of Administrative and Accounting Sciences of Federal University of São João del-Rei (UFSJ); Marcelo W. Barbosa is now a faculty member and researcher at the Faculty of Administration and Business of Autonomous University of Chile (UAutónoma); Marcelo R. Pinto is now a faculty member and researcher at the Postgraduate Program in Administration of PUC Minas; Paulo R. Sousa is now a professor and researcher at the Professional Master in Administration of Dom Cabral Foundation (FDC).

http://orcid.org/0000-0001-9044-5772

Correspondence concerning this article should be addressed to Marcelo R. Pinto, Avenida Itaú, 525, Dom Cabral, Belo Horizonte, Minas Gerais, Brazil, CEP 30535-012. E-mail: marcrez@pucminas.br

Paula K. Salume, Ph.D. from the Graduate Program in Administration (PPGA), Pontifical Catholic University of Minas Gerais (PUC Minas); Marcelo W. Barbosa, Ph.D. from the Faculty of Economic Sciences, Federal University of Minas Gerais (UFMG); Marcelo R. Pinto, Ph.D. from the Faculty of Economic Sciences, UFMG; Paulo R. Sousa, Ph.D. from the Department of Business Administration, PUC Minas.

Paula K. Salume is now a professor and researcher at the Department of Administrative and Accounting Sciences of Federal University of São João del-Rei (UFSJ); Marcelo W. Barbosa is now a faculty member and researcher at the Faculty of Administration and Business of Autonomous University of Chile (UAutónoma); Marcelo R. Pinto is now a faculty member and researcher at the Postgraduate Program in Administration of PUC Minas; Paulo R. Sousa is now a professor and researcher at the Professional Master in Administration of Dom Cabral Foundation (FDC).

		Number of respondents	Frequency (%)
Area of operation	Retail	128	49.2%
	Distribution	72	27.7%
	Wholesale	17	6.5%
	Wholesale and distribution	9	3.5%
	Wholesale and retail	8	3.1%
	Distribution and retail	15	5.8%
	Wholesale, distribution, and retail	11	4.2%
Company size	Small company	6	2.30%
	Medium-sized company	101	38.80%
	Large company	153	58.80%
Number of employees	Less than 99	48	18.40%
	From 100 to 499	99	38.10%
	From 500 to 999	46	17.70%
	More than 1,000	67	25.80%
Company age	Less than 10 years	10	3.80%
Company age	More than 10 years	250	96.20%

	Strategy	Market	Operations	Culture	Technology	Digital maturity
Strategy	0.765
Market	0.745	0.783
Operations	0.743	0.638	0.757
Culture	0.671	0.593	0.637	0.690
Technology	0.711	0.669	0.719	0.632	0.720
Digital maturity	–	–	–	–	–	0.597

Construct	Standardized estimation	Standardized error	p-value	VIF	R²	GoF	Q²
Strategy	0.951	0.006	0.007	6.485	0.905	0.745	0.294
Market	0.918	0.012	0.013	4.486	0.842
Operations	0.932	0.009	0.010	5.055	0.869
Culture	0.901	0.016	0.018	3.616	0.813
Technology	0.926	0.012	0.012	4.844	0.857

Hypothesis	Hypothesis supported?
H1. Digital maturity is positively manifested in strategy capability	Hypothesis supported
H2. Digital maturity is positively manifested in leadership capability	Hypothesis not supported
H3. Digital maturity is positively manifested in market capability	Hypothesis supported
H4. Digital maturity is positively manifested in operations capability	Hypothesis supported
H5. Digital maturity is positively manifested in people capability	Hypothesis not supported
H6. Digital maturity is positively manifested in cultural capability	Hypothesis supported
H7. Digital maturity is positively manifested in governance capability	Hypothesis not supported
H8. Digital maturity is positively manifested in technology capability	Hypothesis supported

	Item	Item description	Composite reliability	Loading	AVE
Strategy	EST1	Our company has implemented a digital strategy.	0.929	0.897	0.765
	EST2	Our company’s digital strategy is documented and communicated.		0.863
	EST3	Our company’s digital strategy has a significant influence on its business model and operations.		0.862
	EST4	The digital strategy is continuously under evaluation and adaptation.		0.877
Leadership	LID1	Our executives support the implementation of the digital strategy.	0.803	0.872	0.553
	LID2i	Digital strategy is only implemented in isolated functional areas.		0.128
	LID3	The leadership culture in our company is based on transparency, cooperation, and decentralization of the decision-making processes.		0.844
	LID4	Our company’s digital strategy has an influence on the tasks and profiles of executives.		0.849
Market	MER1	Digital products and services are integrated into our interfaces and business processes and create a noticeable impact on the customer experience.	0.896	0.878	0.783
	MER2	In our company, there is a direct creation of added value through the progressive digitalization of products and services (e.g., cost reduction, increased productivity, improved customer experience, customer differentiation).		0.815
	MER3	Digital products and services have a broad impact on our company’s overall performance.		0.832
	MER4	Our company is creating a significant sales volume through digital channels.		0.778
Operations	OPE1	There are sufficient resources (time, people, budget) available to implement the digital strategy within our company.	0.914	0.828	0.757
	OPE2	We establish a strong multidisciplinary cooperation and co-creation between stakeholders across our value chain.		0.866
	OPE3	Physical and digital processes are fully integrated through holistic process models.		0.844
	OPE4	The strength of our digital strategy is driven by innovations in operations.		0.872
People	PES1	Within our company, there are specialists in core issues related to digital transformation.	0.904	0.834	0.702
	PES2	Within our company, future education opportunities for core topics of digital transformation are available.		0.831
	PES3	Within our company, comprehensive measures to strengthen digital literacy are implemented.		0.867
	PES4	Within our company, new job profiles have been created for employees with expertise in core topics of digital transformation.		0.818
Culture	CULT1	Decisions within our company are transparent to our own employees.	0.899	0.808	0.690
	CULT2	Digitalization impacts the agility of our company’s decision-making.		0.801
	CULT3	In the daily business routine, employees and executives exchange information about our company’s digital transformation.		0.874
	CULT4	Continuous change is part of our corporate culture.		0.837
Governance	GOV1	Guidelines for the use of digital technologies are communicated to and used by employees.	0.924	0.858	0.752
	GOV2	Our company implements a holistic management model for digital strategy and the corresponding key metrics.		0.891
	GOV3	Key metrics for digital strategy are fully integrated into the control.		0.849
	GOV4	Corporate strategy and digital strategy are intensely connected and complement each other.		0.872
Technology	TEC1	Our company uses big data to optimize strategies, processes, and products.	0.866	0.812	0.720
	TEC2	Within our company, we use tools for digital modeling, automation, and control of business processes.		0.829
	TEC3	Our company has implemented company-wide digital workplace concepts. Digital platforms are used for daily collaboration.		0.780
	TEC4	Digital technologies are the mainspring for future product and service developments.		0.721
Digital maturity			0.978		0.584

[1] Correspondence concerning this article should be addressed to Marcelo R. Pinto, Avenida Itaú, 525, Dom Cabral, Belo Horizonte, Minas Gerais, Brazil, CEP 30535-012. E-mail: marcrez@pucminas.br

Brasil

Brasil

KEY DIMENSIONS OF DIGITAL MATURITY: A STUDY WITH RETAIL SECTOR COMPANIES IN BRAZIL

ABSTRACT

Purpose:

Originality/value:

Design/methodology/approach:

Findings: