DIGITAL MATURITY AS A FACTOR OF STRATEGIC MANAGEMENT EFFECTIVENESS IN ORGANIZATIONS
Keywords:
Keywords: digital maturity, strategic management, digital transformation, organizational effectiveness, process formalization, KPI systems, data-driven management, CRM integration, business intelligence, digital strategy, emerging marketsAbstract
Abstract
This article examines digital maturity as a determinant of strategic management
effectiveness, focusing on project-oriented organizations navigating digital
transformation. Drawing on comparative analysis, qualitative organizational
assessment, and synthesis of contemporary literature, the study maps six core maturity
dimensions-data and analytics, process automation, technology integration,
organizational culture, strategic leadership, and customer engagement-against a
spectrum of management outcomes. Organizations at low maturity levels exhibit a
characteristic cluster of dysfunctions: fragmented digitalization, manual coordination
dependency, weak analytical infrastructure, communication overload, and limited
scalability-conditions that directly erode strategic coherence. A phased development
framework is proposed, comprising process formalization, centralized project
management, CRM integration, KPI-based monitoring, business intelligence adoption,
and digital capability building. The findings contribute to digital strategy literature
and offer actionable guidance for practitioners in emerging market contexts.
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