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Objective: Organizational maturity refers to the level of development and capabilities of an organization in which the organization can manage its processes in a systematic and appropriate manner to achieve its strategic goals. The food industry is one of the vital industries for the health and well-being of society. The aim of the current research is to provide a model of factors affecting organizational maturity in knowledge-based companies of the food industry in Iran with the approach of the fourth-generation industry. The fourth-generation industry has created a revolution in the decision-making processes of companies. Technologies such as the Internet of Things, blockchain, and big data are mainly data-driven and use huge amounts of data for analysis. These technologies play an important role in intelligence, automation and integration of processes and decisions of organizations. Many functional areas of organizations such as human resources and marketing have been affected by this technology. The research consists of two qualitative and quantitative parts, in the first part, the main and secondary factors of the model were obtained through metacomposition. In the second part, the relationships between the main factors were determined through cross impact analysis. Method: The current research is applied in terms of orientation and is a mixed study in terms of methodology. Also, the current research is a pragmatic study in terms of philosophical foundations and exploratory research in terms of the goal. Due to the use of qualitative and quantitative methods together, the research is a mixed study from a methodological point of view, and its philosophical foundation is pragmatism. The theoretical population of the research is the experts of the food industry and the sampling was mainly done in a judgmental and purposeful way. In the judgmental sampling method, cases and samples are selected based on the expertise of experts (Maturation of food industry and fourth generation technologies). In this research, the meta-synthesis method was used to extract factors and the cross-impact analysis was used to determine the relationships between the main factors. Meta- synthesis is a qualitative method based on the analytical review of articles, which is used to extract the main and secondary factors related to a phenomenon. The Cross Impact Analysis method is based on structural analysis and examines and evaluates the relationships between factors affecting a phenomenon. Validation of articles was done by CASP tool. The extracted articles were screened step by step to identify the most qualitative articles for study. In this research, meta-synthesis method was used to extract factors and cross impact analysis technique was used to determine the relationships between the main factors. In order to get experts' opinions about the relationships between the research factors, influence evaluation questionnaires were used. The experts were asked to express their opinions on a scale of 0 to 3. Also, to measure the validity of the meta-synthesis part, the Lawshe content coefficient was used, and the Kappa coefficient was used to measure the reliability of the codings. Validity and reliability values in this research were appropriate. Findings: This research was done in two steps. In the first step, factors affecting organizational maturity were extracted using a systematic background review and meta-combination method. The output was 6 main factors and 27 secondary factors. The main factors affecting organizational maturity were: structural factors, training and learning, technological factors, factors related to the nature of governance, factors related to innovation, and factors related to decision-making. For example, the components of the technological factors are: the nature of the organization's information systems, the technology infrastructure in the organization, the amount of use of smart machines and equipment in the company, the knowledge management system in the company, and the amount of use of cloud platforms in the organization. Also, the components of decision-making factors are: data-driven decision- making culture governance, methods of risk identification and analysis in the organization, decision-making methods of managers and experts in the company, methods of collecting and analyzing data related to customers, reporting methods in the organization and structuring and problem-solving style in organization. In the following, these factors were evaluated with the approach of structural analysis of cross impact analysis. The results of this technique showed that decision-making, structural and governance factors are effeinfluential variables. Also, technological and innovative factors were evaluated as impressionable variables. Results: Practical suggestions of the research were developed based on the influencing factors. Some suggestions were: the use of data-driven technologies such as business intelligence and big data to strengthen data-driven decision-making, paying attention to the compatibility and integration of technologies and information systems in knowledge-based companies in the food industry, and the use of technologies such as blockchain to improve governance and improve the transparency of knowledge-based companies in the food industry. By using technologies such as big data, a large amount of data can be collected and analyzed, and based on that, many risks and threats can be identified and managed. Business intelligence can be used to classify and predict key variables. Blockchain is also a key technology to enhance transparency and develop smart contracts. It should not be forgotten that the fourth-generation technologies are mainly integrated and systemic, so before the introduction of new technology, attention should be paid to system adaptation. In this research, only the factors and indicators and the relationships between them have been obtained using the structural approach. Testing this model can greatly increase its level of generalizability. Also, from the point of view of method, in the future researches, it is possible to mention things such as the statistical test of the present research model with the structural equation modeling approach and the comparative comparison of the model results in various industries. [ABSTRACT FROM AUTHOR]

Purpose: The current research seeks to identify and prioritize factors affecting the maturity of knowledge-based companies in the food industry, focusing on the approach of the fourth-generation industry.Methodology: The current research is applied in terms of orientation and it is a quantitative study from the point of view of methodology. The theoretical population of the research is the specialists of organizational maturity and the fourth-generation industry in the food industry. Sampling in this research was done based on the expertise of experts in the field of research. In this research, the fuzzy Delphi method was used to screen the factors and Copras and Mabac techniques were used to prioritize the screened factors. Interviews with focus groups were also used to provide practical suggestions.Findings: The present research was carried out in several stages. In the first step, factors affecting the maturity of knowledge-based companies in the food industry were extracted through literature review and interviews with experts. To screen the factors, expert questionnaires were distributed among the experts, and the experts expressed their opinions about each of the factors in the form of a five-degree fuzzy spectrum. 10 factors had a favorable defuzzified number and were selected for final prioritization. Screened factors were evaluated by distributing priority questionnaires and Copras and Mabac techniques. The experts expressed their opinions in the form of a spectrum of 10 point on four indicators. The priority factors were: governance of data-driven decision-making culture, the use of new learning methods in the organization, the use of cloud platforms in the organization, the use of smart machines and equipment in the company, and innovation policies in the organization.Originality/Value: Practical research proposals were developed based on the most important factors. Some suggestions were: the use of data-driven technologies such as business intelligence and big data to strengthen data-driven decision-making, the use of a hybrid approach in training and the application of new technologies in the field of training such as Metaverse, the use of Internet of Things and blockchain technologies to automate and intelligentize processes and finally Moving towards an open innovation policy.

The present research was conducted to measure the impact of organizational maturity on the main variables of the unified theory of acceptance and use of technology among library and information science experts in the public libraries in Mashhad. It is applied research in terms of purpose and correlation-descriptive research in terms of the data collection method. The research statistical population included all library and information science experts in Mashhad city, which were selected as research samples using random sampling. The questionnaire was used as a data collection tool. The average variance extracted (AVE) was used to assess the validity of the questionnaire, and the composite reliability (CR) coefficient and Cronbach's alpha coefficient were used to assess the reliability of the questionnaire. The structural equation modeling method (partial least squares method) was used with Smart PLS software to test the research hypotheses and the research conceptual model. According to the results, it can be stated that the variable of organizational maturity has a significant and positive effect on the components of the unified theory of acceptance and use of technology, including performance expectancy, facilitating conditions, social influence, purposeful behavior, but this variable does not have a significant and positive effect on the effort expectancy. Organizational maturity affects the acceptance and use of technology by public library librarians.

Project management maturity models (PMMMs) have evolved significantly over the years, eliciting both enthusiasm and critique from professionals in the field. The former reflects the promising prospects for enhancing organizational value through the adoption of refined practices, while the latter underscores concern regarding the associated costs, applicability challenges, and the resilience of these models. This paper embarks on a comprehensive exploration, surveying the landscape of established models while pinpointing the principal obstacles linked with their implementation. Acknowledging both the significance and the shortfall of current models, there is a growing consensus within the literature regarding the imperative for further advancements in project management practices. Criticisms directed towards existing models often revolve around economic feasibility hurdles, inflexibility, scalability issues, and overly prescriptive frameworks. This paper undertakes a critical examination, contemplating the integration of digital capabilities as a means to mitigate these drawbacks and refine project management maturity models. Central to our paper is the notion of leveraging digital affordances to enhance the efficacy of PMMMs. By amalgamating technological innovations with established methodologies, we endeavor to address prevalent criticisms and propel the evolution of project management frameworks. Our approach is multifaceted, encompassing a thorough exploration of the technological substrates underpinning PMMMs. In delineating the technological landscape, we identify three primary layers of technology integration in PMMM development: Microsoft Excel, Online Questionnaires, and Advanced Platformization Initiatives. Each layer presents distinct opportunities and challenges, underscoring the complexity inherent in modernizing PMMMs. Proposing a forward-looking strategy, we advocate for the development of PMMMs that capitalize on the latest digital affordances. By prioritizing user-friendly interfaces and streamlining the completion process, we aim to foster greater engagement and uptake among stakeholders. This approach promises to transcend the limitations of traditional models, catalyzing a paradigm shift towards more dynamic and responsive project management practices.

The present research was conducted to measure the impact of organizational maturity on the main variables of the unified theory of acceptance and use of technology among library and information science experts in the public libraries in Mashhad. It is applied research in terms of purpose and correlation-descriptive research in terms of the data collection method. The research statistical population included all library and information science experts in Mashhad city, which were selected as research samples using random sampling. The questionnaire was used as a data collection tool. The average variance extracted (AVE) was used to assess the validity of the questionnaire, and the composite reliability (CR) coefficient and Cronbach's alpha coefficient were used to assess the reliability of the questionnaire. The structural equation modeling method (partial least squares method) was used with Smart PLS software to test the research hypotheses and the research conceptual model. According to the results, it can be stated that the variable of organizational maturity has a significant and positive effect on the components of the unified theory of acceptance and use of technology, including performance expectancy, facilitating conditions, social influence, purposeful behavior, but this variable does not have a significant and positive effect on the effort expectancy. Organizational maturity affects the acceptance and use of technology by public library librarians. [ABSTRACT FROM AUTHOR]

Organizational dependency on Information and Communication Technology (ICT) drives the preparedness challenge to cope with business process disruptions. Business Continuity Management (BCM) encompasses effective planning to enable business functions to resume to an acceptable state of operation within a defined timeframe. This paper presents a systematic literature review that communicates the strategic guidelines to streamline the organizational processes in the BCM program, culminating in the Business Continuity Plan design, according to the organization's maturity. The systematic literature review methodology follows the Evidence-Based Software Engineering protocol assisted by the Parsifal tool, using the EbscoHost, ScienceDirect, and Scopus databases, ranging from 2000 to February 2021. International Standards and Frameworks guide the BCM program implementation, however, there is a gap in communicating metrics and what needs to be measured in the BCM program. The major paper result is the confirmation of the identified gap, through the analysis of the studies that, according to the BCM components, report strategic guidelines to streamline the BCM program. The analysis quantifies and discusses the contribution of the studies on each BCM component to design a framework supported by metrics, that allows assessing the organization's preparedness in each BCM component, focusing on Information Systems and ICT strategies. [ABSTRACT FROM AUTHOR]

Introduction: One of the most important key factors in achieving development is the optimal use of human resources. Therefore, it is of especial importance to pay attention to the talent and role of women in managerial positions. The purpose of this study is to investigate the relationship between glass rock, and job motivation and organizational maturity in female employees of Lorestan University of Medical Sciences. Methods: This was a descriptive-correlational study. 367 female employees of Lorestan University of Medical Sciences were selected based on Morgan table and available sampling. To collect data, questionnaires regarding glass rock, organizational maturity and job motivation were used. Data were analyzed using Pearson correlation and regression. Results: The results showed that there was a significant negative relationship between glass rock, and job motivation and organizational maturity of female employees of Lorestan University of Medical Sciences. The results of regression analysis also showed that the glass rock was able to predict the job motivation and organizational maturity of female employees. Conclusion: According to the results, the glass rock has a negative relationship with job motivation and organizational maturity of female employees. The presence of glass rock in the organization reduces the organizational maturity and job motivation of female employees.

This article examines the concept of organizational maturity, with particular emphasis on the importance that it can play in medical tourism. First, the concept of organization is subjected to an interdisciplinary interpretation in the light of the Polish and international literature on the subject. The influence of this area of enterprise management on the decisions made and the shaping of the pro-quality policy of the enterprise is considered - noting that the continuous and comprehensive improvement of intra-organizational processes, decisions taken and monitored, and long-term planning are determinants of the level of organizational maturity and contribute to the implementation of planned activities, while effectively responding to the needs of stakeholders. Next, selected results of a qualitative study conducted among selected private medical institutions specializing in medical tourism are presented. Despite the relatively rich literature in the field of tourist and medical services, few studies have looked at the importance of quality in management in private healthcare entities and its significant impact on the purchasing decisions of tourist patients, with a simultaneous emphasis on entities serving foreign medical patients. The survey was carried out in 2021 using the IDI (Individual in-depth Interview) technique, with a purposive sample of Polish and Croatian clinics providing services in the field of medical tourism holding a significant position in their respective market.

Objectives: This study aimed to investigate the relationship between the components of effective organizational maturity and Islamic justice at Farhangian University of Mazandaran province.y Materials and Methods: The research was a mixed method; it was exploratory in the qualitative part and a survey in the quantitative part. The statistical population of the study was experts, specialists, and members of the faculty of Farhangian University of Mazandaran province; 20 of whom were selected by convenience sampling method. To formulate a conceptual model of the research, the predictors and consequences of organizational growth have been identified. For this purpose, the relationship between Islamic justice and organizational maturity was studied and Islamic justice (procedural, distributive, transactional, exchange, and information justice) was studied as an effective variable on organizational maturity. Then, using the structural equation model, the conceptual model of the research was studied and analyzed. The conceptual model of the research was evaluated by analysis of variance and heuristic factor analysis by using SPSS software version 24 and LISREL.e Discussion and Conclusion: The results showed that distributive justice had the highest impact on organizational maturity; procedural justice in the second rank and reciprocal justice in the third rank and transactional justice in the fourth rank and finally information justice had the least impact. In other words, the most explicit example of justice for the respondents is distributive justice which leads to the maturity of the organization as much as possible; so managers and the payment system should pay more attention to the distribution of facilities, resources, and students. By strengthening individual and organizational interests and also observing organizational justice, we can improve the formation of respectful behavior and civic virtue in employees in terms of organizational citizenship behavior. Also, by creating organizational maturity based on justice and also paying attention to these two categories in drawing goals and organizational policy, the sense of participation and the spirit of altruism and the role of commitment and belonging of employees in higher education institutions can be promoted. Finally, by implementing the proposed model, the coordination and coherence between the functions, activities, and goals of the organization will increase. [ABSTRACT FROM AUTHOR]

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Measuring the maturity of knowledge management enables the organizations to know how their knowledge management is carried out. The maturity model of knowledge management delivers objective evaluation regarding the level of KM activities and provides valuable information about the library's performance to reach the next level of maturity in terms of KM development. In other words, the maturity of the knowledge management creates an infrastructure for organization's knowledge management plan. Accordingly, this research is intended to assess the level of knowledge management maturity in public libraries in Kermanshah. This is an applied descriptive research. Data collection tool entails a standard questionnaire of Asian Productivity Organization. The reliability of the questionnaire was calculated on the basis of mean value of Cronbach's alpha coefficient (0.9). The research population contained 87 managers and employees of the public libraries of Kermanshah. Based on Krejci and Morgan's table, the sample size of the research was 70. Of these, 59 people (80% of the sample size) filled in the questionnaire. SPSS23 was employed to analyze the data and one-sample T-test was used for measuring the mean of the seven-group criteria. The Kolmogorov-Smirnov test was used to normalize the distribution of data. Non-parametric Friedman test was used for rating groups of criteria and the standard tables of the Asian Productivity Organization were applied to determine the maturity level. Findings indicated that the maturity level and readiness of the public libraries of Kermanshah to deploy KM was at an early stage (understanding the need for KM). The t-statistic value was negative for all criteria. Accordingly, the mean of leadership, process, employees, technology, knowledge processes, learning and innovation, and knowledge management scores were lower than the average knowledge maturity model of the Asian Productivity Organization. The results of ranking of knowledge management maturity criteria also showed that information technology score was the highest and leadership, learning and innovation criteria of knowledge management were at the lowest level. Ranking of other knowledge management maturity criteria are: the process, achievements, employees, and knowledge management processes respectively. Methodology: The present study is based on the applied purpose and is a descriptive study based on the data collection method. The data gathering tool was a standard questionnaire of Asian productivity organization. Reliability of the questionnaire was calculated according to the mean value of Cronbach's alpha coefficient 0.9. The research community was composed of 87 managers and staff of the public libraries of Kermanshah. The sample size of the research was 70 (based on Krejcie and Morgan's tables). 59 people (80% of the sample size) answered to the questionnaire. We used SPSS23 to analyze the data. One sample T-test was used in order to measure the mean of the seven groups of criteria. The Kolmogorov-Smirnov test was used to normalize the distribution of data. The nonparametric Friedman test was used for rating groups of criteria and the standard tables of the Asian productivity organization were applied to determine the puberty level and to calculate the total score of the seven criteria.Findings: The results of this study showed that information technology and process of knowledge management in public libraries of Kermanshah were higher and the leadership, staff, knowledge processes, learning and innovation, and knowledge management results were lower than the mean of knowledge management maturity model of APO. The level of puberty and the level of readiness of public libraries for implementing knowledge management at the initializing level (understanding the need for knowledge management) were evaluated. The results of the ranking of knowledge management maturity also showed that information technology was at the highest level and leadership and learning and innovation were at the lowest. Other knowledge management maturity criteria in order of importance were: process, achievements, staff, and knowledge management processes.Conclusion: Considering that public libraries of Kermanshah in terms of maturity of knowledge management are in the second phase (understanding the need for knowledge management) and information technology has a better status than other knowledge management criteria, it seems that these centers should identify the areas that require knowledge management initiatives and develop other knowledge management criteria in the form of a program based on the suggested solutions in this research, in order to achieving higher levels of knowledge management like: development, refinement and eventually encompassing it.

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This study identifies how security performance and compliance influence each other and how security resources contribute to two security outcomes: data protection and regulatory compliance. Using simultaneous equation models and data from 243 hospitals, we find that the effects of security resources vary for data breaches and perceived compliance and that security operational maturity plays an important role in the outcomes. In operationally mature organizations, breach occurrences hurt compliance, but, surprisingly, compliance does not affect actual security. In operationally immature organizations, breach occurrences do not affect compliance, whereas compliance significantly improves actual security. The results imply that operationally mature organizations are more likely to be motivated by actual security than compliance, whereas operationally immature organizations are more likely to be motivated by compliance than actual security. Our findings provide policy insights on effective security programs in complex health-care environments. [ABSTRACT FROM AUTHOR]

The present article is aimed at developing a set of recommendations for achieving a higher level of organizational project maturity at a given enterprise. Methodology. For the purposes of the current research, the available information sources on the components of project management system are analysed; the essence of “organizational maturity” and the existing models of organizational maturity are studied. The method of systemic and structural analysis, as well as the method of logical generalization, are employed in order to study the existing models of organizational maturity, to describe levels of organizational maturity, and finally to develop a set of methodological recommendations for achieving a higher level of organizational project maturity at a given enterprise. The results of the research showed that the core elements of project management system are methodological, organizational, programtechnical, and motivational components. Project management encompasses a wide range of issues connected with organizational structure, project team, communication management, project participants, etc. However, the fundamental basis for developing project management concept within a given enterprise starts with defining its level of organizational maturity. The present paper describes various models of organizational maturity (staged, continuous, petal-shaped) and their common types (H. Кеrzner Organizational Maturity Model, Berkeley PM Maturity Model, Organizational Project Management Maturity Model, Portfolio, Program & Project Management Maturity Model). The analysis of available theoretic works showed that the notion “organizational project maturity” refers to the capability of an enterprise to select projects and manage them with the intention of achieving its strategic goals in the most effective way. Importantly, the level of maturity can be improved by means of formalizing the acquired knowledge, regulating project-related activities, and documenting best practices and potential difficulties. Practical implications. For the purposes of the present research, the level of organizational project management maturity of the enterprise in question is evaluated according to the three-level model developed by H. Кеrzner. The conclusion is made that project management maturity of this enterprise corresponds to maturity level 2. Besides, the defined maturity level is specified in more detail along the life cycle phases in order to determine more precisely the position of project management activity of the enterprise within the maturity model. Potential problems (the so-called “bottlenecks”) of the enterprise in the field of project management are identified. Based on the results of the analysis, a number of recommendations are suggested for further development of the corporate system of project management at the given enterprise. The results of the research showed that in order to achieve a higher level of maturity, it is necessary to create a project team, organize a project office, and distribute project management functions among the team members, develop a procedure of involving experts with different professional backgrounds into the project implementation, improve the procedure of creating project teams, ensure the accumulation of best practices of project implementation, establish the corporate standard of project management, and improve the strategic planning for project management, project implementation control, managing changes, labour resources and communication. The suggested guidelines are expected to facilitate the achievement of a higher level of maturity. They also envisage the terms of this transition and the responsible executives. Further enhancement of maturity level is achieved by means of performing a set of activities for improving and aligning various project management sub-processes aimed at managing costs, time, quality, and risks. Another important condition of enhancing organizational maturity is the development of an integrated management system that would help to achieve synergy from combining different methodologies. Value/originality. Assessment of the project management maturity and identification of problems made it possible to develop a set of recommendations for achieving a higher level of organizational project management maturity by the enterprise in question, which in its turn is expected to reduce the costs and the time that are necessary for project implementation.

Data analytics has become one of the driving forces for digital transformation efforts of companies around the world (Keary, 2019). Nowadays, in a highly digitized environment, companies generate data across different sources which is increasing rapidly in volume, variety and velocity. There is no doubt that companies can use these datasets for creating a more efficient services that deliver a more targeted customer experience. Hence, the importance of data analytics has become essential for organizations to find new opportunities and gain new insights to run their business efficiently. Emerging literature and the empirical evidence suggest that companies from the financial services sector have a lot to gain by adopting data analytics (minimize risks, detect fraud, improve credit risk management, improve marketing activities in real time etc.). In spite of that, companies in the country are still in the early stages of adoption of data analytics technologies. This research is a pilot study and represents the first attempt to assess the data analytics adoption maturity in selected companies of the financial sector in the country. The methodology used in this research for evaluating data analytics adoption is based on Maturity Model for Data and Analytics (IT Score for Data and Analytics) (Gartner, 2017), since it best describes maturity levels in service sectors. The assessment is founded on interviewing managers using questionnaire that guides respondents through all dimensions and levels proposed by the model. In the model four measurement areas are analyzed: Strategy, People, Governance and Technology. For each area, five maturity levels are defined: Basic, Opportunistic, Systematic, Differentiating and Transformational. Survey results confirmed that analyzed companies fully understand the benefits of data and analytics as valuable source to gain competitive advantage from data and the overall level of data and analytics maturity is set on level 2 for almost all dimensions. [ABSTRACT FROM AUTHOR]

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This paper focuses on the students who are registered in the University of Pretoria's academic development programme, named the Four-year Programme (FYP). The programme was introduced as a gateway for students who are underprepared but have the potential to succeed and then continue their studies into the mainstream science programmes. Our research focuses on measuring the change in the academic maturity of these students. In the theoretical framework that we developed, academic maturity is subdivided into two components namely non-subject based maturity and subject based maturity (mathematical maturity). This paper focuses on measuring non-subject based academic maturity. The survey used for this purpose is called the Student Academic Readiness Survey (STARS), taken at the beginning of the year and after the first semester respectively. The results of the surveys are compared to measure the change in students' views. Results show that in all constructs there is a surprising decline in students' perceptions regarding their own abilities over the first semester at university. We use the Dunning–Kruger effect to explain this unexpected decline, in that students seem to develop a more realistic view of their own maturity, which in itself can be seen as a growth in academic maturity. [ABSTRACT FROM AUTHOR]

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This research paper aims at presenting the results of a project whose objective was to diagnose processes with a maturity approach, of small manufacturing companies in Mexico trying to collect data of their current situation as an input for the future formulation of improvement proposals. Similarly, this study shows a synthesis of the literature on organizational maturity where few models that may be applied to this type of companies are detected, and even less those with an appropriate focus for the diagnosis of processes. For this, the Model for the Architecture of Organizational Performance in a Supply Chain (ADOCS by its abbreviation in Spanish) was used, which establishes twelve organizational processes grouped into four categories, thus designing instruments in a rubric format to identify the level of compliance of each process with respect to the ideals established, emanating from theoretical models, calculating the level of maturity reached by the four categories proposed. Finally, findings show that the majority of these companies operate at a handcrafted level of maturity, indicating that there is general knowledge about the continuous improvement approach, but processes have not been formalized or systematized, although improvements are sporadically implemented with a corrective approach. [ABSTRACT FROM AUTHOR]

The aim of this article was to verify the number of publications in the last thirteen years regarding diagnostic tools in Knowledge Management (KM) in digital mode. For that, a theoretical framework was developed with the terms Knowledge, Knowledge Management and Diagnostic Tools in Knowledge Management. To obtain the data, the periodical CAPES Portal and the Scholar database were used in order to find the publications that referred to the diagnostic tools in Knowledge Management in digital mode. The survey of the publications was carried out using the temporal cut from 2005 to 2018. The search included articles, books, textual resources reviews, newspaper articles, and other modalities. The terms used to search were Knowledge Management, Diagnosis in Knowledge Management, Digital Research, in Portuguese and English. The results indicate that in the period of the time cut used in this research, there was a considerable increase in the publications in Knowledge Management, but the same progress was not identified in the publications in Diagnosis in Knowledge Management and as for Digital Research, the process is only beginning. Regarding the general objective of the research relating the term of digital base instruments for the diagnosis in Knowledge Management, the bases that compose this research pointed out no publication in the databases searched. [ABSTRACT FROM AUTHOR]

While there are several standard scales in use for measuring various dimensions of human resource management, research is very limited in terms of scale development for variables that form part of the People Capability Maturity Model (PCMM) for organizational maturity. This study covers a perception measurement scale for people governance variables and organizational maturity developed, validated with industry experts and statistically tested. The scale was developed with 113 items grouped into 11 variables covering governance, staffing, performance management, rewards, quality, training, organizational maturity and business outcomes around staff, firm and customer aspects. The reliability analysis was performed for each of the variables based on inputs from 521 respondents across the services industry. The respondents were experienced professionals in functional management and human resources. Detailed analyses of results provide high scores for the variables, indicating good consistency of items. Convergent and discriminant validity analyses were performed for evaluating validation of item dimensions within each of the variables. The overall results indicate that the newly developed scale is a reliable and validated one to measure variables around people, process and organizational maturity, for researchers particularly in the services industry. This fills in a missing gap in terms of a validated scale for measuring people management variables. Further research can be done to extend this scale to other industries and to look at a model fitment across the related variables. [ABSTRACT FROM AUTHOR]

Organizational maturity is the ability of retain or development of performance during the long-term and it is the result of the continued satisfaction of organization’s stakeholders during the time. Organizational maturity will occur through identification of environmental changes and upgrading of organization’s strategic plans and visions. Organizations shall be able to predict the environment and adapt their planning to it. Therefore, for achieving maturity, organizations shall monitor its environmental factors changes continuously. On the other hand, today knowledge is the only confidential source for creating the sustainable competitive advantage in organizations. In addition, knowledge is a tool for capture and retain of sustainable competitive advantage for organizations and they find the importance of knowledge as a strategic source, more and more. In this research, organization’s maturity and knowledge management models have been introduced and a model for measurement of maturity level of organizations has been presented. This research approach was to use knowledge management activities for managing of environmental changes knowledge to creating of organizational maturity .To proving of the presented model, maturity level of 112 automotive part producers has evaluated. Finally, the results showed that the researchers' hypotheses were true and knowledge management activities and organization’s maturity were correlated. For hypotheses test and measuring the questionnaires validity Pearson correlation coefficient has used.

maturity individually, procedurally and organizationally. Based on the studies conducted on organizational maturity at individual, procedural and organizational levels, a brief reference can be made to the following eight components taken as their signs and finding: 1. Sustainable Organizational Development, 2. Increased Productivity 3. Organizational Excellence and Development, 4. Employees Excellence, 5. Customer-Related Excellence, 6. Competitive Advantage, 7. Organizational Agility and 8. Increased Organizational Adaptability.The present work was conducted with the aim to measure the effect of organizational maturity on each of the above eight components at Mobarakeh Steel Company in 2010. In this study a statistical population comprising Mobarakeh Steel Company managers and professionals, 95 in number and a sample of 76 people were selected randomly based on the Morgan table. An inventory was developed to measure the effect of organizational maturity on maturity components. Having collected the data, the researcher analyzed the data using SPSS, Minitab, T-test and Tukey Posttest. The results indicated that the effect of individual maturity on organizational excellence was 47.86 %, the effect of procedural maturity 49.36 % and the effect oforganization maturity was 49.44 %. A study of reliability and internal validity of the test revealed that the reliability of the inventory was 0.921.

Background: of this study try to determine the Relationship between organizational culture & organizational Maturity of staffs in Isfahan Medical University Hospitals (IMUHs ). Material and Methods: Three questioners (organizational culture , organizational Maturity) was used for accomplishment of this descriptive & Corelational research.The reliability of These questioners was assest with the cronbach alpha coefficient .this questioners were distribute between 360 employees of IMUHs .Data was analysed by SPSS software. Results: Funding showed that the organizational culture scores of 5 hospitals were average & 6 hospitals were lower than average . The level of organizational Maturity was average . Conclusion: There was a significant relationship between organizational culture & organizational Maturity .Hospital Manager should change their organizational culture in order to increases the level of organizational Maturity .

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Information systems play an important role in performance of organizations. Application of information systems and information technologies (IS/IT) is more useful when organizations go through learning process to use IS/IT in an efficient and effective way, and arrive to stage of maturity. Among Variety of models which have been developed to identify organizational maturity, Earl Model has been defined it in growth five stages and based upon Systems application, IS/IT and also programming approaches. This article is about to measure organizational maturity based on Earl's model. Survey statistics societies are those companies at south Pars region in Iran. Research findings indicate that these companies are moving toward third stage administrative control in Earl's Model. Also results indicate Meaningful differences among these companies in terms of organizational maturity. [ABSTRACT FROM AUTHOR]

Scenario studies are developed by governments and organizations as a way to foresee possibilities, in order to develop specific strategies. Yet, there is little research in this field to evaluate the effectiveness of these studies; usually we can only find in the specialized literature attributes designed to evaluate the document of the scenario introduction. A possible approach to evaluate scenario quality would be the distinction between content, namely the scenario as a product itself, and the process that supports its elaboration. This research aimed to come up with a method to evaluate the maturity of scenario planning inside organizations. To do so, the major components and subcomponents of the scenario planning that enable us to evaluate them were identified; the metrics that indicate the stages of organizational maturity in scenarios were defined, and the application of the method in a selected set of Brazilian organizations was put into practice. As a possible alternative to ground the proposed method, the Project Management Maturity Model (PMMM) was used. A multimethodological, qualitative and interpretative study was undertaken, with multiples procedures used to collect and analyze data, including: literature review, interviews with experts on strategic scenarios and use of content analysis technique. As a result, we obtained a proposal for the evaluation of scenario planning in organizations that considered the following steps: preparation, development, document production and utilization. To determine the stage reached in scenarios, the following stages were considered: inactivity, initiation, standardization, management and optimization, culminating in the following maturity levels: very poor, poor, regular, good, great and excellent. The application of this method with thirteen Brazilian organizations identified regular maturity, unveiling the predominance of this subject in the public sector, with the highest levels observed in national defense organizations. The study offers contributions to the academic and professional fields. For the first it adds new knowledge represented by the proposal for the evaluation of the scenario planning, while for the second it provides a methodology that allows the execution of diagnosis of scenario-based processes to the organizations and consultancies, as well as the proposition of actions directed to improve objectively identified gaps. [ABSTRACT FROM AUTHOR]

This article presents the intervention process, its effectiveness and its impact on preventing psychosocial risks and occupational mental health. It aims to reveal several critical elements of occupational health intervention. It therefore presents existing preventive actions and practices and analyses their limits. Furthermore it attempts to define the key factors for lasting preventive action which promotes debate in the workplace and cooperation among occupational health actors; a lasting preventive action is thus an important issue in the process of organizational maturity.