| dc.description.abstract | The evolving digital landscape has introduced organizations’ reliance on innovation and adaptation to maintain their market position. This research addresses the need for a framework combining digital transformation and business process management to optimize organizational performance by closing the gap between theoretical concepts and their practical implementation. With a literature review, the research dives into existing theories and models, finding that no universal definition exists for digital transformation, prompting the creation of a new definition. While independent models for digital transformation and business process management maturity exist, an integrated framework has yet to be developed. Drawing inspiration from the strengths and weaknesses of existing models, a new conceptual framework is proposed to provide organizations with an approach to navigating complex business environments. This model is validated through academic application and organizational case study, with several iterations based on feedback to elaborate the presented information further. The model is assessed in a corporate context, laying the foundation for uncovering and further exploring the relationship between digital transformation and business process management maturity. The current maturity levels are evaluated through a case study and qualitative interviews with key stakeholders. Findings indicate that while a foundational relationship can be identified, several aspects were not initially considered, such as change management and culture, which are highlighted in interviews and must be incorporated into the framework. This research provides a starting point for understanding the dependencies of the maturity levels. The implications of these findings outline the importance of continuous refinement and validation of the proposed framework to leverage these capabilities fully. | |
