Investigating the nexus between business process management maturity and digital maturity: an empirical study of organizations in Poland

Purpose The goal of this study is to investigate the relationship between business process management maturity and digital maturity, where the latter is represented by identified key critical dimensions. Design/methodology/approach The study is qualitative-quantitative in nature. An exploratory research of digital maturity models developed by management consultancies made it possible to identify the common, practical dimensions deemed critical for digital maturity, such as digital culture, processes, strategy, customer value, technological readiness, governance, change management, digital competencies of employees and use of data. Data on BPM and digital maturity from organizations operating in Poland were collected using the research questionnaire. Employing structural equation modeling (PLS-SEM), the analysis of the relationships between BPM maturity and the nine dimensions of digital maturity was carried out. Findings The statistical analysis revealed a strong impact of BPM maturity on change management capabilities. The dimensions of digital processes, competencies, governance, strategy and technological readiness were found to be moderately positively influenced by BPM maturity. The analysis did not confirm a positive influence of BPM maturity on building digital customer value or data usage. We conclude that excelling in BPM can support an organization’s digital transformation efforts. However, attention should be paid to employing BPM in a way that extends beyond standardization and efficiency and enables customer-centricity and innovation. Originality/value The article proposes novel contributions by emphasizing the importance of BPM maturity in achieving digital maturity, which may contribute to successful digital transformation. Additionally, the original conclusions include the identification of common dimensions of digital maturity derived from business practice.