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The Knowledge of Leadership Maturity
Published in Casey J. Bedgood, The Power of Organizational Knowledge, 2022
Maturity can be defined as a state of being ‘fully developed’ (1). This concept is also synonymous with being ripe, growth, advancement and perfected. The key is that maturity takes time, which requires development. From a leadership perspective, leadership is a risky business.
Relative age effect in French alpine skiing: Problem and solution
Published in Journal of Sports Sciences, 2022
Quentin De Larochelambert, Audrey Difernand, Juliana Antero, Adrien Sedeaud, Jean-François Toussaint, Louis Pierre Yves, Nicolas Coulmy
Maturity is defined as the stage in which an organism is found which has reached its full development. Regarding performance, we will talk about the development of physical, physiological or cognitive faculties. This link between development and performance has been studied and theorized (G. Berthelot et al., 2012; Geoffroy Berthelot et al., 2019; Moore, 1975) by a bi-phasic function of progression and decline. Depending on the determinants of sports performance, this maturity can be achieved at different ages. For example, maturity in chess, with a cognitive dominance, is reached at the age of 31, while in 100-m athletics, with a physical dominance, is reached at the age of 25. The determinants of performance vary depending on the sport and therefore also the phases of development and therefore the effects of RAE (Till et al., 2014).
Development of maturity model for assessing the implementation of Industry 4.0: learning from theory and practice
Published in Production Planning & Control, 2021
Aniruddha Anil Wagire, Rohit Joshi, Ajay Pal Singh Rathore, Rakesh Jain
The assessment of manufacturing organisations’ maturity is an important starting point for the effective realisation of Industry 4.0. In general, the concept ‘Maturity’ is defined as ‘state of being complete, perfect, or ready’ (Simpson and Weiner 1989). It suggests improvements in the development of business processes, systems, technology and organisation as a whole (Kohlegger, Maier, and Thalmann 2009). Through a course of time, the systems of organisations accomplish its future state by consistent improvements in its capabilities (Schumacher, Erol, and Sihn 2016). The maturity can be evaluated qualitatively and/or quantitatively; either discrete or in a continuous manner (Kohlegger, Maier, and Thalmann 2009). To measure the maturity of systems, various ‘Maturity Models’ have been developed in the past (Ngai et al. 2013; Schumacher, Erol, and Sihn 2016; Vivares, Sarache, and Hurtado 2018). Kohlegger, Maier, and Thalmann (2009) describe the maturity model as ‘phases of increasing quantitative or qualitative capability …. in order to assess its advances with respect to defined focus areas.’ According to Becker, Knackstedt, and Pöppelbuß (2009), the maturity model can be understood as ‘artifacts which serve to solve the problems of determining a company’s status quo of its capabilities and deriving measures for improvement therefrom’. At large, ‘Maturity Model’ is ‘a sequence of stages used to assess situations, and guide potential improvements’ (Vivares, Sarache, and Hurtado 2018). It can be utilised to find out the ‘as-it-is’ state of an organisation on the path of transformation. The maturity models frequently mentioned as readiness assessment models (Schumacher, Erol, and Sihn 2016) in the extant literature with the aim to attain starting point and to facilitate the initialisation of the development process. However, Pacchini et al. (2019) mentions that maturity is different from readiness and has given interesting approach to evaluate degree of readiness of organisations for implementation of Industry 4.0 related technologies.