# Integrating Sustainable Performance into the Digital Maturity Models for SMEs in Manufacturing
## 2 Methodology
### Chosen Model  
The digital maturity model developed by [27] in collaboration with Productique Quebec forms an important foundation for this research. This model, specifically designed for Quebec SMMEs, offers a holistic approach to evaluating digital maturity across various dimensions, including leadership, culture and organisation, technology management, data management, measurement systems, and customer experience. Each dimension of the model is subdivided into specific categories, enabling detailed analysis and a deeper understanding of the various aspects of digital maturity.  
Several digital maturity models exist in the literature, each with distinct scopes and applications. For instance, the Digital Maturity Model (DMM) by Carnegie Mellon University [38] is a widely used framework that defines five maturity levels based on an organisation's capabilities in areas such as data management, innovation, and customer experience. However, its structure is primarily designed for large corporations and lacks direct consideration for the specific constraints of SMMEs, such as limited financial and human resources. Another influential model is the Acatech Industrie 4.0 Maturity Index [39], which provides a structured methodology for assessing an enterprise's digital maturity through six development stages. This model places a strong emphasis on the integration of cyber-physical systems and advanced analytics but remains focused on large-scale industrial operations with high technological investments.  
The Gamache model was selected due to its focus on the realities of SMMEs. Unlike broader models that primarily assess technological adoption and IT capabilities, it integrates a multidimensional perspective tailored to the needs of smaller manufacturers. Specifically,it accounts for organisational, operational, and human factors that are critical for SMMEs, including change management, workforce skills, and strategic adaptability. Moreover, the model was developed in partnership with industrial actors in Quebec and has been applied within local manufacturing firms, enhancing its contextual relevance.  
This selection does not imply that the Gamache model is universally superior. Future research could compare its applicability with other frameworks to assess the effectiveness of different digital maturity models in measuring sustainable performance within SMMEs.  
For example, in the **Leadership** dimension, elements such as vision and strategy, technology watch, commitment and exemplary behaviour, and new business models are examined. These elements are essential for guiding SMMEs in adopting and integrating digital technologies. The **Culture and Organisation** dimension addresses crucial aspects such as lean and continuous improvement, acquisition and development of skills, change management, and agile manufacturing and innovation. These factors play a decisive role in an SMME's ability to adapt and evolve in a digital environment. **Technology Management** focuses on mastery of technologies, cybersecurity, automation, autonomy and intelligence, and the ecosystem and digital architecture. This dimension is vital to ensure that technologies are not only adopted but also effectively integrated and utilised to generate value. **Data Management** covers data acquisition, integrity of data, quality of data, and delivery of data, which are fundamental aspects for informed and effective decision-making within SMMEs. The **Measurement Systems** dimension includes the use of strategic and operational data, highlighting the importance of measuring and assessing organisational performance using relevant data. Finally, **Customer Experience** focuses on e-commerce, service orientation, personalisation, and engagement and co-creation--key elements for enhancing customer interaction and satisfaction. Figure 1 represents the digital maturity model developed by [26].