# Integrating Sustainable Performance into the Digital Maturity Models for SMEs in Manufacturing
## 1 Introduction  
Small and medium-sized manufacturing enterprises (SMMEs) hold an important position in Canada, as they are defined as businesses with between 1 and 500 employees and annual revenues below USD 50 million [1]. They play a crucial role in Canada's economy, employing 63% of the workforce and significantly contributing to national GDP [2]. This significant position does not prevent SMMEs from facing the same daily challenges as large enterprises. Indeed, they must navigate challenges related to globalisation, increased market competition [3], labour shortages [4, 5], and rising climate taxes imposed by the government [6]. Unlike large enterprises, SMMEs do so with limited resources, compelling them to make strategic choices in resource allocation to maintain profitability. As [PERSON] and [PERSON] state, \"without economic profitability, any business loses its reason for being\". With this perspective, business objectives are closely tied to sustainable performance, encompassing economic, social, and environmental aspects. Studies show that owner-managers of SMMEs are motivated by goals related to sustainable development and social responsibility, thus shaping their understanding of performance [7]. Adopting participative management practices, such as involving employees in setting organisational objectives, leads to improved performance and a lasting competitive advantage [8]. In other words, the core objectives of SMMEs are connected to enhancing their sustainable performance. These objectives are defined by improving economic, social, and environmental dimensions [9; 10; 11; 12]. Although these objectives are largely the same for both SMMEs and large enterprises, SMMEs are distinguished by their specific challenges, such as constraints on financial and human resources [13], the complexity of accessing technologies [14], and integration challenges in a competitive environment. In contrast, large enterprises have greater latitude in achieving their strategic objectives [15]. Fortunately, in recent years, I4.0 concepts such as the Internet of Things, cyber-physical systems, and big data have increasingly emerged to help businesses better address their challenges. I4.0 concepts have become essential trends in the industrial world for companies seeking to maintain their market competitiveness [16; 17; 18]. However, SMMEs must carefully select these technologies, as an incorrect or unsuitable choice could amplify challenges rather than resolve them. Indeed, despite increased investments in digital technologies, only one in twenty companies manages to use them effectively, according to the Business Development Bank of Canada [19]. In the scientific literature, several authors have stated that technologies associated with the Fourth Industrial Revolution can have a significant impact on productivity, operational performance, and business agility, and that by being connected and agile, SMMEs can remain competitive in their market and increase their operational efficiency [20; 21; 22]. In 2017, additional research offered new approaches to enhance the transition to I4.0 in SMMEs. Certain studies indicated that a lack of guidance and preparation, combined with the shortage of digital resources and skills in SMMEs during their Digital Transformation (DT), were limiting factors affecting their success rates [23]. A search in SCOPUS reveals that no articles introduced the concept of digital maturity in the context of I4.0 before 2017. Using the query \"Industry 4.0\" and \"Digital Maturity\", 109 articles published after 2017 can be found. Digital maturity refers to the level of readiness, skill, and integration of digital technologies within an organisation [22; 24; 25]. These findings confirm that digital maturity related to I4.0 is a relatively recent concept and that research aimed at adapting this issue to SMMEs is still in its early stages.