=Paper=
{{Paper
|id=Vol-2555/paper9
|storemode=property
|title=Model of Maturity for digital teaching transformation based on digital and
organizational skills in higher education
|pdfUrl=https://ceur-ws.org/Vol-2555/paper9.pdf
|volume=Vol-2555
|authors=Jessie Leila Bravo Jaico,Janet Del Rosario Aquino Lalupú,Roger Ernesto Alarcón García,Nilton César Germán Reyes
}}
==Model of Maturity for digital teaching transformation based on digital and
organizational skills in higher education==
https://ceur-ws.org/Vol-2555/paper9.pdf
Maturity model for digital teacher transformation
based on digital and organizational competencies in
higher education
Jessie Bravo Jaico1, Janet Aquino Lalupú2,
Roger Alarcón García3, Nilton Germán Reyes4
1234 School of computer and informatic engineering. Pedro Ruiz Gallo National University.
Lambayeque, Peru
1 jbravo@unprg.edu.pe
2 jaquino@unprg.edu.pe
3 ralarcong@unprg.edu.pe
4 ngerman@unprg.edu.pe
Abstract. The mastery of the computer tools by teachers and the application of
technological solutions to digitalize the academic and administrative activities of
higher education have led to the creation of these institutions with strategic
objectives that allow a digital transformation. To solve this problem, a maturity
model was developed for the digital teaching transformation that measures 2
aspects: the digital culture and the organizational culture, both aspects were
integrated to create a model in which the teacher was classified into four profiles:
anonymous teacher, Alpha teacher, beta teacher and gold teacher, this will allow
us to know what kind of teachers we have and what strategies are necessary to
obtain gold teachers and achieve the necessary digital transformation for
educational institutions. To validate our model, it was applied to a public
university where the level of maturity of the teachers was evidenced and
strategies were established that allowed us to lead to gold-type teachers.
Keywords: Digital transformation, higher education, digital culture,
organizational culture
1 Introduction
Teachers today are aware that they need to master technological tools that support
both their work as trainers (teaching - learning process) and their work as researchers
(knowledge generators), both important aspects to achieve digital transformation in
universities
But we observe that a large percentage of university teachers do not dominate, nor
are they updated in the use of technological tools that allow new ways of doing things
for the benefit of students and the professional development of the teachers themselves.
In addition, in public universities we find a lack of institutional identification, political
Copyright c 2019 for this paper by its authors. Use permitted under Creative Commons
License Attribution 4.0 International (CC BY 4.0).
interests that do not allow us to be part of the change, even becoming an obstacle to
change.
It is clear that the digital transformation depends on people, so it is required as
indicated by Roca and Salvatella [1] “insert the digital chip in the organization's DNA”,
Llorens F. [2] He states that “numerous studies show that the main obstacle is the
resistance to change of people working in organizations. You have to prepare and train
to assume the change to the extent that is beneficial and that brings value to
universities”.
The purpose of this study is to provide a maturity model for digital teacher
transformation in university higher education in order to generate the commitment of
teachers, where it is not only necessary to have digital skills for digital transformation
but have the attitude and willingness to collaborate and be committed to the institution.
2 State of the Art
The accelerated increase in emerging technologies revolutionizes the way in which
we manipulate digital resources and information moves to a virtualization plane, which
is why in this 21st century we live in a world of information digitalization, even as
mentioned Trujillo J. [3] It is to move from the information society to the knowledge
society, and higher education is not far from being integrated into this digital
transformation that allows it to take on new challenges. As Barquín J. [4] mentions,
most teachers are aware of this change and believe that the future is through the use of
electronic media, but the way to manage knowledge instruct and educate in and with
the media is yet to be written, and the most complicated of all is that it needs to be
adapted and "adopted" by teachers
We also assume what they mention Cela-Ranilla, J. et al. [5] that digital
competencies have numerous definitions, indicating that it must consist of four basic
components: basic digital skills that are expressed successively, didactic competence
with ICT, learning strategies and digital training or training.
According to Levano-Francia, L. et al. [6] the universities must urgently make
transformations of an academic, organizational, humanistic and scientific nature, which
allows them to face the new digital landscape that flourishes daily.
In addition, this together with the organizational competences based on institutional
identification, soft skills and the organizational climate, allow us to focus on proposing
a Maturity Model that integrates both aspects evaluated.
3 Proposal
Universities like all types of organizations are not oblivious to digital change and
technological innovations, which is why our proposal focuses on defining the
characteristics of one of the important actors of the university such as the teacher;
whose work as agent of change it is vital to achieve digital transformation.
The proposal is seen under two approaches: digital culture and organizational culture,
which allows a significant change in the way in which teachers carry out their academic
activities, as well as in their behavior and in the way they interact with others inside
and outside. From the university, with the purpose of moving towards a digital
university.
According to a study conducted by Boston Consulting Group [7] In 2018,
approximately 40 digital transformations were evaluated, it was obtained that the
proportion of companies that reported strong financial performance was five times
higher (90%) among those that focused on culture than among those who neglected
culture (17% ), that is why digital culture is considered as a fundamental part of our
proposal.
On the other hand, Capgemini Digital Transformation Institute [8], in The Digital
Culture Journey: All On Board !, made a study where the urgency of systematically
promoting the transformation of the organization's culture to align it to its business
model with digital vision is evident, so we also integrate the culture organizational in
our proposal. See Figure 1.
Fig. 1. Methodology
Phase 1: Teacher characterization
It is based on the degree of mastery of information technologies (digital culture) and its
commitment to the institution (organizational culture) for which the maturity levels are
proposed, which will allow us to classify them later into 4 profiles. Regarding the
organizational culture, the levels of: indifferent, interested, involved and committed are
described, described in Table 1. The maturity model of organizational culture takes into
account 3 dimensions: Institutional Identification, Soft Skills and Organizational
Climate.
Table 1: Description of the level of maturity of the organizational culture
Level of maturity
of the
Description
organizational
culture
Indifferent Doesn’t know the vision and mission of the university
Doesn’t know the statute and regulations of the university
Doesn’t identify with your institution
Doesn’t maintain permanent communication with the members and
authorities of its institution
Doesn’t handle soft skills
Resists change
Interested Knows the mission and vision of the university
Knows in a basic way the Statute and Regulations of the university
Participates only in some of the meetings or events scheduled at the
university
Communicates occasionally with the members and authorities of the
Institution
Handle some soft skills
Involved Knows the mission and vision of the university
Knows the Statute and Regulations of the university
Participates only in some of the meetings or events scheduled at the
university
Communicates regularly with the members and authorities of the
Institution
Manages soft skills at the elementary level
Committed Knows and internalize the mission, vision of the university
Knows and internalize the statute and regulations of the university.
Identifies with the Institution
Communicates permanently with the members and authorities of the
institution
Participates in scheduled meetings and events
Master the relevant soft skills
Is willing to change
The score that determines the level of teacher maturity in terms of organizational
culture is explained in Table 2, defined based on the 15-item instrument with a score
per item of 0 to 4 points.
Table 2: Maturity level score of the organizational culture
Maturity level of Score
organizational Model
culture
Indifferent From 0 to 15
Interested From 16 to 29
Involved From 30 to 44
Committed From 45 to 60
Regarding the digital culture, the levels are defined: primitive, basic, intermediate
and advanced, based on the 3 dimensions: Use of Technology, Digital Competence and
Communication and Internet, as described in Table 3, and in Table 4 the score set to
determine the level of maturity is defined considering the 17-item instrument, where
each item has a rating of 0 to 4 points.
Table 3: Description of the level of maturity of the digital culture
Level of maturity of
Description
the digital culture
Influenced to acquire technology
Prefers printed information
Doesn’t handle office tools
Primitive
Doesn’t use internet
Doesn’t use mobile devices
Communicates opt for traditional means such as telephone
Frequent use of internet
Office Domain
Basic Use the internet as a source of information
Use of mobile applications
Frequent use of social networks
Cares about digital security
Makes payment for services online
Intermediate Makes transactions online
Digital self-taught
Has a YouTube channel
Browse more safely without being a victim of digital crimes
Protect your identity and information
They are fully digital and mobile, multitasking and multiscreen
The mobile phone is the center of your communication and information
Advanced
They have become, without intending to, influencers of their environment and
their family
Permanent Internet connection
Little verbal communication
Table 4: Maturity level score of the digital culture
Maturity level of Score
digital culture Model
Primitive From 0 to 17
Basic From 18 to 34
Intermediate From 35 to 51
Advanced From 52 to 68
To determine the level of maturity both digital and organizational, the following
formulas are applied:
− For the calculation of the Score in each Dimension:
∑𝑛𝑖=1 𝑆𝑐𝑜𝑟𝑒𝑐𝑟𝑖𝑡𝑒𝑟𝑖𝑎 (1)
𝑆𝑐𝑜𝑟𝑒𝐷𝑖𝑚𝑒𝑛𝑠𝑖𝑜𝑛 =
𝑛
− For the calculation of the Model Score (both digital and organizational):
∑𝑛𝑑
𝑗=1 𝑆𝑐𝑜𝑟𝑒𝐷𝑖𝑚𝑒𝑛𝑠𝑖𝑜𝑛 (2)
𝑆𝑐𝑜𝑟𝑒𝑀𝑜𝑑𝑒𝑙 =
𝑛𝑑
𝑛 = 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑐𝑟𝑖𝑡𝑒𝑟𝑖𝑎 𝑜𝑓 𝑑𝑖𝑚𝑒𝑛𝑠𝑖𝑜𝑛
𝑛𝑑 = 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑑𝑖𝑚𝑒𝑛𝑠𝑖𝑜𝑛𝑠
Phase 2: Definition of the Teaching Profile
Our model integrates the organizational culture and the digital culture, considering
that a teacher not only has the mastery of technology but also is committed to the
strategic institutional objectives to achieve the true digital transformation of the
university.
This model determines 4 profiles: the anonymous teacher, the beta teacher, the alpha
teacher and the gold teacher, as shown in Figure 2 and whose characteristics are
described in Table 5.
Fig. 2. Teaching digital transformation model
Table 5: University teacher maturity level
Type of teacher Description
This teacher has low knowledge in the use of technology so their digital skills are
basic or nil, also the internet communication applied to educational management
Anonymous
is incipient. Regarding the organizational culture, it has no institutional
identification, it does not show soft skills, and so it is indifferent in improving the
work environment.
This teacher has a great capacity in the use of technologies, showing digital
Beta competences and great communication through interconnected devices, but little
institutional identification, not showing soft skills and little participation in the
organizational environment.
This teacher has almost no capacity for technology management, low digital skills
Alpha and little use of digital media for teaching - learning and content generation.
Regarding its organizational culture, it presents a great institutional identification,
active participation in activities to achieve strategic objectives.
This type of teacher is essential in the institution, shows a management of
Gold information and communications technologies, showing great digital competences,
also, is deeply rooted with its institution and has an active participation in
improving the quality of the work environment.
Table 6 identifies for each type of teacher what characteristics must comply, based
on the dimensions that make up the digital and organizational culture.
Table 6: Identification of characteristics by type of university teacher
DIGITAL CULTURE ORGANIZATIONAL CULTURE
Use of Communication Institutional Organizational
TEACHER Digital skills Soft skills
technology and internet Identification climate
Anonymous X X X X X X
Alpha X X X
Beta X X X
Gold
Phase 3: Establish change strategies
As part of the model, strategies have been established to change the level of teacher
maturity as shown in Figure 3.
Fig. 3. Digital and organizational change strategies
4 Validation
The present investigation takes as a case study the teachers of a faculty in a Peruvian
public university, where two surveys were applied, structured in two aspects to
determine the level of maturity of the organizational culture and the digital culture.
In both cases the numerical measurement scale was used, considering the current
level of organization (1 = never, 2 = almost never, 3 = occasionally, 4 = almost always,
5 = always).
The instruments used were validated by experts. In both cases, statistical analyzes
and appropriate tests were carried out that allowed us to obtain validity and reliability
results of the two instruments (Cronbach's Digital Culture Alpha = 0.800 and
Cronbach's Organizational Culture Alpha = 0.812) concluding that they are reliable
instruments.
The statistical treatment of the data obtained through the survey was carried out with
the statistical program SPSS v24.0.
Phase 1: Teacher characterization
Regarding the organizational culture, the instrument consists of 15 questions divided
into three dimensions: 5 of Institutional Identification, 6 of Soft Skills and 4 of
Organizational Climate.
It was applied to 131 teachers of different age, sex and professional school, both
before and after applying the digital and organizational change strategies defined in our
proposal.
Table 7: Maturity level results based on organizational culture
Maturity level BEFORE AFTER
of N° of N° of
organizational Percentage Percentage
interviewed interviewed
culture (%) (%)
people people
Indifferent 5 3.82% 0 0.0%
Interested 76 58.02% 38 29.01%
Involved 38 29.01% 67 51.15%
Committed 12 9.16% 26 19.85%
TOTAL 131 100.00% 131 100.00%
It is evident in Table 7, that initially 58.02% have a level of organizational maturity
interested and after applying the strategies of organizational change 51.15% of the
respondents are involved organizationally, but being our goal to achieve in the short
term that they are committed, since this will allow us to achieve the digital teaching
transformation.
Regarding the digital culture, it was structured in 17 questions divided into three
dimensions as follows: 5 of Use Technology, 7 of Digital Competencies and 5 of
Communication and Internet, obtaining the following results:
Table 8: Maturity level results based on digital culture
Maturity level
BEFORE AFTER
of digital
culture N° of N° of Percentage
Percentage
interviewed interviewed (%)
(%)
people people
Primitive 6 4.58% 2 1.53%
Basic 63 48.09% 14 10.69%
Intermediate 41 31.30% 88 67.18%
Advanced 21 16.03% 27 20.61%
TOTAL 131 100.00% 131 100.00%
It is observed that as regards the digital culture in the faculty 48.09% of the teachers
have a Basic digital maturity level and after the application of the digital change
strategies it was evidenced that 67.18% of the teachers managed to reach a level of
Intermediate maturity.
Phase 2: Definition of the Teaching Profile
In the integral model it is visualized that 61% of teachers are anonymous (See Figure
4), that is, in digital their level is mainly basic and in the organizational they are only
interested and only 8% are gold teachers, so that after applying the strategies of digital
and organizational change, proposed in phase 3, a significant change is evidenced by
reaching 15% of gold teachers and reducing anonymous teachers to 32%.
Phase 3: Establish change strategies
The objective is that our teachers are located in the profile of gold teacher, so the
strategies of digital and organizational change were applied, which must be carried out
continuously, with a permanent follow-up and monitoring by the corresponding
instances to achieve sustainability of the proposed model.
Fig. 4. Result of the application of the proposed model
5 Conclusions
− The instruments developed were useful to know the level of digital and
organizational culture of the institution.
− The proposed maturity levels, both digitally and organizationally, served to
classify teachers for a better analysis.
− The integration of the two dimensions allowed us to define types of teachers
(anonymous, alpha, beta and gold) to establish continuous improvement
strategies to achieve digital transformation.
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