Organizational maturity through employee experiences. A Case Study of the Digital Department in Denmark's Largest Retail Group

Albu, Sabina-Alexandra

4. term

Information Studies (Human Centered Informatics), Master

2025

2025-09-01

76 pages

The study explores the organizational maturity of the Digital Department in Salling Group by examining employees’ lived experiences. Furthermore, the study seeks to identify workforce practices that shape their performance and capabilities. It adopts a qualitative approach of a case study research design, using purposive sampling to collect 10 semi-structured interviews with employees across the department. The People Capability Maturity Model (P-CMM) provides the main theoretical perspective, focusing on the workforce practices associated with the Level 2 maturity: Staffing, Communication and Coordination, Performance Management, Training and Development, Work Environment and Compensation. Other aspects such as organizational Culture and Change are identified as complementary constructs to P-CMM Level 2 maturity, therefore investigated throughout the data collection. In interpreting the findings, the Organizational Behavior model was applied to deepen the understanding of how themes related to each other across the individual, group and organizational level. The results of the thematic analysis reveal an inconsistent employee experience both across the Digital Department and across the wider Salling Group organization. A lack of general structure and standardization of human capability management practices was found, inhibiting adoption of change and inducing a culture of resistance. Additionally, findings indicate that workforce practices such as Communication and Coordination, Performance Management and Staffing impact performance, capabilities and employee perception of organizational maturity. Nevertheless, the findings highlight the critical role of leadership within the Digital Department and its impact. Employees consistently emphasise the need for an active and motivated new Head of Department to drive change, provide a sense of direction and vision, ultimately enabling managers to lead their teams. Overall, the insights contribute to the understanding of the interdependent relation between workforce practices and organizational behavior across all levels, ultimately influencing perceptions of organizational maturity.

organizational maturity ; organizational behavior ; organizational culture ; change management ; performance ; capabilities

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