1. Introduction

2. Literature review

3. Methodology

3.4. Validity and Reliability

In this study, the following measures were taken to evaluate the validity and reliability of the results.

Table 2. Validity and reliability of the results.

Table 2. Validity and reliability of the results.

Result	Method	Strategy	Validit/Reliability
confirm	Research process confirmation by 8 experts	Credibility (reliability)	Validity
confirm	Using two coders for coding multiple interview samples	Credibility (reliability)	Validity
confirm	Opinions of three experts who did not participate in the study	Transferability	Validity
confirm	Recording and documenting all interviews	Confirmability (verifiability)	Validity
confirm	Sharing information with 5 participants in the study	process audit study	Reliability
reliability between the two coders is 88%	Analyzing three interviews by the researcher and a co-worker, and identifying similar and dissimilar codes	Inter-coder agreement	Reliability

4. Findings

4.1. Enablers of Digital Maturity in E-Sports Businesses

Every e-sports business needs key enablers and capabilities to move towards digital transformation. Digital enablers refer to "governance and leadership," "digital strategy," "culture and skills," "innovation," "technology," and "data," and achieving digital transformation and digital maturity will be impossible without each of these enablers.

Table 3. Enablers of Digital Maturity.

Table 3. Enablers of Digital Maturity.

Themes	Subthemes	Concepts
Enablers of Digital Maturity	Digital Governance and Leadership	Internal promotion of digital governance literacy Efforts to increase digital governance literacy Definition, approval, and management of digital transformation projects Design of a digital governance system Moving towards a digital-focused redesign of structures Support for managers in digital transformation The impact of managers on digital transformation Attracting digital transformation managers from outside Development of digital transformation managers at various levels
	Digital Strategy	A strategic approach to digital transformation Development of strategic pillars (vision and goals of the organization in the field of digitalization) Expansion and coverage of strategic pillars Alignment between digital transformation strategies and functional and competitive strategies
	Digital Culture and Skills	Evaluation of digital culture Evaluation of digital skills Cultivation of digital culture Development of digital skills and training
	Digital Innovation	A strategic approach to digital innovation Building a digital innovation governance system Systematic research and development Enhancement of business innovation literacy Presence in innovation trends
	Technology	Moving towards information technology governance Thinking about information technology auditing Thinking about information technology architecture Entering the field of information technology management Using transformative technologies in products and services Having short-term and long-term development plans for the technology field
	Data	Evaluation of data maturity Data literacy Use of data analysis platforms

4.1.1. Digital Governance and Leadership

Digital governance is a system for guiding digital transformation in e-sports businesses that establishes policies, structures, processes, and mechanisms to ensure the acquisition of digital value and benefit. According to interviewee number 8, who is an employee of an e-sports business with 15 years of work experience, "digital governance pursues two main objectives: first, coordination for prioritizing, synchronizing, and aligning digital initiatives across the organization; second, sharing efficient resources to achieve digital transformation goals." Additionally, "digital leaders" are leaders who define and frame digital age issues well, offer technology-based solutions for them, and coordinate the elements of their organization to move towards digital transformation. In this regard, interviewee number 4 stated, "Digital leaders know that the digital transformation story is not just a technology story, but they consider strategy, culture, innovation, and employee skills as circles alongside technology that are essential to guide the organization on the path to digital transformation. Perhaps the most important role of digital leaders is to attract enthusiastic employee participation in the path of digital transformation."

4.1.2. Digital Strategy

Digital strategy is important in e-sports businesses because today, the role of technology in business has gone beyond a specific area such as information technology and encompasses the entire business. To take advantage of this, a business needs a more comprehensive strategy than an information technology strategy. In recent years, to address this problem, the convergence of information technology strategy and business strategy has been discussed in the form of "digital strategy." In this regard, interviewees 7 and 11 stated in a similar position, "Digital strategy seeks to create capabilities within a business using transformative technologies so that an organization can respond to changing market conditions. Therefore, e-sports businesses need to have a strategic outlook on digital transformation and at the same time formulate their vision and goals in the field of digitalization."

4.1.3. Digital Culture and Skills

Regarding the importance of "digital culture and skills," it can be said that to successfully implement digital transformation in e-sports businesses, digital culture must be nurtured. When we talk about digital culture, it does not mean an entity independent of the organizational culture. Digital culture is a set of systematic values and methods that each individual strengthens individually and empowers businesses to progress in a world that is advancing towards a digital economy. Therefore, digital culture is the same culture that organizations of this era must cultivate to embark on a digital journey. According to interviewee number 9, "E-sports businesses, according to my experience over the past 17 years, must have a technology-accepting culture for sustainable digital transformation." On the other hand, interviewee number 3 believes that "although culture may be an effective factor, we should not forget that without digital skills and talents, we cannot hope for digital transformation in business. Businesses should not necessarily focus on professional experts in technology such as data analysis and artificial intelligence; in fact, they should aim to attract, develop, and retain individuals with a set of cognitive, social, emotional, and technical skills."

4.1.4. Digital Innovation

"Digital innovation" refers to innovation in products, processes, or business models using digital technologies. "Digital innovation" refers to using digital technologies to solve problems and challenges in e-sports businesses. In this regard, interviewee number 3 stated, "Businesses have no choice but to innovate to take advantage of opportunities and overcome the implicit threats of transformative technologies." At the same time, interviewee number 5 stated, "Research, development, and innovation are an ongoing and dynamic process, not a one-time event, which requires both short-term and long-term results. Therefore, innovation must become a key capability in the organization."

4.1.5. Technology

"Technologies" are divided into two common and transformative types. Common technologies play a maintenance role in e-sports businesses and have become essential for survival. In contrast, transformative technologies aim to create fundamental changes in e-sports businesses. Common technologies are used only to perform routine and daily operations in organizations, and they cannot be expected to create transformation in business or industry. The internet, email, AR/VR ID, GPS, and smartphones are examples of such technologies. Although daily business operations become difficult without common technologies, their use does not create a competitive advantage for e-sports businesses and does not generate digital dividends. However, transformative technologies provide the possibility of fundamental changes for businesses. In this regard, interviewee number 12 stated: "Digital leaders equip themselves with innovative digital technologies more than their competitors and put themselves on the path of transformation through them. These technologies are a combination of information, communication, operations, and media technologies that facilitate the organization role through innovation in the business model, improving core processes of the organization and enhancing customer experience, leading to digital transformation in business. Data analytics, artificial intelligence, blockchain, the internet of things, cloud computing, 3D printing, virtual and augmented reality, robotics, phygital, and social media are among the most important digital technologies that play a key role in the digital transformation of businesses, and e-sports businesses are certainly not an exception."

4.1.6. Data

Another empowering element of digital transformation maturity is "data," which helps e-sports businesses move away from guesswork and towards inspiring predictions and continuous testing of hypotheses. Today, data provides the necessary insight for decision-making, and the era of decision-making based solely on intuition and emotions is over. In this regard, interviewee number 4 stated: "Today's businesses have become data-driven businesses. They need data analysis and information to gain a better understanding of customers, competitors, target markets, and even products and services to be offered. These analyses help managers define new business lines." Also, interviewee number 15 stated: "Digital e-sports business managers must make all their decisions data-driven, from formulating business strategies to determining employee salaries and rewards, to succeed in the digital age."

4.2. Achievements of Digital Transformation Maturity

The findings indicate that by equipping e-sports businesses with the aforementioned capabilities and tools, they can move towards digital transformation and achieve four digital transformation achievements: "business model and ecosystem," "digital customer experience," "digital employee experience," and "digital processes."

Table 4. Achievements of Digital Transformation.

Table 4. Achievements of Digital Transformation.

Themes	Subthemes	Concepts
Achievements of Digital Transformation	Business model and ecosystem	Reviewing the ways and methods of creating value in the digital age Adaptation of actions to the capabilities and opportunities of the digital age Sustainability of the digital business model A digital ecosystem approach Developing a digital ecosystem
	Digital customer experience	Evaluation of digital customer experience Design and analysis of customer journey maps Program and process for enhancing the digital customer experience before, during, and after purchase Upgrading management and knowledge of digital customer experience Co-creation of digital product and service development with customers
	Digital employee experience	A strategic approach to digital employee experience management Evaluation of the work environment and digital employee experience Development of a digital work system Design and analysis of employee journey maps Upgrading digital employee experience before, during, and after employment
	Digital processes	Documenting digital processes Modeling and architecture of digital processes Ensuring the maturity of digital processes Using digital technologies and innovation in business processes Redesigning digital business processes

4.2.1. Business Model and Ecosystem

"Business models" are business models that create value for e-sports businesses with a focus on digital technologies. The transformation that digital technologies create in business models can be partial or fundamental. Sometimes, a review of the business model is carried out by creating innovation, limitations, and non-structural changes in the current model. These changes do not bring a completely new business model for e-sports businesses, but rather focus on innovation and improvement in the current model's performance. On the other hand, the transformation of the business model through digital technologies can go beyond limited innovations in the current model and lead to creating new products and services or fundamental changes in sales approaches or revenue generation methods. This fundamental re-creation sometimes not only affects the business itself but also affects related industries and creates new structures in the industry or new behaviors in customers.

Furthermore, the concept of the "business ecosystem" is a new concept that emphasizes the cooperation and synergy among various players in the business space, where the business space is considered as an ecosystem and a network of actors plays a role in creating value for the customer. Interviewee number 14 stated in this regard, "The participation of each of the main and ancillary players with each other in the ecosystem of the product or service offered in related businesses creates a dependency that ultimately brings more value to the customer."

4.2.2. Customer Digital Experience

Digital technologies are impacting the "customer experience" more than ever before. Although "customer experience" is not a new concept in the field of e-sports businesses, due to the amazing impact that digital technologies have had on customer experience in various industries, it has received more attention than ever before, and a new concept called "customer digital experience" has been introduced. Interviewee number 13 believes: "Digital technologies are able to significantly improve the customer experience by creating an attractive, interactive and completely different environment and meeting their expectations in the best possible way." Interviewee number 10 also stated: "To create an attractive digital experience, coherence must be created between the physical and technological experience of customers to create the highest value for them."

4.2.3. Employee Digital Experience

Entering the era of "employee experience" is a major revolution in the field of e-sports businesses. In this era, organizations no longer treat individuals as "assets and resources of the organization," but rather as "humans." The result of this new approach is a greater effort to understand employees and provide solutions tailored to their needs. In fact, when employees have a positive experience in the business, they have a high level of attachment, are well integrated with the organization, participate, are sensitive to what they do, and have higher productivity. In this regard, participant number 6 stated: "The employee experience includes all factors that affect the perception and feelings of employees about their work environment and job, and e-sports businesses must always have a strategic approach to managing the digital experience of employees and design and analyze employee travel plans."

4.2.4. Digital Processes

Advances in information technology and the emergence of digital technologies have provided better conditions for improving "organizational processes." Digital technologies can help improve the work processes in e-sports businesses. Based on this approach, processes are eliminated, simplified, and automated. Businesses have been trying for years to automate manual tasks, but today, with the use of technologies, these tasks can be easily done, and many good and low-cost solutions have been provided through technologies.

4.3. Levels of Digital Maturity

Findings show that after evaluation and auditing, e-sports businesses are placed in one of the levels of digital maturity according to their score. "Digital beginners" are at the lowest level, followed by "digital enthusiasts," "digital conservatives," and at the highest level of maturity, "digital leaders." Participant number 3 states, "Beginners are at the starting point of their digital journey. Many of them are trying to ensure success before taking action, which is why they have adopted the 'let's see what happens' strategy." Interviewee number 5 also believes that "some beginners think that technological opportunities are suitable for other industries, not theirs. Others lack the necessary leadership to create change. As a result, beginners only have basic technological capabilities and are placed lower than their competitors in many financial performance criteria." On the other hand, enthusiasts do not wait (interviewee number 12). They buy every new digital tool. They follow technological trends and fashions and are proud of this feature, but do not change the nature of their affairs (interviewee number 9). However, due to the lack of strong digital governance and leadership, many of their expenses are wasted. Or they find that they need to review everything they have done so far in order to integrate and upgrade their capabilities (interviewee number 3). Interviewee number 10 believes that "none of these enthusiasts have a mechanism for coordinating activities or creating synergy between their investments. Creating a wide range of non-adaptive processes and systems may seem like progress, but in reality, it will limit the exploitation of larger opportunities. This inflexibility prevents the creation of a coordinated approach to customer interaction and a unified approach to operations." Furthermore, conservatives are at the opposite end of enthusiasts in terms of capability. Interviewee number 9 believes that "although conservatives have useful digital leadership capabilities, excessive caution prevents these businesses from creating powerful technological capabilities. These businesses focus on the fact that each technological investment should be carefully selected and fully coordinated with each other. Leaders in these businesses avoid making mistakes because they know it will waste scarce resources like time, effort, and money." Finally, unlike most businesses, digital leaders excel in both empowering and achieving superior results. This is while some businesses may only appear strong in technological capabilities and be weak in leadership capabilities, and vice versa.

Figure 1. Concept Map of Digital Maturity in Developing Countries' E-Sports Businesses

Figure 1. Concept Map of Digital Maturity in Developing Countries' E-Sports Businesses

5. Conclusions

6. Limitations

7. Recommendations for future research

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