SELECTION OF ORGANIZATIONAL FORMS OF SCALING BASED ON A TYPOLOGY OF ORGANIZATIONAL READINESS

Abstract

The paper proposes a typology of organizational readiness for scaling based on the level and homogeneity of the components that form the corresponding readiness index. The Index of Scaling Readiness, grounded in the principles of digital transformation, incorporates six essential dimensions of organizational development: strategic, motivational-cultural, competency-related, technological, structural, and external. Together, these dimensions capture both the internal maturity and the adaptive capacity of an organization as it prepares for growth. The typology identifies four distinct readiness positions. The HE (High–Even) position is characterized by consistently high values across all components and reflects a state of Comprehensive Readiness. The LE (Low–Even) position demonstrates uniformly low values, indicating Comprehensive Non-Readiness. The HV (High–Variable) position shows predominantly high values with several underdeveloped indicators, forming the Vulnerable Link profile, where certain weaknesses may undermine otherwise strong development trajectories. Finally, the LV (Low–Variable) position combines generally low readiness with isolated strong indicators, forming an Island of Excellence, whose individual strengths are insufficient to compensate for systemic gaps. Each of these types is described in terms of its core challenges, inherent risks, and the most appropriate organizational forms and instruments for scaling, which together constitute a roadmap for further development. A significant practical contribution of the study lies in establishing a clear alignment between the readiness types and the recommended scaling models, including corporate integration, strategic alliances, outsourcing, remote-work formats, licensing, franchising, venture partnerships, and the development of internal competence centers. Organizations classified as HE possesses the internal coherence and maturity needed to apply virtually all scaling models  from mergers and acquisitions to licensing or partnership-based expansion, and thus enabling multiplicative and sustained growth. The other positions require more targeted strategies. In the HV profile, vulnerable components should be compensated by external resources such as outsourcing, alliances, or partnership agreements. In contrast, the LV profile benefits from leveraging its isolated strong elements  through licensing, competence development programs, or venture initiatives in order to stimulate broader organizational advancement. Overall, the typology enables organizations to select scaling tools that are structurally compatible with their readiness profile, thereby reducing risks, enhancing strategic fit, and increasing the likelihood of successful and sustainable expansion.