Our research objective here is to contribute theoretically and empirically to providing a gap model of digital mastery development in a company. The gap model will be a reference for the companies to develop their digital mastery.,To gain deeper insights into the study, a mixed method of qualitative and quantitative was performed. The level of digital mastery of the organization was determined using quantitative techniques through a self-assessment questionnaire. Meanwhile, digital mastery at the individual level was measured by a qualitative method using an open-ended (essay format) survey questions.,The findings show a stark difference between the organization and individual regarding their digital mastery level. At the end of the paper, the authors suggest some remedies that will help those companies narrowing the gap and fulfill the agenda of their digital transformation.,Further research should analyze more industries or companies, conducting case studies to discover more detailed findings as to where the gaps are located or conducting digital readiness and leadership skills at the individual level to discover the direction of development of digital technology in a company. We expect this research can be replicated in other countries, so that wider general insights into the development of digital technology may be obtained.,Upper-area companies are indicated by their execution of partial digital initiative in the company which results in the lack of socialization of the ongoing digital activities into the individual level. Companies, especially Top Management, need to develop more knowledge about digital application and transformation to every individual in the company. Meanwhile, lower-area companies should improve their engagement across all organization members. The companies should be able to take advantage of their existing employees who possess knowledge in digital application and transformation and generated various artifacts to motivate other employees to jointly transform the organization into a Digital Master.,Our study compares the perception toward digital mastery at the organization and individual levels. Both levels are different and need to be compared, as suggested by Schuchmann and Seufert (2015) and Hinings et al. (2018). Comparison at both levels does not exist at the time of this study. Accordingly, what problems and challenges are faced by companies undergoing a digital transformation will largely remain unknown.

中文翻译：

---

印度尼西亚的数字精通：组织和个人对比

我们在这里的研究目标是在理论上和经验上为提供公司数字精通开发的差距模型做出贡献。差距模型将为公司发展其数字技术水平提供参考。为了获得对该研究的更深刻见解，我们进行了定性和定量的混合方法。通过自我评估问卷，使用定量技术确定组织对数字的掌握程度。同时，通过使用开放式（论文格式）调查问题的定性方法，对个人水平的数字掌握进行了测量。研究结果表明，组织和个人在数字掌握水平方面存在明显差异。在本文的最后，作者提出了一些补救措施，以帮助这些公司缩小差距并完成其数字化转型的议程。进一步的研究应分析更多的行业或公司，进行案例研究以发现关于差距的位置或进行数字化的更详细的发现个人水平的准备和领导能力，以发现公司数字技术的发展方向。我们希望这项研究可以在其他国家或地区重复进行，以便获得对数字技术发展的更广泛的一般见识。上层地区的公司表现为他们在公司中执行了部分数字化举措，从而导致缺乏社会化正在进行的数字活动进入个人层面。公司，尤其是高层管理人员，需要为公司中的每个人开发有关数字应用和转换的更多知识。同时，低区域公司应提高其在所有组织成员中的参与度。这些公司应该能够利用他们在数字应用和转换方面拥有知识的现有员工的优势，并产生各种工件来激励其他员工共同将组织转变为数字大师。我们的研究比较了组织对数字精通的看法。和个人级别。正如Schuchmann和Seufert（2015）以及Hinings等人（2015）所建议的，这两个水平是不同的，需要进行比较。（2018）。在进行本研究时，尚不存在两个级别的比较。因此，