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PublicationExtending Enterprise Architecture Management into an Enterprise-Wide Coordination Service( 2012-05-30)In this paper, we lay the foundation towards extending Enterprise Architecture Management (EAM) into a support service for enterprise transformation. In a first step, we develop a theoretical framework consisting of three dimensions of transformation projects. From this framework, we deduct eight types of transformation projects. In a second step, we take a practitioner's perspective by conducting a focus group with EAM representatives from twelve companies. In this focus group, we identify three patterns of EAM in the course of enterprise transformation. We finally map these patterns to our theoretically derived classification of transformation projects and discuss, with respect to each project type, where EAM may assist and which requirements it must meet to coordinate enterprise transformation.
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PublicationUnderstanding the Role of Organizational Culture for Design and Success of Enterprise Architecture Management(Universität Leipzig, 2013-02-27)Enterprise architecture management is considered a valuable means to guide the consistent design and evolution of increasingly complex information systems. Despite existing research on EAM methods and models, organizations often face serious difficulties making EAM effective. The paper proposes to take organizational culture as a highly aggregated construct describing the context of EAM initiatives for building situational-or for that matter culture sensitive EAM methods-into account. We find that organizational culture significantly moderates the impact of EAM's design on EAM's success. In group culture, hierarchical culture and developmental culture it is essential to develop EAM from a passive into an actively designing approach to make it effective. Particularly in group culture it is rewarding to strive for an EAM approach that impacts stakeholders outside the IT department.
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PublicationArchitectural Support of Enterprise Transformations: Insights from Corporate Practice(Universität Paderborn, 2014-02-26)
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PublicationAn Institutional Framework for Analyzing Organizational Responses to the Establishment of Architectural Transformation(Association for Information Systems, 2012-06-11)The need for constant transformation of enterprises is omnipresent. A discipline that has been proposed to support the coordination of enterprise transformation is Enterprise Architecture Management (EAM) which has grown to a mature discipline in academia and practice. However, it can be observed in practice that it still is a challenge to introduce such an architectural coordination approach for supporting enterprise transformation. This may be due to the reason that the institutional context of EAM is only little understood, that is, the interplay between the pressures EAM exerts on the organisation and the response strategies of this organisation. The paper reviews existing work on institutional theory and confirms by means of a case study that the institutional factors of cause, constituents, content, control, and context are not only relevant for EAM but may be consistently linked to response strategies of acquiesce, compromise, avoid, defy, and manipulate. Moreover the case study implies to add additional institutional factors for EAM, namely trust and participation.
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PublicationInstitutionalization and the Effectiveness of Enterprise Architecture ManagementEnterprise Architecture Management (EAM) has become a prominent discipline for managing increasingly complex Business/IT relationships in organizations. The more tangible aspects of EAM like modeling, planning, principles or governance structures are widely discussed and understood. However, institutionalizing EAM in an organization remains a challenging issue. Therefore, actually realized EAM benefits can be observed to vary widely across organizations. To address these issues, we take an institutional theory perspective and propose nine hypotheses which are tested based on quantitative empirical data. Our findings confirm seven institutional factors as antecedents for institutionalizing EAM in terms of positive stakeholder response, EA consistency and a realization of EAM benefits for the organization. Our research supports the understanding of the relevant phenomenon of institutionalization of EAM as a rather practice-driven discipline, where theoretical foundations as well as research into non-technical issues are limited so far.
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PublicationUnderstanding Continuous Use of Business Intelligence Systems: A Mixed Methods InvestigationBusiness intelligence (BI) systems play an important role in organizations' decision-making processes. The existing literature has long focused on the continuous use of information systems (IS). However, the specificities of BI systems such as voluntary use, long-term return of investments, heterogeneity of their use cases, and innovative rather than routine use in such systems motivate our investigating continuous use in the specific context of BI systems. To theorize continuous use of BI systems, we investigate the influencing factors and their interactions. By means of an exploratory and confirmatory mixed-methods research design that comprises a literature review, a single-case study, and a survey, we integrate the identified factors and hypothesize their influence on the continuous use of BI systems in a research model. We test the research model following a partial least squares (PLS) approach to structural equation modeling (SEM). The paper makes two primary contributions: 1) it confirms certain well-established constructs and relations in the specific context of BI systems, which are generally theorized for the continuous use of IS, and 2) it introduces either new constructs or new relations through the given investigation in the context of BI systems. Future studies can test these new constructs and relations as potential input for theorizing general IS continuous use.Type:Journal:Volume:Issue:
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PublicationCan boundary objects mitigate communication defects in enterprise transformation? Findings from expert interviews(Köllen, 2013-09-05)Inappropriate communication is a major threat to enterprise transformations. While enterprise architecture (EA) models may be helpful to support communication, these models are often tailored to the needs of specialists like enterprise architects. Based on empirical data from 12 expert interviews, we analyze how EA models can become boundary objects that span knowledge boundaries and alleviate communication defects among heterogeneous stakeholder groups in enterprise transformations. We contribute a framework that maps six communication defects to three knowledge boundaries and to 12 boundary object properties as a foundation for future EA model design. Our findings also indicate that EA models alone are not sufficient for overcoming communication defects, but that facilitators like architects are needed in addition.
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