Title
Prof. Dr.
Last Name
Aier
First name
Stephan
Email
stephan.aier@unisg.ch
ORCID
Phone
+41 71 224 3360
Google Scholar
1 - 9 of 9
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PublicationCrossing the line: overcoming knowledge boundaries in enterprise transformationEnterprise transformations are fundamental changes in an organization. Such changes typically affect different stakeholder groups (e.g., program managers, business managers) that exhibit a significant diversity regarding their members' knowledge, goals, and underlying assumptions. Yet, creating shared understanding among diverse stakeholder groups in transformations is a main antecedent for success. In this paper, we analyze which properties of enterprise architecture models contribute to syntactic, semantic, and pragmatic capacities and thereby help to create shared understanding among stakeholder groups involved in enterprise transformation. We assess the differences among stakeholder groups through the lens of knowledge boundaries, and enterprise architecture models through the lens of boundary objects. We develop and empirically test a research model that describes which boundary object properties are required to overcome three progressively complex knowledge boundaries-syntactic, semantic, and pragmatic. Our findings show which boundary object properties contribute to a respective capacity needed to overcome each of the three knowledge boundaries. Specifically, we find that for (1) a syntactic capacity, concrete and modular EA models are helpful; (2) a semantic capacity, visual EA model properties are relevant, and (3) a pragmatic capacity, broad stakeholder participation is conductive.Type:Journal:Volume:Issue:
Scopus© Citations 41 -
PublicationFail Early, Fail Often: Towards Coherent Feedback Loops in Design Science Research EvaluationWe propose feedback loops that increase the coherence between evaluation activities in a design science research (DSR) process. While several scholars have proposed DSR cycles with frequent evaluation activities to provide timely feedback on design activities, the question of how to ensure coherence between these activities has remained largely unaddressed. Yet, coherence is essential to claim validity not only for the DSR artifact, but also for the DSR process. Based on a review of existing DSR literature, we propose an approach that ensures coherence between initial problem definition and final evaluation activities by explicating the notion of relevance underlying the DSR project, and between design and construction activities by creating situational design specifications.We exemplarily apply our approach to an ongoing DSR project. We conclude with a research agenda, where we build on the recent debate on generalizability in information systems to identify six fruitful avenues for further research.
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PublicationUnderstanding Coordination Support of Enterprise Architecture Management - Empirical Analysis and Implications for Practice(Association for Information Systems, 2013-08-15)
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PublicationCan boundary objects mitigate communication defects in enterprise transformation? Findings from expert interviews(Köllen, 2013-09-05)
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PublicationArchitectural Coordination of Transformation: Implications from Game Theory(Springer, 2012-09-08)
Scopus© Citations 5 -
PublicationExtending Enterprise Architecture Management into an Enterprise-Wide Coordination Service( 2012-05-30)
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PublicationEnterprise Architecture as a Means for Coordination - An Empirical Study on Actual and Potential PracticeEnterprise architecture management (EAM) is considered a means to guide the alignment of business- and IT-related concerns from an enterprise-wide perspective. Our goal in this paper is to understand by which means EAM supports this coordination task today and potentially in the future. We designed a questionnaire and conducted an empirical study (n=95) with participants from the field of EAM. Based on common coordination mechanisms from literature, we analyze (1) the relation between coordination mechanism and their current EAM support, (2) to what degree participants are aware of opportunities of EAM supporting coordination mechanisms, and (3) what the perceived gap between potential and realized EAM coordination support is. An exploratory factor analysis leads to three factors that represent coordination mechanisms in enterprises. Using these factors, we group participating enterprises in three different clusters: (1) non-coordinators, (2) dominators and (3) negotiators. We find that a similar awareness of opportunities exists in all three clusters, yet there are gaps in the realization of EAM coordination support: non-coordinators show the lowest realization, negotiators the highest. Based on this clustering, we provide implications on further EAM development options.
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PublicationTwo Speeds of EAM - A Dynamic Capabilities Perspective(Springer, 2012-10-23)
Scopus© Citations 19 -
PublicationTransformation Intelligence Capability Catalogue(Springer International Publishing - Springer, 2017)
Scopus© Citations 2