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Management of the enterprise architecture has become increasingly recognized as a crucial part of both business and IT management. Still, a common understanding and methodological consistency seems far from being developed. Acknowledging the significant role of research in moving the development process along, this article employs different bibliometric methods, complemented by an extensive qualitative interpretation of the research field, to provide a unique overview of the enterprise architecture literature. After answering our research questions about the collaboration via co-authorships, the intellectual structure of the research field and its most influential works, and the principal themes of research, we propose an agenda for future research based on the findings from the above analyses and their comparison to empirical insights from the literature. In particular, our study finds a considerable degree of co-authorship clustering and a positive impact of the extent of co-authorship on the diffusion of works on enterprise architecture. In addition, this article identifies three major research streams and shows that research to date has revolved around specific themes, while some of high practical relevance receive minor attention. Hence, the contribution of our study is manifold and offers support for researchers and practitioners alike.

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Information technology (IT) and entrepreneurship are more closely related than ever. The internet, in particular, inspires the current 'generation start-up'. While some early stage internet start-ups have quickly become major successes, others fail to secure required follow-up funding and collapse. In this paper, we build on and extend the emerging business model research stream with the aim of better understanding the differences between successful and unsuccessful early stage internet start-ups. In the qualitative first part of our mixed-method study, 17 expert informant interviews reveal that internet start-up business models are in permanent flux, continually changed and adapted by founders, who identify their professional social network (i.e. their social capital) as a critically important factor for developing the business model and ultimately making their start-ups successful. In the quantitative second part of the study, we test this claim based on a social network analysis of 70 internet start-ups and their 145 founders. We find strong support for the critical importance of the founders' social capital for early stage internet start-up success. The findings of this study advance our understanding of the relationship between founders' social capital, the development of business models and the success of early stage internet start-ups.

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