Achieving benefits with enterprise architecture

Shanks, Graeme; Gloet, Marianne; Someh, Ida Asadi; Frampton, Keith; Tamm, Toomas

doi:10.1016/j.jsis.2018.03.001

Cited by 103 publications

(194 citation statements)

References 43 publications

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“…They only expected EA to help in reforming administrative procedures and services, to reduce the number of information systems in use, and to improve interoperability. This finding parallels the literature on unclear and intangible EA benefits (Lange et al 2015;Niemi and Pekkola 2016;Shanks et al 2018) and emphasizes the importance of cognitive factors in the early stage of EA adoption.…”

Section: Cognitive Pressures Determine Project Direction In the Initisupporting

confidence: 88%

Institutional Perspectives on the Process of Enterprise Architecture Adoption

Dang

Pekkola

2019

Inf Syst Front

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Organizations often adopt enterprise architecture (EA) when planning how best to develop their information technology (IT) or businesses, for strategic management, or generally for managing change initiatives. This variety of different uses affects many stakeholders within and between organizations. Because stakeholders have dissimilar backgrounds, positions, assumptions, and activities, they respond differently to changes and the potential problems that emerge from those changes. This situation creates contradictions and conflicts between stakeholders that may further influence project activities and ultimately determine how EA is adopted. In this paper, we examine how institutional pressures influence EA adoption. Based on a qualitative case study of two cases, we show how regulative, normative, and cognitive pressures influence stakeholders' activities and behaviors during the process of EA adoption. Our contribution thus lies in identifying roles of institutional pressures in different phases during the process of EA adoption and how it changes overtime. The results provide insights into EA adoption and the process of institutionalization, which help to explain emergent challenges in EA adoption.

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Section: Cognitive Pressures Determine Project Direction In the Initisupporting

confidence: 88%

Institutional Perspectives on the Process of Enterprise Architecture Adoption

Dang

Pekkola

2019

Inf Syst Front

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“…Enterprise architecture (EA) has been defined as a discipline focused on the alignment between business and information technology (IT). With EA organizations can define their current and future states, as well as a roadmap between them, taking into consideration aspects such as processes, capabilities, applications, systems, data and IT infrastructure [37], [38], [39]. However, as argued by Lankhorst [40, p. 205], "In practice these domains are not approached in an integrated way.…”

Section: Ea Management In Ecosystemic Environmentsmentioning

confidence: 99%

Ecosystem Architecture Management in the Public Sector – From Problems to Solutions

Nurmi

Seppänen

Valtonen

2019

J. Complex Syst. Inform. Model. Q.

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Based on our research concerning enterprise architecture (EA) in the Finnish public sector, we discuss how EA concept and tool need to be developed to support government business ecosystem and organization design. Our research context indicates, beyond a federal government or a state one, that even a single municipality, like a city concern, can be perceived as an ecosystem of its sectoral domains, subsidiaries and such. We outline a vision of an overall ontology-based, shared EA repository for the-whole-of-government current state descriptions and specify the central design principles and functional requirements for such a system, illustrating some potential use cases of it. Based on interview data from four smart city cases in Finland, we suggest a management model for the government ecosystem architecture target state design, specifically a design process for co-creating new services in the ecosystem. Further, we outline some principles for government ecosystem architecture management.

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“…The advantages and disadvantages of integrating machine-building enterprises should be considered similarly to the main concepts used by firms -technological, institutional, and strategic [8][9][10][11].…”

Section: Methodsmentioning

confidence: 99%

Integration Processes In Russia Engineering: Condition For Business Continuity

2019

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The article discusses the nature and main approaches to the integration of enterprises and organizations of mechanical engineering, introduces the concepts of «business continuity» and «business continuity management», offers recommendations for the implementation of a business continuity management procedure in mechanical engineering enterprises. According to the authors, integration refers to the process of strengthening production relations and economic relations, the organizational and economic merging of several components (components, parts) into a single whole, acquiring a higher quality than the arithmetic addition of parts. The limits of the integration processes of the organization are analyzed according to the three possible modern concepts of the company. The evolution and main stages of the integration processes in the engineering industry of Russia for the period from 1991 to the present are analyzed in the article. The current state of the level of integration in the engineering industry of Russia is also given. The assumption about the direct correlation between business continuity and the degree of integration in the engineering industry of Russia is formulated. The prospects for the further development of the integration of industrial enterprises in Russia are evaluated.

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Achieving benefits with enterprise architecture

Cited by 103 publications

References 43 publications

Institutional Perspectives on the Process of Enterprise Architecture Adoption

Institutional Perspectives on the Process of Enterprise Architecture Adoption

Ecosystem Architecture Management in the Public Sector – From Problems to Solutions

Integration Processes In Russia Engineering: Condition For Business Continuity

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