Conceptual Model of Enterprise Architecture Management

Kotusev, Svyatoslav

doi:10.1142/s0218843017300017

Cited by 11 publications

(5 citation statements)

References 76 publications

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“…Our results highlight the extensive impact of EA social environment in the benefit-realization process, as it has an influence on the entire process. The role of cultural issues and EA's organizational grounding have also been highlighted earlier (Aier 2014;Lange 2012), Other literature also underlines the significance of EA's acceptance in the organization (Kotusev 2017;Weiss 2017).…”

Section: Discussion: Reflection To Literaturementioning

confidence: 78%

“…Other studies have also presented less complex benefitrealization processes, in terms of constructs and interrelationships. For example, they do not refer to the ''feedback loop'', in which successful EA use and realization of benefits lead to grounding of EA in the organization, although this effect has been hinted to in some studies (Kotusev 2017;Schmidt and Buxmann 2011;van der Raadt et al 2010).…”

Section: Discussion: Reflection To Literaturementioning

confidence: 99%

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The Benefits of Enterprise Architecture in Organizational Transformation

Niemi¹,

Pekkola

2019

Bus Inf Syst Eng

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Today, as organizations constantly adjust their activities to meet ever-changing circumstances, continuous business transformation is taking place. However, planning and steering this transformation can be a daunting task as complexity has been built into the organization over the years. Enterprise Architecture (EA) has been widely adapted as a planning and governance approach to manage the complexity and constant change, and to align the organization toward a common goal. This article studies the EA benefit-realization process by clarifying how EA benefits are realized. Specifically, the focus is on the strategies, resources, and practices which the EA benefits stem from. The findings, derived from an in-depth case study, show that the EA benefit-realization process constitutes a long, intertwined chain of activities. Organizations benefit from EA through various means: from the initiation, when comprehensive understanding starts to form, until years later, when measurable outcomes such as cost savings materialize. Suggestions on what to incorporate into EA programs are presented.

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Section: Discussion: Reflection To Literaturementioning

confidence: 78%

Section: Discussion: Reflection To Literaturementioning

confidence: 99%

The Benefits of Enterprise Architecture in Organizational Transformation

Niemi¹,

Pekkola

2019

Bus Inf Syst Eng

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“…In the EA discipline, the theory of actor-networks has been leveraged only in a few conceptual papers produced by a single group of researchers (Sidorova and Kappelman, 2010, 2011a, 2011b), but did not attract noticeable attention among the broader research community and has not been explicitly mentioned or referred to by other authors. However, Kotusev (2017a) conceptualized an EA practice as a decentralized network of independent but interacting processes, artifacts, and actors, which implicitly resembles an actor-network. Sidorova and Kappelman (2010) argue that an EA practice involving multiple independent stakeholders interacting through using EA artifacts can be interpreted as a complex actor-network.…”

Section: The Theoretical Basis Of Eamentioning

confidence: 99%

The theoretical basis of enterprise architecture: A critical review and taxonomy of relevant theories

Kotusev

Kurnia

2020

Journal of Information Technology

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Enterprise architecture is a collection of artifacts describing various aspects of an organization from an integrated business and IT perspective. Practicing enterprise architecture in organizations implies using these artifacts to facilitate information systems planning and improve business and IT alignment. Despite its long history, the enterprise architecture discipline still remains largely atheoretical and lacks a solid theoretical basis. Based on our previous empirical studies of the practical usage of enterprise architecture artifacts in multiple organizations and broad literature analysis, this conceptual article identifies and discusses in detail 10 theories that can be considered key for understanding how an enterprise architecture practice works: actor-network theory, boundary objects theory, cognitive fit theory, communities of practice theory, decision-making theories, information processing theory, knowledge management theory, management fashion theory, media richness theory, and uncertainty principle. Taken together, these theories offer a comprehensive theoretical view of an enterprise architecture practice explaining the role of enterprise architecture artifacts, their usability, and participation of stakeholders and, therefore, may constitute a theoretical basis of the entire enterprise architecture discipline. Although this article does not elaborate on any of these theories, it brings these theories to light, establishes their critical importance for comprehending an enterprise architecture practice, and positions them as central to the enterprise architecture discourse. Each of these theories can be leveraged by enterprise architecture scholars in their future studies for analyzing enterprise architecture practices through respective theoretical lenses. This article intends to provide fresh theoretical insights on enterprise architecture, spark new waves of theoretical enterprise architecture research, and contribute to the development of a sound theoretical foundation for the enterprise architecture discipline.

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“…EA practice is an organizational effort that implies using EA artifacts for facilitating IT-related decisionmaking and improving business and IT alignment [26]. EA practices in organizations imply a variety of diverse activities integrated with other organizational activities [4,27,28].…”

Section: Enterprise Architecture Practice and Its Activitiesmentioning

confidence: 99%

Artifacts, Activities, Benefits and Blockers: Exploring Enterprise Architecture Practice in Depth

Kurnia

Kotusev

Taylor³

et al. 2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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Enterprise architecture (EA) is a collection of artifacts describing an organization from an integrated business and IT perspective and intended to improve business and IT alignment. The purpose of this study is to identify benefits and blockers associated with specific EA-related activities and respective artifacts. Most existing studies discuss the benefits and problems of EA practice in general without relating them to specific activities constituting EA practice. This study is based on 18 interviews with architects and leverages the grounded theory approach. As a result of our analysis, we identify eight consistent activity areas constituting EA practice. Each activity area implies certain activities supported by some EA artifacts leading to specific benefits often impeded by some blockers. Our analysis indicates that EA practice includes many diverse activities usually, though not always, closely associated with specific types of EA artifacts. Moreover, benefits and blockers of EA practice are also very activity-specific.

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Conceptual Model of Enterprise Architecture Management

Cited by 11 publications

References 76 publications

The Benefits of Enterprise Architecture in Organizational Transformation

The Benefits of Enterprise Architecture in Organizational Transformation

The theoretical basis of enterprise architecture: A critical review and taxonomy of relevant theories

Artifacts, Activities, Benefits and Blockers: Exploring Enterprise Architecture Practice in Depth

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