Critical Success Factor Model for Enterprise Architecture Implementation

Rouhani, Babak Darvish; Ahmad, Rodina; Nikpay, Fatemeh; Mohamaddoust, Reza

doi:10.22452/mjcs.vol32no2.4

Cited by 13 publications

(10 citation statements)

References 25 publications

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“…These domains have unique roles, responsibilities, deliverables and dependence. They are unified to achieve a holistic view of the organization’s goals (Lange et al , 2017; Lapalme et al , 2016; Rouhani et al , 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Factors of organizational adoption of enterprise architecture in Malaysian public sector: a multi group analysis

Ahmad

Drus

Kasim

2022

JSIT

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Purpose The relevant importance of enterprise architecture (EA) to an organization has gained the attention of the public sector. However, its adoption rate remains slow on the uptake. Thus, this study aims to investigate the various factors associated with adoption intention based on the technological, organizational and environmental framework for federal and state types of public organizations to provide greater predictive accuracy and relevance of EA adoption in Malaysia’s public sector (MPS) context. Design/methodology/approach An empirical study was conducted through an online survey in Malaysia. Based on 255 samples from public organizations throughout Malaysia, a multigroup analysis with partial least square structural equation modeling was performed to identify the respective influencing factors for adopting EA by federal and state organizations in the Malaysian public sector. Findings Five organizational factors (clear communication, normative pressure, expected benefit, good governance and organization size) and two environmental factors (coercive pressure and mimetic pressure) were found to be significant factors influencing adoption intention for EA. Additionally, clear communication and coercive pressure were noted to be significant factors influencing adoption for both federal and state organizations. Other significant factors for federal organizations include expected benefit and normative pressure, whereas for state organizations, another significant influencing factor was good governance. The predictive accuracy for federal organizations was slightly higher at 74.6% than that of state organizations, that is, at 65%. Research limitations/implications These findings imply that federal and state organizations respond to different factors that motivate their intention to adopt EA. These findings guide future intentional practice and ensure greater motivation for EA adoption. Practical implications The identification of specific factors that matter to the federal and state public organizations in driving intention to adopt EA in this study has provided significant information that could help in effective decision-making process for these organizations. Common strategies that emphasize on clear communication and coercive pressure can be applied to address EA adoption processes for both federal and state public organizations. Further to that, more specified strategies such as highlighting expected EA benefits and instilling good governance work more effectively for federal and state, respectively. Originality/value This study has provided a more extensive view of EA adoption in MPS by differentiating the discerning factors based on the technological–organizational–environmental framework significant for federal and state types of organizations. Hence, this could help in formulating strategies specified to the organization type and ensure greater success in EA adoption in both federal and state organizations.

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Section: Literature Reviewmentioning

confidence: 99%

Factors of organizational adoption of enterprise architecture in Malaysian public sector: a multi group analysis

Ahmad

Drus

Kasim

2022

JSIT

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“…Survey data was collected from 110 EA stakeholders and structural equation modeling based on partial least squares was used to analyze the model. Also, Rouhani et al (2019) presented critical success factor required for EA implementation based on extensive literature review and evidence from practitioners based on a proposed model.…”

Section: 2related Work That Adopted Enterprise Architecturementioning

confidence: 99%

A model to evaluate the acceptance and usefulness of enterprise architecture for digitalization of cities

Anthony

Petersen

Krogstie

2021

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PurposeEnterprise architecture (EA) is usually adopted as an approach for managing enterprise complexities and aligning business and information technology (IT) capabilities. Although IT practitioners and researchers agree about the potential applicability and benefits of EA in smart cities, little is known about the factors that influence the acceptance and usefulness of EA in smart cities. Thus, EA acceptance and usage remains a central concern of urban research and practice. Similarly, there are fewer studies that explored EA adoption from the context of enterprises that provide digital services in cities grounded on empirical evidence. Therefore, this study assesses the acceptance and usefulness of EA in smart cities context by developing an EA adoption model drawing on the DeLone and McLean Information System (IS) success model.Design/methodology/approachBased on the identified factors survey questionnaire was designed and sent out to participants which includes IT professionals, senior managers and consultants from 18 organizations in Norway and Ireland involved in a smart city project (+CityxChange) (https://cityxchange.eu/). Statistical Package for Social Science (SPSS) and structural equation modelling using partial least square was applied for data analysis.FindingsThe results suggest that service quality and system quality positively impact user satisfaction of EA and user's intention to use EA. More importantly, information quality does not influence user satisfaction of EA, and the user satisfaction of EA and user's intention to use EA significantly influences the net benefit of EA.Originality/valueThis study provides a complete understanding for academicians and IT practitioners regarding the factors and impacts on EA acceptance and use in smart cities. Finally, this study discusses the implications of this research and provides recommendations for future research.

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“…Governance, management, planning, and communication and support are common success factors (CSFs) in five EA implementation success models (Nikpay, et al, 2013). In a recent study, Rouhani, et al (2019) not only verify the top CSFs in the literature, governance, management, support (top management commitment) and communication, but also identify two additional CSFs the readiness of technology and infrastructure and EA team capability. Lange, Mendling and Recker (2016) and Löhe and Legner (2014) describe several challenges for EAM; EA requires a lot of effort, which leads to problems with measuring the benefits, and delays are common.…”

Section: Enterprise Architecture and Challengesmentioning

confidence: 85%

“…In all three cases, the need for EA was not sufficiently understood by the management, which is crucial 'in order for organisations to justify investment in EA programs and benefit from its value' (Bernus, et al, 2016, p.97). The management has the possibility to make organisations capable of using a new methodology, and building internal competency is important in this sense (Rouhani, et al, 2019).…”

Section: Discussionmentioning

confidence: 99%

“…Since research on EA methods is well covered, researchers should address establishing architectural thinking (Seppänen, Penttinen and Pulkkinen, 2018). Improving EA governance still requires in-depth knowledge on how EAM is integrated into the organisation, the characteristics of the enterprise architects and the factors that influence the evolution of EAM (Rahimi, Gøtze and Møller, 2017;Rouhani, et al, 2019), as well as the dynamic nature of EA (Schilling, Haki and Aier, 2018). To contribute to the EA literature by addressing the calls for more country-specific studies related to challenges in EA implementation in the public sector and to enrich insights into EAM, we find it useful to more closely address the following questions: How have the EA initiatives in Norway progressed?…”

Section: Introductionmentioning

confidence: 99%

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Enterprise Architecture Implementation Is a Bumpy Ride: A Case Study in the Norwegian Public Sector

Ajer¹,

Olsen²

2019

EJEG

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Enterprise architecture (EA) is a widespread approach for the development of new digital solutions in a planned and controlled way for large and complex organisations. EA is also viewed as a prerequisite for the digitalisation of the public sector. However, public sector organisations struggle to implement EA programmes, and research has demonstrated that organisational and managerial issues are critical obstacles to EA implementation. This study aims to increase our understanding of EA implementation in the public sector by investigating the central challenges for EA initiatives and to trace the progress of current EA initiatives in the Norwegian public sector. An additional goal is to disclose some ways to improve the situation. We conducted three interpretive case studies in the hospital, higher education, and labour and welfare sectors. We have identified 28 challenges to the EA initiatives. We find that organisational and technical complexities, as well as a limited understanding of EA and lack of formal EA governance mechanisms, are significant obstacles. Among others, the lack of understanding of EA and its methodology will lead to problems with anchoring the EA approach in the organisation and facilitating the necessary EA arrangements to induce the promised benefits of EA, which are necessary requirements to establish the EA initiative’s legitimacy and foster the organisation’s willingness to implement change. Our study provides four lessons learned for planning and implementing EA initiatives, as follows: #1. It is advisable to take small steps. #2. The use of external consultants should be carefully considered. #3. Formal architectural governance mechanisms are important for legitimacy and enforced use. #4. Executive commitment and understanding of EA are crucial for achieving a sustainable EA initiative. Finally, we find a common evolution of the EA initiatives through the phases of optimism, resistance, decline and finally, reconsolidation of the most persistent ones.

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Critical Success Factor Model for Enterprise Architecture Implementation

Cited by 13 publications

References 25 publications

Factors of organizational adoption of enterprise architecture in Malaysian public sector: a multi group analysis

Factors of organizational adoption of enterprise architecture in Malaysian public sector: a multi group analysis

A model to evaluate the acceptance and usefulness of enterprise architecture for digitalization of cities

Enterprise Architecture Implementation Is a Bumpy Ride: A Case Study in the Norwegian Public Sector

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