Crossing the Line: Overcoming Knowledge Boundaries in Enterprise Transformation

Abstract

Crossing the line: overcoming knowledge boundaries in enterprise transformation Teaser Enterprise transformations are fundamental changes in an organization. To succeed, shared understanding between many diverse stakeholder groups like program managers or business managers is essential. We analyze which properties of enterprise architecture models are beneficial for creating shared understanding. We assess the differences between stakeholders through the lens of knowledge boundaries, and enterprise architecture models through the lens of boundary objects. We develop and empirically test a research model. Our findings show which boundary object properties contribute to a syntactic, semantic and pragmatic capacity needed to overcome the respective knowledge boundary.

Boundary objects in information science

“…Carlile, 2002;Levina & Vaast, 2005;Gasson, 2006) boundary-work (Faraj & Yan, 2009) bounded activities (Huvila, 2012) Boundary related things boundary concept (Nolin, 2009) boundary constructs (Holford, 2016) boundary negotiating artifacts (Lee, 2007) boundary organizations (Shackley & Wynne, 1996;Perkmann & Schildt, 2015) conscription devices (Henderson, 1991) Different types of boundaries tangible, intangible; imagined and 'real' boundaries (Huvila, 2012) evolutionary boundaries (Madden, 2014) knowledge boundaries (Abraham, 2015) three-dimensional (Zhang & Jacob, 2013) We found that these new concepts seem to have a tendency to focus on elucidating boundary related activities, elaborating different types of boundaries, and explicating boundary related 'things' that, according to their proposers, are complementary to and have substantial differences with the notion of BO. A common denominator of these elaborations and extensions suggests that the notion of BO has felt too rigid, unspecific or 'thingy' to describe the particularities of the specific research cases.…”

Establishing ‘Architectural Thinking’ in Organizations

“…For instance, the use of coherency-oriented, high complexity models should be avoided. Instead, when interacting with local business stakeholders the focus of architects should be on lightweight artifacts and local concerns ("boundary objects" [12,13]).…”

Research on Matching Degree of Resources and Capabilities of Enterprise Transformation Based on the Spatial Points Distance

“…At present, with the critical period of China's economy into the economic transformation and industrial restructuring, we clearly recognize that, implementation of enterprise transformation, accelerate industrial upgrading, the implementation of enterprise strategic transition, it is decided whether the enterprise revitalized, and achieve a major problem of regional economic revitalization [1]. At the same time, enterprise transformation is the full use of their own internal resources based on the ability of the enterprise, is to adapt to changes in the external environment, competitive advantages to maximize as the goal, the strategic behavior of economic growth mode transformation of enterprises.…”