Enterprise architecture operationalization and institutional pluralism: The case of the Norwegian Hospital sector

Ajer, Anne Kristin Sortehaug; Hustad, Eli; Vassilakopoulou, Polyxeni

doi:10.1111/isj.12324

Cited by 16 publications

(18 citation statements)

References 77 publications

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“…In addition to the TOE framework, the role of institution is also significant to explain the social actors’ behavior, as it provides a perspective that can help in analyzing formal and informal rules for the organization (Krell et al , 2016). The institutional theory is an approach to analyze different sectors and fields of an organization (Ajer et al , 2021). According to this theory, there are three elements of pressure influencing the organizational process of adopting, implementing and reforming using IS/IT innovation or initiative (Kuo and Dick, 2010; Liu et al , 2010).…”

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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“…The environmental factor refers to social resources, norms, policy, rules, standards, and organizational context. Recent EA studies indicate that some prior EA studies often focus on interpersonal interactions and dynamics but ignore the influence of institutional complexity (Ajer et al, 2021). The complexity of EA initiatives is often rooted in the overall complexity of the organization and its IT landscape.…”

Section: Ea Failure Factors From the Literaturementioning

confidence: 99%

Why Organizations Fail in Implementing Enterprise Architecture Initiatives?

Gong

Janssen

2022

Inf Syst Front

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Enterprise architecture (EA) initiatives consist of functions, processes, tools, instruments, and principles to guide the design of IT and its alignment with business. EA is often presented as a silver bullet to ensure that IT contributes to business. Yet, many EA initiatives do not work out or even fail, but in the literature this area is undertheorized. This study aims to understand the factors influencing the failure of EA initiatives. We identified 15 factors and invited 8 EA experts to evaluate the factors and their influence based on an approach combining grey systems theory, Decision-Making and Trial Evaluation Laboratory (DEMATEL), and Interpretative Structural Modeling (ISM). The findings indicate that the factors are correlated and interwoven in complex causal chains. This study reveals the root factor and suggests enhancing high-level managers' EA knowledge and ensuring communication and leadership skills of enterprise architects as the starting point to avoid EA failure. Only later, organizing the EA function becomes important.

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“…For this reason, thus it is proposed to use the same governance framework earlier (Figure 2) as the scheme to create an ownership during implementation of Target Architecture. This phase of operationalization of EA into projects operationalization needs to consider the key aspects of the sociocultural climate in Dharmais which include autonomy (in several units / departments), flexibility, and specific demand for locally adapted system [37].…”

Section: -Conclusionmentioning

confidence: 99%

Development of an Enterprise Architecture for Healthcare using TOGAF ADM

Girsang

Abimanyu

2021

Emerg Sci J

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Hospital is one of the most complex organization with highly intensive interaction between stakeholders (patients, nurses, doctors, staff, etc.). In the operation of a hospital, the use of Information technology has been proven to improve effectiveness and efficiency. However, in the majority of cases, the processes to achieve the Strategic Objectives through implementation of Information Technology are full of challenges. Based on the case study in Dharmais Cancer Hospital, there are many symptoms that are identified by this study and lead to 4 issues, namely: lack of ownership from Business users, lack of alignment between business strategy and IT strategy, lack of awareness to use IT as a tool for competitive advantage, and low quality of IT operation performances. In order to solve the issues and support the achievement of Strategic Business Objective through IT, an Enterprise Architecture approach can be used to develop baseline architecture, identify the target architecture, finding the gap, and use the gap as recommendation to solve those issues. The methodology chosen is TOGAF ADM, based on its focus on processes and its flexibility to combine artifacts and approaches that are most suitable for the case. This study develops 7 recommendations to Strengthen Business area of organization, 5 recommendations to Align IT plan with Business Strategy, 16 recommendations to Implement several IT solutions as Competitive Advantage for organization, and 8 recommendations to provide higher performances by enabling Service Management approach for IT Operation. This study also shows how TOGAF ADM can improve the awareness of the business users to the business itself. Doi: 10.28991/esj-2021-01278 Full Text: PDF

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Enterprise architecture operationalization and institutional pluralism: The case of the Norwegian Hospital sector

Cited by 16 publications

References 77 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

Why Organizations Fail in Implementing Enterprise Architecture Initiatives?

Development of an Enterprise Architecture for Healthcare using TOGAF ADM

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