Factors Influencing Communication and Collaboration in Enterprise Architecture Development

Banaeianjahromi, Negin; Hekkala, Riitta

doi:10.24251/hicss.2019.730

Cited by 5 publications

(4 citation statements)

References 22 publications

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“…Earlier research suggests that communication and collaboration problems must be solved to create impactful EA artifacts [6,7,13]. In this paper, we studied how contextual communication and collaboration problems are addressed in the EA projects.…”

Section: Discussionmentioning

confidence: 99%

“…Communication and collaboration problems have been identified as being common in EA projects, which also explains other EA obstacles [7]. As communication and collaboration are influenced by twenty factors [6], ranging from technical to organizational and personal issues, solving them is not easy. However, it is vital for the EA projects as they are a means for engaging the stakeholders [27], especially when they have varying backgrounds and experiences [12].…”

Section: Introductionmentioning

confidence: 99%

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Improving Communication and Collaboration in Enterprise Architecture Projects: Three Propositions from Three Public Sector EA Projects

Rouvari,

Pekkola

2024

Lecture Notes in Business Information Processing

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Enterprise architecture (EA) is infamous for implementation problems and unredeemed promises. Imprecise and unstandardized EA work practices and various definitions make it difficult to comprehend what should be done and how, and to advance digital transformation. Earlier studies have identified communication and collaboration challenges as one of the most common and fatal sources of problems. In this paper, we study how different actions help avoiding and addressing communication and collaboration problems in EA projects. We conduct a qualitative and comparative case study of three public sector EA projects in Finland. Our data is based on ethnographic observations, which were later inductively analyzed. As an outcome, we present a theoretical explanation of the phenomenon and make three propositions to manage and possibly overcome the problem.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Improving Communication and Collaboration in Enterprise Architecture Projects: Three Propositions from Three Public Sector EA Projects

Rouvari,

Pekkola

2024

Lecture Notes in Business Information Processing

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“…Coordination and collaboration challenges related to EA initiatives across sub-organisations are well-known phenomena in the public sector (Ross, Weill and Robertson, 2006;Janssen and Hjort-Madsen, 2007;Dang and Pekkola, 2016;Banaeianjahromi and Hekkala, 2019). The situation becomes tougher the more autonomous the sub-organisations are (Boh and Yellin, 2006); hence, it is important to address autonomy to maintain coherence in an organisation (Zadeh, et al, 2014).…”

Section: Discussionmentioning

confidence: 99%

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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“…To improve communication and collaboration skills for MSMEs, several strategies can be implemented. First, it is important to recognize the importance of technology for business and improve capabilities in internet technology management (Banaeianjahromi & Hekkala, 2019). Second, improving communication skills for partners in managing websites and social media marketing can help in communicating products effectively and building a list of regular customers (Stoltenberg, 2015).…”

Section: ) Communication and Collaborationmentioning

confidence: 99%

Human Capital and Performance of Micro, Small and Medium Enterprises: A Literature Review

Musthafa,

Elfindri,

Anas

et al. 2024

CASHFLOW

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This research aims to examine aspects of human capital that influence the performance of Micro, Small, and Medium Enterprises (MSMEs). Drawing on an extensive review of literature from indexed journal databases, the study focused on identifying key factors related to "human capital" and "MSME performance." The comprehensive exploration revealed a multifaceted relationship between human capital aspects and MSME performance, unveiling pivotal influencers. The identified aspects of human capital found to exert a substantial influence on MSME performance encompass a wide spectrum. These include skills and competencies, education and training, employee motivation and engagement, employee health and welfare, innovation and creativity, communication and collaboration, digital skills, work ethics and organizational values, entrepreneurship and sense of ownership, as well as organizational diversity. This research contributes valuable insights for policymakers aiming to enhance the human capital capabilities of MSME entrepreneurs. By addressing these specific dimensions, policymakers can formulate targeted strategies to uplift the human capital landscape within MSMEs. Consequently, this targeted approach is anticipated to render MSMEs more productive, sustainable, and equipped to venture into international markets.

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Factors Influencing Communication and Collaboration in Enterprise Architecture Development

Cited by 5 publications

References 22 publications

Improving Communication and Collaboration in Enterprise Architecture Projects: Three Propositions from Three Public Sector EA Projects

Improving Communication and Collaboration in Enterprise Architecture Projects: Three Propositions from Three Public Sector EA Projects

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

Human Capital and Performance of Micro, Small and Medium Enterprises: A Literature Review

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