Enterprise architecture alignment

An Enterprise Architecture (EA) is an instrument that focuses on coherence between business processes, information distribution, and technology infrastructure of an organization. In practice, we see that architects are not well equipped to manage the interrelationship between architectural business-, information- and technology-aspects in an integrated fashion. EA frameworks are mostly informal by nature, and there is a lack of knowledge and tools to support architects to check alignment formally. Due to the volume and complexity of holistic enterprise spanning architecture, it is increasingly challenging for organizations to maintain overview and coherence of architectural elements. This research enables automated, rule-based monitoring consistency and coherence between elements within an EA. It does so by creating an artifact that provides architects with the capability of monitoring validity within ArchiMate EA models. We validate models against formalized rules specified in Relation Algebra with which coherence can be mathematically proven. We also plot a set of applied rules onto a quality framework that calculates an overall alignment score of an EA model. Every single rule violation that influences the score is explicitly identified. Monitoring EA quality using formalized rules enables organizations to manage and control the process of EA change and thus contributes to Business/IT-alignment

DIGITAL TECHNOLOGY-ENABLED DYNAMIC CAPABILITIES, ACTION SPEED, AND ACTION VOLUME: THE MEDIATING EFFECT OF STRATEGIC RENEWAL

The information systems research stream on dynamic capabilities (DCs) considers how technology impacts strategic management at the organizational level in the turbulent environment evoked by digital transformation. However, the underlying mechanisms of how organizations use technologies effectively to increase their competitive advantage through competitive actions is underexplored. This paper seeks to empirically investigate the impact of digital technology-enabled DCs on action speed and action volume, two indicators of competitive aggressiveness. Furthermore, we propose the mediating role of strategic renewal. Our PLS-SEM analysis based on survey data from 174 German business units indicates that digital technology-enabled DCs directly enhance strategic renewal, action speed, and action volume. We also detect a partial mediating effect of strategic renewal on the relationship between digital technology-enabled DCs and action volume. This study thus offers insights into the underlying mechanisms that may allow organizations to enhance their competitive aggressiveness through the application of digital technologies