1,111 research outputs found

    Enterprise Architecture Resources, Dynamic Capabilities, and their Pathways to Operational Value

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    The strategic role of Enterprise Architecture (EA) in deploying and managing information technology (IT) and business resources has a longstanding research tradition. In this particular domain falls the literature on EA-based capabilities and their contribution to organizational benefits. This study conceptualizes and defines EA-based capabilities, following the dynamic capabilities view (DCV), and proposes a research model that tries to explain how dynamic enterprise architecture capabilities enable operational capabilities within firms. Data is collected from 299 CIO’s and IT managers to test hypotheses associated with the research model. The findings show that dynamic enterprise architecture capabilities enhance operational capabilities and the firms’ EA resources are essential in the development of dynamic enterprise architecture capabilities. This study advances our understanding of how to efficaciously delineate dynamic enterprise architecture capabilities in enabling operational capabilities, and thus, the firm’s living in the present, as a foundation to enhance competitive firm performance

    Everyone’s Going to be an Architect: Design Principles for Architectural Thinking in Agile Organizations

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    Organizational agility is a prominent aim for companies to thrive in today’s volatile business environments. One common building block of agility are (semi-) autonomous teams for continuously fulfilling and surpassing customers’ needs. However, these teams still need to see the enterprise’s ‘big picture’ of strategic objectives, business processes, and IT landscape to prevent organizational inertia or technical debt. This requires architectural thinking to inform these ‘non’-architects’ decision-making. To aid companies towards achieving sustainable agility, we propose six design principles as underlying logic on how to realize architectural thinking in agile organizations. The results are based on insights from interviews with sixteen employees and consultants with expertise on architecture management and organizational agility across several industries. Our work closes a gap in the agility literature, which so far mainly focused on non-generalizable blueprints for agile setups without showing their underlying logics, or approaches and role set-ups for enterprise-level architecture management

    Method support for enterprise architecture management capabilities

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    "What can our EA organization do and/or what should it be capable of?". In order to answer this questions, a capability-based method is developed, which assists in the identification, structuring and management of capabilities. The approach is embedded in a process comprising four building blocks providing appropriated procedures, concepts and supporting tools evolved from theory and practical use cases. The guide represents a flexible method for capability newcomers and experienced audiences to optimize enterprises’ economic impacts of EAM supporting the alignment of business and IT.„Was muss unser UAM leisten können?“ Als Grundlage fĂŒr die Beantwortung dieser Frage sollen Konzepte aus dem FĂ€higkeitenmanagement genutzt werden. Im Rahmen dieser Arbeit wird eine fĂ€higkeitenbasierte Methode entwickelt, welche Unternehmen bei der Identifikation, Strukturierung und Verwaltung von UAM-FĂ€higkeiten unterstĂŒtzt. Der Ansatz ist in einen Prozess eingegliedert, welcher vier Hauptbestandteile beinhaltet und die fĂŒr die DurchfĂŒhrung notwendigen Vorgehen, Konzepte und Hilfsmittel beschreibt, welche wiederrum in Kooperationen mit der Praxis getestet wurden
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