Institutional Work for Enterprise Architecture

Enterprise architecture (EA) is a systematic approach used for designing and implementing changes in technological systems and processes to improve organizational performance and align technology with business. This paper unpacks the process through which EA moves from strategic-level endorsement to diffusion across organizations. The insights provided are based on a longitudinal case study within the Norwegian hospital sector. An institutional work lens is adopted to analyze the purposeful activities carried out to introduce EA in Norwegian hospitals providing a granular view on diffusion. The paper provides a rich description of the institutional work employed by the key actors involved mapping them to different turns in EA’s trajectory. Drawing from this analysis, we contribute to Information Systems literature with a conceptual model that illustrates how institutional work can mitigate the challenges of moving from the strategic-level endorsement of novelty to its diffusion and institutionalization smoothing downturns along the way. The findings indicate ways to facilitate the introduction of EA within complex organizations, providing insights for practitioners involved in EA initiatives, and advancing extant EA research through an institutional perspective

System implementation: managing project and post project stage - case study in an Indonesian company

The research reported in this paper aims to get a better\ud understanding of how the implementation process of\ud enterprise systems (ES) can be managed, by studying the\ud process from an organisational perspective. A review of\ud the literature on previous research in ES implementation\ud has been carried out and the state of the art of ES\ud implementation research is defined. Using several body of\ud literature, an organisational view on ES implementation is\ud described, explaining that ES implementation involves\ud challenges from triple domain, namely technological\ud challenge, business process related challenge, and\ud organisational challenge. Based on the defined state of the\ud art and the organisational view on ES implementation\ud developed in this research, a research framework is\ud presented, addressing the project as well as the postproject\ud stage, and a number of essential issues within the\ud stages. System alignment, knowledge acquisition, change\ud mobilisation are the essntial issues to be studied in the\ud project stage while institutionalisation effort and\ud continuous improvement facilitation are to be studied in\ud the post-project stage. Case studies in Indonesian\ud companies are used to explain the framework

Enterprise Architecture and Organizational Reform: A Project Debrief

This paper studies on how enterprise architecture (EA) is used as a tool to assist organizational reform. In particular, we examine how institutional factors influencing organization change process through an EA project. We conduct a qualitative case study and use institutional theory as a lens to analyze data from an organization. This analysis offers insights about how exogenous and endogenous factors influence organizational change, and how organizational structures get shaped, diffused, and institutionalized. Our study provides understanding how stakeholders are involved in project activities in multiple levels and phases of the institutionalization process; namely innovation phase, theorization phase, diffusion phase, and institutionalization phase

Institutional perspectives on the process of enterprise architecture adoption

Organizations often adopt enterprise architecture (EA) when planning how best to develop their information technology (IT) or businesses, for strategic management, or generally for managing change initiatives. This variety of different uses affects many stakeholders within and between organizations. Because stakeholders have dissimilar backgrounds, positions, assumptions, and activities, they respond differently to changes and the potential problems that emerge from those changes. This situation creates contradictions and conflicts between stakeholders that may further influence project activities and ultimately determine how EA is adopted. In this paper, we examine how institutional pressures influence EA adoption. Based on a qualitative case study of two cases, we show how regulative, normative, and cognitive pressures influence stakeholders’ activities and behaviors during the process of EA adoption. Our contribution thus lies in identifying roles of institutional pressures in different phases during the process of EA adoption and how it changes overtime. The results provide insights into EA adoption and the process of institutionalization, which help to explain emergent challenges in EA adoption.fi=vertaisarvioitu|en=peerReviewed

Institutional Logics and Their Influence on Enterprise Architecture Adoption

Enterprise architecture adoption (EAA), often ironically known as “ineffective adoption,” is frequently marked by poor utilization and signals of failure. To date, comprehensive examinations of which factors influence EAA are lacking. This study aims to address this knowledge gap. The paper uses an interpretive multiple case-study approach using an institutional theory lens to conduct the research. The findings show that three institutional logics dominate EAA: managerialism, professionalism, and user logic. These logics drive stakeholder activities and behaviors and ultimately influence EAA processes and outcomes. The paper contributes to the literature by explaining how these three logics influence the adoption process. Practitioners will be able to use the logics discussed in this study to assess and prevent potential challenges to adoption by carefully examining the stakeholder behaviors and activities embedded in these logics.© 2019 Taylor & Francis. This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Computer Information Systems on 17 Jan 2019, available online: http://www.tandfonline.com/10.1080/08874417.2018.1564632fi=vertaisarvioitu|en=peerReviewed

How KLM gets CRM in the Air – CRM Excellence in Practice.

CRM;

A Mechanism-Based Explanation of the Institutionalization of Semantic Technologies in the Financial Industry

Part 3: Creating Value through ApplicationsInternational audienceThis paper explains how the financial industry is solving its data, risk management, and associated vocabulary problems using semantic technologies. The paper is the first to examine this phenomenon and to identify the social and institutional mechanisms being applied to socially construct a standard common vocabulary using ontology-based models. This standardized ontology-based common vocabulary will underpin the design of next generation of semantically-enabled information systems (IS) for the financial industry. The mechanisms that are helping institutionalize this common vocabulary are identified using a longitudinal case study, whose embedded units of analysis focus on central agents of change—the Enterprise Data Management Council and the Object Management Group. All this has important implications for society, as it is intended that semantically-enabled IS will, for example, provide stakeholders, such as regulators, with better transparency over systemic risks to national and international financial systems, thereby mitigating or avoiding future financial crises

CRM excellence at KLM Royal Dutch Airlines.

This case article tells the story of the rebirth of CRM at KLM Royal Dutch Airlines since 2002 and its successful liftoff during 2003, for which KLM received Gartner’s 2004 CRM Excellence Award. The Award presents itself as a natural moment of reflection on past CRM achievements and future plans. The case works well for generating a multifaceted class discussion on the challenge of making CRM into a business success. More specifically, it allows us to (1) dissect a CRM success story, that contrasts nicely with many of the CRM horror stories of the 1990s, and identify key success factors; (2) focus attention onto the viability of the planned approach KLM uses for implementing CRM; (3) introduce and show the importance of program management as a construct for structurally growing and governing enterprise wide investment in CRM; and (4) help reinforce lessons around CRM and business-ICT alignment.

Towards an evaluation framework for medical web applications

Copyright @ 2013 EMCIS.The main aim of this study is to review and analyse various evaluation frameworks used to assess the operational effectiveness of various Information Technology (IT) processes/applications and identify their strengths in order to form a new holistic framework for economic evaluation of web applications. This research aims to address the need for a new holistic evaluation framework for the purpose of the evaluation of the medical web applications. Over the last decade more and more, companies used accountancy techniques such as the frameworks analysed in this research. This new holistic framework that was developed will include also steps regarding the indirect and intangible costs and benefits identification and their incorporation in the evaluation process. Moreover the new emerging market of the medical websites and the embedded on them web applications requires also a new evaluation framework that will provide accurate results in the estimation of the efficiency of an investment on them. The paper first presents an introduction about why economic evaluation is important when evaluating the Information Technology in organizations. Various studies are reviewed, which highlight the ever increasing importance of integrating economic evaluation processes, such as Cost Benefit Analysis (CBA) and Return on Investment (ROI), into systems and processes of organizations and economic organizations, and analyse the factors that govern their role. Finally, the evaluation frameworks and methods that are found in these studies should be used as a part of a proactive systematic action plan that the organizations could use to avoid budget reduction due to incorrect planning. The next part of this study includes a comprehensive presentation and review of past frameworks used to evaluate Information Technology. The frameworks that are reviewed are the Framework for evaluation of information systems, the Information Technology Adoption Model (ITAM), the Total Evaluation and Acceptance Methodology (TEAM) framework, the ROI Process Model and HOT-fit evaluation framework for Health Information Systems