Enterprise Engineering theories -- Introduction and overview

In order to illustrate the basic idea of the Ciao! Network concerning the development of the discipline of enterprise engineering (EE), the tree metaphor is presented. The roots of the tree are the theories, the trunk contains the methodologies built on these roots, and the leafs and flowers stand for the flourishing enterprises that are achieved by applying the methodologies. The common theoretical basis for establishing EE, is the Ciao! paradigm that has its origins in the communication-centric view on information systems (engineering) that emerged around 2000. It replaces the information-centric view, which increasingly fails to support the theory and practice of information systems engineering effectively. The Ciao! paradigm provides a~coherent and integrated understanding of these four core notions: communication, information, action, and organisation. After the discussion of the paradigm, the current seven EE theories are discussed briefly, after having been ordered in an appropriate classification scheme

Implicit communication in organisations. The impact of culture, structure and management practices on employee behaviour

Organisations engage in explicit and intentional communication with employees in various ways. However, communication will not be received in a "neutral" context. Employees operate in an organisational (or behavioural) context determined by the organisational culture, structures and systems, and the management practices. This context acts as a source of implicit communication towards employees. This view fits the various perspectives about communication, which does not need to be considered as a two-way process, and which can be intentionally or unintentionally, transmitted and received. All too often, implicit communication is at odds with the "official" explicit communication. Through this latter form of communication the organisation might, for example, proclaim a quality image, while in reality employees experience that, in case of conflicts, delivery planning prevails over quality. Likewise, communication about the "learning organisation" appears to be cumbersome in a culture suppressing discussion about failures. The effect of implicit communication should not be underestimated. Cynicism among employees is repeatedly the result of inconsistent messages being received. This paper describes the aspects of organisational culture, structures and systems, and management practices, seen in a behavioural context, in order to illustrate how these aspects act as an implicit source of communication to employees. Additionally, this form of communication expresses whether employees themselves are seen as the crucial core of organisational success. The importance of consistent signals is illustrated, specifically with respect to organisational change programs. © Emerald Group Publishing Limited