Enterprise Architects’ Logics across Organizational Levels: A Case Study in the Norwegian Hospital Sector

In this paper, we report about a multilevel case study on the introduction of enterprise architecture (EA) in the Norwegian hospital sector. We utilize institutional logics as a theoretical lens, focusing on the enterprise architects’ logics that are underexplored in information systems research. We have col-lected empirical evidence at national (macro), regional (meso), and local (micro) levels. The findings are classified into nine categories with illustrative statements from the informants, demonstrating their reasoning about the contributions of EA. Furthermore, we identify tensions between enterprise archi-tects and managers and between enterprise architects and medical actors, which indicate the co-existence of multiple competing institutional logics. The most prominent tension is the paradox of EA—demands for local flexibility and autonomy at the micro level versus the predefined rules and standardization that EA imposes across all levels—which makes the institutionalizing process chal-lenging. The enterprise architect logics demonstrate similarities and differences across the various levels, indicating heterogeneity. We conclude this paper with a suggested persona of the enterprise architect, which illustrates the empirical findings

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