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01.02.2014 | Original Article

The role of organizational culture for grounding, management, guidance and effectiveness of enterprise architecture principles

Erschienen in: Information Systems and e-Business Management | Ausgabe 1/2014

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Abstract

Enterprise architecture management (EAM) has become a widely acknowledged approach for guiding the continuous change of increasingly complex organizations. While methods and models for describing and analyzing enterprise architectures (EA) have been extensively discussed, principles guiding an EA’s design and evolution are hardly covered in existing research. The paper at hand therefore analyzes the mechanisms of EA principles (EAP), that is EAP grounding, EAP management, and EAP guidance and their effects on EA consistency and EAM utility. Specifically we aim at understanding the role of organizational culture for the mechanisms and effects of EAP. Based on empirical data we find that all relations describing EAP mechanisms and their effects are significantly moderated by organizational culture. Based on our findings we give recommendations on how to deal with selected design decisions when introducing and developing EA principles in an organization.

Vorheriger Artikel Enterprise architecture management and its role in corporate strategic management

Nächster Artikel Factors affecting the organizational adoption of service-oriented architecture (SOA)

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Exceptions to this generalized observation and additions since Stelzer’s study performed in 2009 are (Stelzer 2010; Proper and Greefhorst 2010; Greefhorst and Proper 2011; Aier et al. 2011a) as far as EA rules and principles are concerned as well as (Buckl et al. 2009; Aier and Gleichauf 2010) as far as activities guiding an architecture’s design and evolution from an as-is state into a to-be state are concerned.

Cf. for instance the Open Group’s architecture compliance review method proposed in TOGAF 9 (The Open Group 2009).

This does not mean that organizational culture is the only influence on how organizations effectively deal with EAPs but it might be an important one and as we will show it might be efficient to analyze the impact of such highly aggregated constructs.

Although these models seem not ideal for the purpose and scope of our paper, the reader might be specifically pointed to the work of van Steenbergen (2011) as she analyzes how organizational culture impacts the way the enterprise architecture practice is implemented based on a qualitative empirical study.

We used the PLS implementation in SmartPLS, version 2.0.M3 (Ringle et al. 2005).

For a critical discussion of this statement and its basic conditions see Goodhue et al. (2007).

We actually did this for better understanding our sample and to make sure that all cultural dimensions are sufficiently present in our sample.

It is worth noting though that PLS while consistently overestimating IV loadings consistently underestimates path coefficients of the structural model (Chin et al. 2003).

Iivari and Huisman (2007) point out that this limitation accounts for most empirical research in top-ranked IS journals which is based on data from one country—the United States. The limited scope on German speaking countries, however, might limit the validity of our core model; it might not seriously limit the findings of this paper regarding the moderating effects. This is because we would expect national culture to also moderate the effects of our core model and we would not expect that national culture moderates the moderation of organizational culture.

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Titel: The role of organizational culture for grounding, management, guidance and effectiveness of enterprise architecture principles
Publikationsdatum: 01.02.2014
Erschienen in: Information Systems and e-Business Management / Ausgabe 1/2014
Print ISSN: 1617-9846
Elektronische ISSN: 1617-9854
DOI: https://doi.org/10.1007/s10257-012-0206-8

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