Reference : Understanding the role of subcultures in the enterprise architecture process
Scientific congresses and symposiums : Paper published in a book
Engineering, computing & technology : Computer science
http://hdl.handle.net/2268/166333
Understanding the role of subcultures in the enterprise architecture process
English
Niemietz, Hella mailto [Public Research Center Henri Tudor > SSI Department - Service Science and Innovation > Enterprise Engineering Team (EE-Team) > >]
De Kinderen, Sybren mailto [Public Research Center Henri Tudor > SSI Department - Service Science and Innovation > Enterprise Engineering Team (EE-Team) > >]
Constantinidis, Christina mailto [Public Research Center Henri Tudor > SSI Department - Service Science and Innovation > Enterprise Engineering Team (EE-Team) > >]
Jun-2013
ECIS 2013 Proceedings
Yes
International
978-90-393-6112-2
21st European Conference on Information Systems (ECIS)
from 5-6-2013 to 8-6-2013
Utrecht University
Utrecht
The Netherlands
[en] Enterprise architecture ; organisational subcultures ; communication ; exploratory research ; explanatory theory
[en] Enterprise Architecture (EA) is positioned as an instrument for coordinating enterprise transformation.
However, existing EA approaches pay less attention to soft factors that may have an impact on
enterprise transformations. The existence of different organisational subcultures is not taken into account
although it is considered as significant in the context of change. The social alignment of business
and IT groups plays, for instance, a major role in transformations and in EA. This paper presents
the first step of a larger study addressing the question how differences between organisational subcultures
contribute to struggles/failure of EA-guided transformations. We use a series of qualitative, unstructured
expert interviews to explore to what extent and how cultural differences can trigger struggles
in EA-guided transformations from an architect’s perspective. Based on these interviews, an initial
conceptual model is developed. This model suggests that communication breakdowns act as an
intermediary factor between differences in organisational subculture and transformation struggles. A
second round of expert interviews is used for the assessment and elaboration of the initial model focusing
on communication breakdowns. The analysis of these interviews supports the intermediary role
of communication breakdowns and refines the concepts of the model.
Researchers ; Professionals
http://hdl.handle.net/2268/166333

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