Please use this identifier to cite or link to this item: http://hdl.handle.net/10125/50185

Responding to Enterprise Architecture Initiatives: Loyalty, Voice and Exit

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dc.contributor.author Hylving, Lena
dc.contributor.author Bygstad, Bendik
dc.date.accessioned 2017-12-28T01:00:56Z
dc.date.available 2017-12-28T01:00:56Z
dc.date.issued 2018-01-03
dc.identifier.isbn 978-0-9981331-1-9
dc.identifier.uri http://hdl.handle.net/10125/50185
dc.description.abstract Many large organizations have on-going Enterprise Architecture initiatives. Key aims include achieving more organizational agility, and to tidy up a messy portfolio of IT silo systems. A holistic approach to IT architecture has been an accepted strategy, but the results of these initiatives have been variable. An under-researched aspect is how different organizational units respond to the call for a holistic approach. In this study, we investigate how different stakeholders connected to three ongoing projects responded to the call for EA. With a qualitative approach, we identify three options of response to EA initiatives: (i) compliance with the EA strategy, (ii) loyal but isolated response, and (iii) rebel solutions. We argue for the need of a more nuanced repertoire of actions for dealing with EA, and show how these responses are useful for understanding and managing successful EA.
dc.format.extent 10 pages
dc.language.iso eng
dc.relation.ispartof Proceedings of the 51st Hawaii International Conference on System Sciences
dc.rights Attribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.uri https://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subject Government Transformation and Digitalization: Governance, Organization, and Management
dc.subject Enterprise architecture, government, repsonse
dc.title Responding to Enterprise Architecture Initiatives: Loyalty, Voice and Exit
dc.type Conference Paper
dc.type.dcmi Text
dc.identifier.doi 10.24251/HICSS.2018.297
Appears in Collections: Government Transformation and Digitalization: Governance, Organization, and Management


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