Dynamic enterprise architecture capabilities, digital platform capabilities and operational digital ambidexterity

: Examining the impact of DEAC on organizational performance through digital platform capabilities and operational digital ambidexterity.

Abstract

Dynamic enterprise architecture capabilities (DEAC) being the firm’s ability to integrate, build and reconfigure internal and external resources to address and shape changing business environments play an important role for organizations. However, there is still limited empirical evidence of how DEAC can enhance the performance of organizations.
The conceptual model built on literature review proposes a positive impact of DEAC on organizational performance through digital platform capabilities and running and reinventing operational tactic of personnel and tools named operational digital ambidexterity. In addition, the moderation effect of market and technological turbulence is examined.
To collect data, an online survey is conducted among professionals in the information technology/business field such as enterprise architects, chief information officers, and information technology managers. The survey items are derived from empirical validated literature. Partial least squares structural equation modelling is used to analyze the dataset (n=148) which means that the results of the hypothesis testing support the conceptual model. This study concludes that DEAC have a positive impact on organizational performance. This impact is mediated through digital platform capabilities and operational digital ambidexterity. Furthermore, no evidence has been found that market and technological turbulence moderate the positive effect of operational digital ambidexterity on organizational performance.

Date of Award	16 Feb 2021
Original language	English
Supervisor	Rogier van de Wetering (Examiner) & Ella Roubtsova (Co-assessor)