Enterprise artifacts in the strategic planning process for digital transformations: a case study

Abstract

The informational content of EA artifacts is insufficiently researched and, additionally, the scientific literature on how EA supports the strategic planning process for DTs through EA artifacts is scarce. This qualitative research focuses on connecting scientific literature and EA practice through a case study on the topics: strategic planning process for DTs, the role of EA in the strategic planning process for DTs, and the informational content of EA artifacts in the strategic planning process for DTs. Results demonstrate that, contrary to theory, a uniform strategic planning process for DTs cannot be defined. Alternatively, results demonstrate an approach wherein multiple DTs are defined and strategically planned. The scientific literature on the role of EA in the strategic planning process for DTs is confirmed by EA practice to be of supporting nature throughout the delivery of EA artifacts used in strategic planning. Informational content that was found in scientific literature is in line with the EA practice found through the case study. However, not all EA artifacts described by scientific literature were also found in the EA practice. In part because of that, this research emphasizes the need for coherence between scientific literature on EA artifacts and their informational content for the strategic planning process for DTs and EA practice.

Date of Award	15 Jul 2021
Original language	English
Supervisor	Rogier van de Wetering (Examiner) & Frank Grave (Co-assessor)