How EAM and EA artifacts affect interorganizational alignment

Abstract

This research examined the impact of Enterprise Architecture Management (EAM) and Enterprise Architecture (EA) on inter-organizational alignment within a provincial government organization in the Netherlands. Through a holistic case study, the study addressed the research question of how interorganizational
collaboration is affected.

The findings reveal that while the EAM and the artifacts of the organization's EA do not directly influence inter-organizational alignment, they serve essential communication purposes such as conveying IT strategy, IT principles, and managing IT endeavors. Comparing these artifacts with established literature, their relevance was evident. Additionally, the study emphasizes that EA facilitates the implementation of IT projects, indirectly impacting inter-organizational alignment
through its mediation of business and IT alignment. Business and IT alignment, characterized by strategic decision realization, mutual reinforcement between business and information systems, and continuous evaluation, proves to be a mediating factor for inter-organizational alignment. EA can also be operationalized to increase its influence on inter-organizational alignment. By recognizing the external environment as detrimental to the success of an organization, several artifacts and EAM
practices can be put into effect to pro-actively improve the inter-organizational alignment. This enables organizations to effectively respond to market demands, manage external relationships, and achieve optimal outcomes.

These findings contribute valuable insights for practitioners, particularly in the public sector, highlighting the significance of EAM and EA artifacts in improving business and IT alignment and ultimately enhancing inter-organizational alignment.

Date of Award	13 Jul 2023
Original language	English
Supervisor	M. (Maurice) Pattij (Supervisor) & Rogier van de Wetering (Examiner)