TY - GEN
T1 - Governance as a Condition for Creating Business Value from Enterprise Architecture
AU - Janssen, Marijn
N1 - Green Open Access added to TU Delft Institutional Repository ‘You share, we take care!’ – Taverne project https://www.openaccess.nl/en/you-share-we-take-care Otherwise as indicated in the copyright section: the publisher is the copyright holder of this work and the author uses the Dutch legislation to make this work public.
PY - 2019
Y1 - 2019
N2 - IT Governance is often viewed as an important factor for creating business value for firms. However, there is limited work investigating the relationship between architectural governance and the contributions of enterprise architecture (EA) to firm performance. Based on a study of more than 15 cases the analyzes shows that architectural governance is a condition for the ability to create business value from the EA function. The cases also show that architectural governance depends on the context and there is no best way of EA governance that fits very situation. Architectural governance complements enterprise architecture and should ensure that EA efforts are coordinated and used by the business to improve firm performance. In many cases EA and architectural governance were found to be strongly connected, making it difficult to separate them. This strong dependence suggests that a change in EA influences the governance and vice versa. Architectural governance introduces more bureaucracy and administrative work, but paradoxically can result in the creation of more business flexibility and agility.
AB - IT Governance is often viewed as an important factor for creating business value for firms. However, there is limited work investigating the relationship between architectural governance and the contributions of enterprise architecture (EA) to firm performance. Based on a study of more than 15 cases the analyzes shows that architectural governance is a condition for the ability to create business value from the EA function. The cases also show that architectural governance depends on the context and there is no best way of EA governance that fits very situation. Architectural governance complements enterprise architecture and should ensure that EA efforts are coordinated and used by the business to improve firm performance. In many cases EA and architectural governance were found to be strongly connected, making it difficult to separate them. This strong dependence suggests that a change in EA influences the governance and vice versa. Architectural governance introduces more bureaucracy and administrative work, but paradoxically can result in the creation of more business flexibility and agility.
KW - Architectural governance business value
KW - Architecture
KW - Contingency approach
KW - Enterprise architecture
KW - IT governance
UR - http://www.scopus.com/inward/record.url?scp=85069180935&partnerID=8YFLogxK
U2 - 10.1007/978-3-030-24854-3_16
DO - 10.1007/978-3-030-24854-3_16
M3 - Conference contribution
AN - SCOPUS:85069180935
SN - 9783030248536
VL - 356
T3 - Lecture Notes in Business Information Processing
SP - 229
EP - 235
BT - Business Modeling and Software Design - 9th International Symposium, BMSD 2019, Proceedings
A2 - Shishkov, Boris
A2 - Shishkov, Boris
A2 - Shishkov, Boris
PB - Springer
T2 - 9th International Symposium on Business Modeling and Software Design, BMSD 2019
Y2 - 1 July 2019 through 3 July 2019
ER -