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Article

The Effect of Enterprise Architecture Deployment Practices on Organizational Benefits: A Dynamic Capability Perspective

1
Department of Information Sciences, Open University of the Netherlands, 6419 AT Heerlen, The Netherlands
2
Computing and Information Systems, Melbourne School of Engineering, The University of Melbourne, Melbourne 3010, Australia
3
Higher School of Economics, National Research University, 101000 Moscow, Russia
*
Author to whom correspondence should be addressed.
Sustainability 2020, 12(21), 8902; https://doi.org/10.3390/su12218902
Received: 22 September 2020 / Revised: 13 October 2020 / Accepted: 20 October 2020 / Published: 27 October 2020
(This article belongs to the Special Issue The Role of Enterprise Architecture for Digital Transformations)
In recent years, the literature has emphasized theory building in the context of Enterprise Architecture (EA) research. Specifically, scholars tend to focus on EA-based capabilities that organize and deploy organization-specific resources to align strategic objectives with the technology’s particular use. Despite the growth in EA studies, substantial gaps remain in the literature. The most substantial gaps are that the conceptualization of EA-based capabilities still lacks a firm base in theory and that there is limited empirical evidence on how EA-based capabilities drive business transformation and deliver benefits to the firm. Therefore, this study focuses on EA-based capabilities, using the dynamic capabilities view as a theoretical foundation, and develops and tests a new research model that explains how dynamic enterprise architecture capabilities lead to organizational benefits. The research model’s hypotheses are tested using a dataset that contains responses from 299 CIO’s, IT managers, and lead architects. Based on this study’s outcomes, we contend that dynamic enterprise architecture capabilities positively enhance firms’ process innovation and business–IT alignment. These mediating forces are both positively associated with organizational benefits. The firms’ EA resources and specifically EA deployment practices are essential in cultivating dynamic enterprise architecture capabilities. This study advances our understanding of how to efficaciously de-lineate dynamic enterprise architecture capabilities in delivering benefits to the organization. View Full-Text
Keywords: Enterprise Architecture (EA); enterprise architecture resources; deployment practices; dynamic enterprise architecture capabilities; dynamic capabilities; process innovation; business–IT alignment; organizational benefits Enterprise Architecture (EA); enterprise architecture resources; deployment practices; dynamic enterprise architecture capabilities; dynamic capabilities; process innovation; business–IT alignment; organizational benefits
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MDPI and ACS Style

van de Wetering, R.; Kurnia, S.; Kotusev, S. The Effect of Enterprise Architecture Deployment Practices on Organizational Benefits: A Dynamic Capability Perspective. Sustainability 2020, 12, 8902. https://doi.org/10.3390/su12218902

AMA Style

van de Wetering R, Kurnia S, Kotusev S. The Effect of Enterprise Architecture Deployment Practices on Organizational Benefits: A Dynamic Capability Perspective. Sustainability. 2020; 12(21):8902. https://doi.org/10.3390/su12218902

Chicago/Turabian Style

van de Wetering, Rogier, Sherah Kurnia, and Svyatoslav Kotusev. 2020. "The Effect of Enterprise Architecture Deployment Practices on Organizational Benefits: A Dynamic Capability Perspective" Sustainability 12, no. 21: 8902. https://doi.org/10.3390/su12218902

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