Understanding Coordination Support of Enterprise Architecture Management - Empirical Analysis and Implications for Practice

Abstract

Enterprise architecture management (EAM) is a means to guide the consistent evolution of business and IT artifacts from an enterprise-wide perspective. This paper aims at understanding the means by which EAM supports this coordination task. Informed by theory of coordination and based on empirical data (n=95) we group participating enterprises in different clusters: (1) non-coordinators, (2) dominators and (3) negotiators. We find that a similar awareness of opportunities exists in all three clusters, yet there are gaps in the realization of EAM coordination support: non-coordinators show the lowest realization, negotiators the highest. Based on this clustering and two follow-up focus groups, we provide implications about the occurrence of the clusters in enterprises and on further EAM development options.

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