How to Realise Corporate Value from Enterprise Architecture

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How to Realise Corporate Value from Enterprise Architecture

IT University of Goteborg
  • Sustainability
  • Success
  • Enterprise Architecture
  • 080603 Conceptual Modelling
  • Business It Alignment
  • Value Realisation


This is the author’s version of a work that was submitted/accepted for pub- lication in the following source: Dietzsch, Andreas, Kluge, Christian, & Rosemann, Michael (2006) How to Realise Corporate Value from Enterprise Architecture. In Ljungberg, J & Andersson, M (Eds.) Proceedings of the 14th European Conference on Information Systems, 12 - 14 June 1006, Sweden, Goteborg. This file was downloaded from: Notice: Changes introduced as a result of publishing processes such as copy-editing and formatting may not be reflected in this document. For a definitive version of this work, please refer to the published source: HOW TO REALISE CORPORATE VALUE FROM ENTERPRISE ARCHITECTURE Kluge, Christian, Queensland University of Technology, Faculty of Information Technology, Brisbane Qld 4000, Australia, [email protected] Dietzsch, Andreas, Swiss Mobiliar, Bundesgasse 35, 3001 Bern, Switzerland, [email protected] Rosemann, Michael, Queensland University of Technology, Faculty of Information Technol- ogy, Brisbane Qld 4000, Australia, [email protected] Abstract The design and ongoing management of an Enterprise Architecture is widely accepted as an estab- lished way of managing an organisation’s complexities in relating business and Information Technol- ogy capabilities. While the focus of related research is predominantly on frameworks, tools and meth- odologies, only limited attention has been given to understand and improve the value realisation proc- ess of Enterprise Architecture. We adopted the DeLone and McLean model of IS success for the design of a value realisation model specific to Enterprise Architectures. Thereby we identified service quality and actual use as two major catalysts fostering an Enterprise Architecture’s overall success. The amendments made were based on findings from two major case studies involving an Australian utility company and a Swiss insurance company. Keywords: En

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