A theory of enterprise architecture management performance

Abstract

Problem and objective: Enterprise Architecture Management (EAM) as a strategic management discipline has the potential to improve organisational performance. There are numerous claims that EAM benefits have a positive impact on organisational performance, yet empirical evidence is scarce and conjectural. Research articulating how EAM performance constructs interact synergistically to improve EAM performance itself and, hence organisational performance is elusive. In other words, the EAM value adding mechanism and dynamics to organisations is not only well understood but also insufficiently researched. The main objective of this research was to elucidate how EAM performance constructs interact harmoniously to improve the performance of EAM itself and thus, organisational performance consolidated into a holistic, analytical, explanatory, and predictive model or theory of EAM performance. Methodology: Relevant papers were identified via a systematic literature review and thematically analysed. Snowballing and purposive sampling techniques were used to collect data. Performance constructs from the task-technology fit theory, fit-viability theory, and organisational performance motivation theories were integrated to derive a parsimonious, yet comprehensive model of constructs that influence EAM performance and thus, that of an organisation. A global sample (N=243) was analysed using structural equation modelling to validate the model or theory. Research findings: Model fit results were as follows: RMSEA=0.04, SRMR=0.06, Chisq/df=1.29, CFI=0.90 and TLI=0.90) were within the acceptable range of model fitness. The results indicate that EAM job-fit EAM technology (p=0.048) and EAM organisational viability (p=0.000) are significant predictors of EAM performance. They also show that EAM performance (p=0.017) is a significant predictor of organisational performance. The correlation between EAM personnel-fit organisation (p=0.104) and organisational performance was inconclusive. These findings contribute to improving understanding of how EAM adds value to organisations thereby addressing a notable gap in current empirical research. Conclusion : EAM performance is a significant predictor of organisational performance. The study advances the epistemology of EAM by presenting a novel and significant contribution to the current understanding of EAM and its impact on critical organisational performance outcomes. Researchers are invited to validate and extend with it with a larger sample size (N≥300) as an established contemporary Information systems theory. Implications for practice and academia: The theory should be applied to measure and improve the performance of the EAM practice and thus, organisational performance. For academia, the predictive properties of the theory should be tested globally or in a unique context like an organisation or a country in the form of a case study. Modifying and extending the theory remains an opportunity for future research.Originality/Novelty: The theory is a creative and innovative integration of the task-technology fit theory, fit-viability theory, and organisational performance motivation theories applied in the context of EAM performance correlated with organisational performance.