4,057
Views
0
CrossRef citations to date
0
Altmetric
Empirical Research

Strategic alignment of enterprise architecture management – how portfolios of control mechanisms track a decade of enterprise transformation at Commerzbank

, ORCID Icon, , , &
Pages 92-105 | Received 15 Sep 2020, Accepted 24 May 2022, Published online: 08 Jul 2022

References

  • Aier, S., Labusch, N., & Pähler, P. (2015). Implementing architectural thinking: A case study at commerzbank Ag. Proceedings of the CAiSE 2015 Workshops, Stockholm, Sweden, Lecture Notes in Business Information Processing, 215, Cham: Springer.
  • Beese, J., Aier, S., Haki, K., & Aleatrati Khosroshahi, P. (2016). Drivers and effects of information systems architecture complexity: A mixed-methods study. 24th European Conference on Information Systems (ECIS), Istanbul, Turkey, Association for Information Systems.
  • Boh, W. F., & Yellin, D. (2006). Using enterprise architecture standards in managing information technology. Journal of Management Information Systems, 23(3), 163–207. https://doi.org/10.2753/MIS0742-1222230307
  • Brosius, M., & Aier, S. (2016). The impact of enterprise architecture management on design decisions in is change projects. In V. Nissen, D. Stelzer, S. Straßburger, & D. Fischer (Eds.), Multikonferenz Wirtschaftsinformatik (Vol. 2016, pp. 1405–1416). Univ.-Verl.
  • Brosius, M., Aier, S., Haki, K., & Winter, R. (2018). Enterprise architecture assimilation: An institutional perspective. Proceedings of the 39th International Conference on Information Systems (ICIS 2018), San Francisco, USA, Association for Information Systems.
  • Brown, A. E., & Grant, G. G. (2005). Framing the frameworks: A review of it governance research. Communications of the Association for Information Systems, 15(1), 696–712. https://doi.org/10.17705/1CAIS.01538
  • Busby, J. S., & Collins, A. M. (2014). Organizational sensemaking about risk controls: The case of offshore hydrocarbons production. Risk Analysis, 34(9), 1738–1752. https://doi.org/10.1111/risa.12198
  • Cardinal, L. B., Sitkin, S. B., & Long, C. P. (2004). Balancing and rebalancing in the creation and evolution of organizational control. Organization Science, 15(4), 411–431. https://doi.org/10.1287/orsc.1040.0084
  • Choudhury, V., & Sabherwal, R. (2003). Portfolios of control in outsourced software development projects. Information System Research, 14(3), 291–314. https://doi.org/10.1287/isre.14.3.291.16563
  • Ciborra, C. U., Braa, K., Cordella, A., Dahlom, B., Failla, A., Hanseth, O., Hepso, V., Ljungberg, J., Monteiro, E., & Simon, K. (2000). From control to drift: the dynamics of corporate information infastructures. Oxford University Press.
  • Commerzbank. (2009a). Annual report 2008.
  • Commerzbank. (2009b). Commerzbank Roadmap 2012.
  • Commerzbank. (2009c). Press release: Dresdner bank merged into commerzbank.
  • Commerzbank. (2012a). Annual Report 2011
  • Commerzbank. (2012b). Group services: From integration to operational excellence. Investors’ Day 2012
  • Commerzbank. (2016). Commerzbank to increase profitability through focus and digitalisation.
  • Commerzbank. (2020). Annual Report 2019.
  • Cram, W. A., Brohman, M. K., & Gallupe, R. B. (2016a). Hitting a moving target: A process model of information systems control change. Information Systems Journal, 26(3), 195–226. https://doi.org/10.1111/isj.12059
  • Cram, W. A., Brohman, M. K., & Gallupe, R. B. (2016b). Information systems control: A review and framework for emerging information systems processes. Journal of the Association for Information Systems, 17(4), 216–266. https://doi.org/10.17705/1jais.00427
  • Eisenhardt, K. M. (1985). Control: organizational and economic approaches. Management Science, 31(2), 134–149. https://doi.org/10.1287/mnsc.31.2.134
  • Eisenhardt, K. M. (1989). Building theories from case-study research. Academy of Management Review, 14(4), 532–550. https://doi.org/10.2307/258557
  • Farjoun, M. (2010). beyond dualism: stability and change as a duality. Academy of Management Review, 35(2) , 202–225. https://doi.org/10.5465/amr.35.2.zok202
  • Feldman, M. S., & Orlikowski, W. J. (2011). Theorizing practice and practicing theory. Organization Science, 22(5), 1240–1253. https://doi.org/10.1287/orsc.1100.0612
  • Feldman, M. S., Pentland, B. T., D’Adderio, L., & Lazaric, N. (2016). Beyond routines as things: Introduction to the special issue on routine dynamics. Informs, 3 ,505–513. https://doi.org/10.1287/orsc.2016.1070
  • Gregory, R. W., Beck, R., & Keil, M. (2013). Control balancing in information systems development offshoring projects. MIS Quarterly, 37(4), 1211–1232. https://doi.org/10.25300/MISQ/2013/37.4.10
  • Haki, M. K., Aier, S., & Winter, R. (2016). A stakeholder perspective to study enterprisewide is initiatives. 24th European Conference on Information Systems (ECIS), Istanbul, Turkey, Association for Information Systems.
  • Haki, K., Beese, J., Aier, S., & Winter, R. (2020). The evolution of information systems architecture: An agent-based simulation model. MIS Quarterly, 44(1), 155–184. https://doi.org/10.25300/MISQ/2020/14494
  • ISO/IEC/IEEE. (2011). Systems and software engineering—architecture description (ISO/IEC/IEEE Std 42010:2011). ISO/IEC and IEEE Computer Society.
  • Jonkers, H., Lankhorst, M., ter Doest, H., Arbab, F., Bosma, H., & Wieringa, R. (2006). Enterprise architecture: Management tool and blueprint for the organisation. Information Systems Frontiers, 8(2), 63–66. https://doi.org/10.1007/s10796-006-7970-2
  • Kirsch, L. J. (1997). Portfolios of control modes and is project management. Information Systems Research, 8(3), 215–239. https://doi.org/10.1287/isre.8.3.215
  • Lagerström, R., MacCormack, A., Dreyfus, D., & Baldwin, C. (2019). A methodology for operationalizing enterprise it architecture and evaluating its modifiability. Complex Systems Informatics and Modeling Quarterly, 19 ,75–98. doi:10.7250/csimq.2019-19.05.
  • Lankhorst, M., van Buuren, R., van Leeuwen, D., Jonkers, H., & ter Doest, H. (2004). Enterprise architecture modelling - the issue of integration. Advanced Engineering Informatics, 18(4), 205–216. https://doi.org/10.1016/j.aei.2005.01.005
  • Löhe, J., & Legner, C. (2014). Overcoming Implementation challenges in enterprise architecture management: A design theory for architecture-driven it management (Adrima). Information Systems and E-Business Management, 12(1), 101–137. https://doi.org/10.1007/s10257-012-0211-y
  • Malaurent, J., & Avison, D. (2016). Reconciling global and local needs: A canonical action research project to deal with workarounds. Information Systems Journal, 26(3), 227–257. https://doi.org/10.1111/isj.12074
  • Markus, M. L., & Robey, D. (1988). Information technology and organizational change - causal structure in theory and research. Management Science, 34(5), 583–598. https://doi.org/10.1287/mnsc.34.5.583
  • Mendling, J., Pentland, B. T., & Recker, J. (2020). Building a complementary agenda for business process management and digital innovation ( pp. 208–219). Taylor & Francis.
  • Mocker, M. (2009). What Is complex about 273 applications? Untangling application architecture complexity in a case of European investment banking,” 42nd Hawaii International Conference on System Sciences (HICSS 2009), Big Island, USA. IEEE Computer Society.
  • Mohr, L. B. (ed.). (1982). Explaining organizational behavior. Jossey-Bass.
  • Nye, F. I. (1958). Family relationships and delinquent behavior. John Wiley.
  • Ouchi, W. G. (1979). A conceptual framework for the design of organizational control mechanisms. Management Science, 25(9), 833–848. https://doi.org/10.1287/mnsc.25.9.833
  • Pettigrew, A. M. (1992). The character and significance of strategy process research. Strategic Management Journal, 13(S2), 5–16. https://doi.org/10.1002/smj.4250130903
  • Pettigrew, A. M. (1997). What is a processual analysis? Scandinavian Journal of Management, 13(4), 337–348. https://doi.org/10.1016/S0956-5221(97)00020-1
  • Pettigrew, A. M., Woodman, R. W., & Cameron, K. S. (2001). studying organizational change and development: challenges for future research. The Academy of Management Journal, 44(4), 697–713. https://doi.org/10.5465/3069411
  • Rahimi, F., Gøtze, J., & Møller, C. (2017). Enterprise architecture management: toward a taxonomy of applications. Communications of the Association for Information Systems, 40(1), 120–166. https://doi.org/10.17705/1CAIS.04007
  • Richardson, G. L., Jackson, B. M., & Dickson, G. W. (1990). A principles-based enterprise architecture: Lessons from texaco and star enterprise. MIS Quarterly, 14(4), 385–403. https://doi.org/10.2307/249787
  • Ross, J. W., Weill, P., & Robertson, D. C. (2006). enterprise architecture as strategy. creating a foundation for business execution. Harvard Business School Press.
  • Ross, J. W. (2006). Maturity matters: how firms generate value from enterprise architecture. Center for Information Systems Research Sloan School of Management Massachusetts Institute of Technology.
  • Ross, J. W., & Quaadgras, A. (2012). enterprise architecture is not just for architects. Center for Information Systems Research Sloan School of Management Massachusetts Institute of Technology.
  • Scheer, A.-W., & Schneider, K. (2005). Aris - architecture of integrated information systems. In P. Bernus, K. Mertins, & G. Schmidt (Eds.), Handbook on architectures of information systems (pp. 605–623). Springer.
  • Schilling, R. D., Aier, S., & Winter, R. (2019). “Designing an artifact for informal control in enterprise architecture management. Proceedings of the 40th International Conference on Information Systems (ICIS 2019). Munich, Germany. Association for Information Systems.
  • Simon, D., Fischbach, K., & Schoder, D. (2013). An exploration of enterprise architecture research. Communications of the Association for Information Systems, 32(1), 1–72. https://doi.org/10.17705/1CAIS.03201
  • Tannenbaum, A. S. (1962). Control in organizations: Individual adjustment and organizational performance. Administrative Science Quarterly, 7(2), 236–257. https://doi.org/10.2307/2390857
  • The Open Group, The Open Group (2017). Archimate® 3.0.1 specification.
  • The Open Group. (2018). the open group architecture framework (Togaf) Version 9.2. Van Haren Publishing.
  • Van de Ven, A. H., & Huber, G. P. (1990). Longitudinal field research methods for studying processes of organizational change. Organization Science, 1(3), 213–219. https://doi.org/10.1287/orsc.1.3.213
  • Vessey, I., & Ward, K. (2013). The dynamics of sustainable is alignment: The case for is adaptivity. Journal of the Association for Information Systems, 14(6), 283–311. https://doi.org/10.17705/1jais.00336
  • Vom Brocke, J., van der Aalst, W., Grisold, T., Kremser, W., Mendling, J., Pentland, B., Recker, J., Roeglinger, M., Rosemann, M., & Weber, B. (2021 (Elsevier)). Process science: The interdisciplinary study of continuous change. Available at SSRN 3916817.
  • Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual Review of Psychology, 50(1), 361–386. https://doi.org/10.1146/annurev.psych.50.1.361
  • Wiener, M., Mähring, M., Remus, U., & Saunders, C. (2016). Control configuration and control enactment in information systems projects - review and expanded theoretical framework. MIS Quarterly, 40(3), 741–774. https://doi.org/10.25300/MISQ/2016/40.3.11
  • Winter, R. (2014). Architectural thinking. Business & Information Systems Engineering, 6(6), 361–364. https://doi.org/10.1007/s12599-014-0352-2
  • Zachman, J. A. (1987). A framework for information systems architecture. IBM Systems Journal, 26(3), 276–292. https://doi.org/10.1147/sj.263.0276