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26-29 May 2015
Europe/Berlin timezone
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12-01 - Enterprise Transformation – Purposeful design or organic emergence?


Location: Fürstenberghaus
Address: Domplatz 20-22 48143 Münster Germany
Room: F102
Date: 28 May 16:00 - 18:00


-Background- The first iteration of a track on Enterprise Transformation was organised at ECIS2012 in Barcelona (Spain), while the second iteration was organised at ECIS2013 in Utrecht (Netherlands). The track managed to attract on average 40 papers. For the organisers of the Enterprise Transformation track at ECIS2012 and ECIS2013, this number of submissions is a clear stimulus to propose a third iteration of a track on the same topic. -Focus- To stimulate discussion, and invite papers with a refreshing perspective, the suggestion is for this year to focus on the question “Enterprise Transformation – Purposeful design or organic emergence?”. With this focus, we aim to trigger a discussion between essentially an engineering perspective on enterprise transformation (enterprises and their transformation as an object of purposeful design), and other perspectives on change on enterprises that should enrich the engineering view. For example a communicative and/or organizational perspective, seeing the enterprise as the result of social interaction among people. -Alignment to conference theme- The conference theme of ECIS 2015 is The Networked Society. The move towards the networked society also has a clear impact on enterprises and their transformation. More specifically, it puts more stress on the tension between enterprises (and their transformation) as being a purposefully designed artifact or the result of social interaction among people. -Motivation and overview- Coordinating enterprise transformations Modern day enterprises, be they businesses, organisations, or government departments, are in a constant state of flux. New technologies, new markets, globalisation, mergers, acquisitions, et cetera are among the “usual suspects” requiring enterprises to transform themselves to deal with these challenges and new realities. Furthermore, the increasing digitalization in both our work and everyday lives is a key aspect in transforming enterprises. Enterprises therefore need to transform themselves regularly to meet these new challenges, while senior management of these enterprises needs to make conscious decisions about the future design of “their” enterprise and the path to “get there”. Such transformations may range from changes in value propositions and business processes, via changes to the information systems, to changes of the underlying IT infrastructures. Since most real world transformations are large, they need to be divided into smaller “chunks”, typically in terms of programs and projects. This raises the need for a coordination mechanism between these “chunks” to safeguard that these “chunks” all contribute towards the strategic goals set for the transformation as a whole. Even more, this coordination mechanism should also pay particular attention to the much-needed cohesion/alignment between different aspects of an enterprise, such as business processes, human resourcing, the support of business activities by information systems, and the underlying IT infrastructures. Traditional project/programme management does not provide such coordination, as it focuses on typical project parameters such as budgets, resource use, deadlines, et cetera. As a result, projects are “invited” to conduct local optimisations within their own local parameters. As a consequence, the results of these projects may actually not contribute to (or even hamper) the overall transformation goals. An instrument that has been positioned as a means to coordinate enterprise transformations is enterprise architecture management. While enterprise architecture management should indeed be regarded as a potential means to coordinate transformations, it is also necessary to look beyond a specific means. Rather than taking enterprise architecture as a starting point, it is necessary to first understand the need for enterprise transformations to be coordinated. Should it be an a-priori “design first” style of coordination, or should it be a style allowing/enabling emergence, while using an “on demand” style of coordinating. -Enterprise transformation and information systems- The information systems (IS) discipline is commonly understood to be an integration discipline of people, IT artefacts, and (organisational) tasks. From an integration perspective, “run IS” and “change IS” need to be differentiated because these lenses focus on different phenomena and artefacts. Enterprise transformation is clearly positioned in the “change IS” perspective. Many IS practitioners will find themselves working in a context of enterprise transformation. It is undeniable that in modern day enterprises, business strategy, business processes and their supporting information systems have nearly “fused”. Therefore, it is useful to broaden the scope from analysing and designing specific artefact change (IS development, BPM) towards a more integral view, where business model change, business process change, and innovative IT artefacts are analysed and designed not only from an isolated project perspective, but rather from an enterprise-wide perspective.


  • Session 1
    • Aier, Stephan (University of St.Gallen)

Timetable | Contribution List

Displaying 4 contributions out of 4
Type: Complete Research Paper Session: 12-01 - Enterprise Transformation – Purposeful design or organic emergence?
Track: 12 - Enterprise Transformation – Purposeful design or organic emergence?
Much existing research on IS and enterprise architecture focuses on suggesting different representa-tions describing a ‘target architecture’ for processes, information and information systems at different levels across the organization. Less emphasis has been put on the actual evolution of the current en-terprise architecture towards this envisioned ‘target architecture’. In this paper we ... More
Presented by Tor-Morten GRONLI on 28/5/2015 at 15:30
Type: Complete Research Paper Session: 12-01 - Enterprise Transformation – Purposeful design or organic emergence?
Track: 12 - Enterprise Transformation – Purposeful design or organic emergence?
Extant research has considered the appropriateness of contemporary Enterprise Architecture Management (EAM) to support management of Enterprise Transformation (ET) and recommend context specific EAM approaches. In line with that, drawing on path creation as a theoretical lens, we propose a conceptualization of ICT driven transformation in state-owned enterprises in a developing country as an emerg ... More
Presented by Rezwanul Huque KHAN, Joe NANDHAKUMAR on 28/5/2015 at 14:30
Type: Complete Research Paper Session: 12-01 - Enterprise Transformation – Purposeful design or organic emergence?
Track: 12 - Enterprise Transformation – Purposeful design or organic emergence?
In this paper, we briefly describe IS agility related research in four established IS research areas: IT infrastructure, IS development, IS organization, and IS personnel. We present a systematic literature review of articles published in leading scientific IS journals during the years 1990-2013. The main contribution of the paper is in the summary of research methods and results of agility relate ... More
Presented by Hannu SALMELA on 28/5/2015 at 14:00
Type: Complete Research Paper Session: 12-01 - Enterprise Transformation – Purposeful design or organic emergence?
Track: 12 - Enterprise Transformation – Purposeful design or organic emergence?
We suggest a method that conceptualizes a company’s IS architecture—its set of information systems (IS) and integrations—as a weighted and directed graph. Going beyond an undifferentiated treatment of integration qualities, we present a scoring model to assign integration weights to integration links. Thereupon, we introduce weighted centrality measures from network analysis to identify impo ... More
Presented by Daniel FUERSTENAU, Christian GLASCHKE on 28/5/2015 at 15:00
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