Innovating in the digital domain is almost essential for modern firms to be competitive.
Anno 2021, seven of the ten largest companies worldwide belong to the digital sector compared to only one just twelve years ago.
Digital technologies enable organizations to provide s
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Innovating in the digital domain is almost essential for modern firms to be competitive.
Anno 2021, seven of the ten largest companies worldwide belong to the digital sector compared to only one just twelve years ago.
Digital technologies enable organizations to provide significant additional value that is incredibly scalable to many users, to streamline operations, and to help decision-makers gain valuable insights.
However, creating new and innovative digital technologies is challenging because the competition is intense.
All digital systems within firms, including small experiments that might develop into successful digital innovations, are closely monitored by so-called enterprise architects.
Enterprise architects stipulate the direction of the entire IT landscape, which makes the IT landscape significantly more manageable but perhaps also influences the development of new digital innovations.
Surprisingly, the literature on the influence of enterprise architects on a firm's digital innovativeness is, to the best of the author's knowledge, literally non-existent.
Therefore, this research aims to provide insight into how enterprise architects influence their firm's ability to produce digital innovations.
This is accomplished by measuring for more than 50 firms their digital innovativeness, the extent to which certain Enterprise Architecture (EA)-related factors apply, and the correlation between these data points.
Additionally, the digital innovation readiness of each firm is measured by using several questionnaire items retrieved from prior research and is modeled as a moderating variable in the conceptual model.
The measure for digital innovativeness was found using a literature review and consists of 7 questionnaire items.
The EA-related factors that might influence a firm's digital innovativeness (EA factors) were obtained from three different sources: scientific articles that contain previously identified EA factors, a Best Worst Method prioritization of the factors included in the DyAMM Enterprise Architecture maturity framework, and insights from EA experts.
This approach resulted in the identification of 25 EA factors distributed among six categories: enterprise architecture design, alignment of the To-Be architecture with the business objectives, development of the proper architecture, usage of the architecture, implementation of the architecture, and enterprise architect behavior.
Ten statistically significant correlations were found.
Hiring highly skilled enterprise architects is the highest-correlating factor I found that increases a firm's digital innovativeness.
Other important influencing factors are whether the enterprise architects work in an agile manner, are aware of their role in the context of digital innovation, and actively identify external opportunities for innovation.
Lesser important influencing factors are whether enterprise architects are involved in the strategic discussions, the existence of an open feedback culture, and the presence of a solid EA foundation on top of which it is easy for employees to innovate.
EA experts indicated that all the statistically significant correlations found are probably causal.
Thus, whereas existing literature only hypothesizes that EA factors influence a firm's digital innovativeness, this study provides EA practitioners with the first empirically-grounded guidelines on how to do this.
These findings are important considering the fact that digital innovativeness is often considered a key capability for firms to be competitive in the current rapidly changing markets.
This study empirically shows that an excellent enterprise architect is not only able to design and ensure compliance to an enterprise architecture, but also to behave in a way that stimulates the emergence and development of valuable innovative ideas.
EA experts also indicated for many other EA factors that they would expect these factors to positively influence firms' digital innovativeness, but that more samples are needed to be sufficiently confident in these causal relationships.
Along with several other recommendations for future research, this thesis hopes to also provide a solid starting point for other researchers.