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abstract:paper19 [2010/10/06 11:52]
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abstract:paper19 [2010/11/02 11:43] (current)
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**Philip Huysmans, Kris Ven and Jan Verelst** **Philip Huysmans, Kris Ven and Jan Verelst**
-// Designing for Innovation: Using Enterprise Ontology Theory to Improve Business IT Alignment//+// {{:extendedabstract_19.pdf|Designing for Innovation: Using Enterprise Ontology Theory to Improve Business IT Alignment}}//
-: In today’s economy, innovation plays an increasingly important role in the strategy of organizations. Managers therefore need to understand and be able to manage the innovation process. The recent research efforts in the enterprise architecture domain are very relevant in this regard. Most of these frameworks acknowledge the+In today’s economy, innovation plays an increasingly important role in the strategy of organizations. Managers therefore need to understand and be able to manage the innovation process. The recent research efforts in the enterprise architecture domain are very relevant in this regard. Most of these frameworks acknowledge the
importance of aligning the information technology (IT) infrastructure with the enterprise architecture. In this paper, we focus on a case of an organization that was able to realize substantial business innovation by aligning importance of aligning the information technology (IT) infrastructure with the enterprise architecture. In this paper, we focus on a case of an organization that was able to realize substantial business innovation by aligning
its IT architecture to its enterprise architecture. Notwithstanding the successful outcome of this enterprise architecture project, the approach taken by the organization strongly relied on the heuristic knowledge of employees, thereby limiting the repeatability and reproducibility of their approach. In addition, it remains unclear whether the modeling technique that was used will be able to provide the required level of evolvability in the future. It therefore seems useful to apply a systematic method to be able to recreate these results in other organizations. We therefore take a design science approach by repeating the enterprise architecture project its IT architecture to its enterprise architecture. Notwithstanding the successful outcome of this enterprise architecture project, the approach taken by the organization strongly relied on the heuristic knowledge of employees, thereby limiting the repeatability and reproducibility of their approach. In addition, it remains unclear whether the modeling technique that was used will be able to provide the required level of evolvability in the future. It therefore seems useful to apply a systematic method to be able to recreate these results in other organizations. We therefore take a design science approach by repeating the enterprise architecture project
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