Abstract
The aim of this paper is to examine the influences on IT architecture decisions by viewing it through the lens of Institutional Theory and of Strategic Choice Theory, using the comparative case studies. Institutional influence can be the result of an external action or of something internal within the organizational, whereas strategic influence is related to the voluntary behavior of managers. The case of a large-scale company, where there is extensive internal policy formalization, was compared to a midsize company with a less mature architecture level. In spite of their differences as to the use of IT architecture, similar findings appeared in both organizations concerning these two influences. Both types of influence act together: the strategic type was most mentioned during interviews, whereas the institutional type appeared in decisions related to innovation and risks.
Highlights
Key decisions in the field of information technology (IT) can be classified under five categories: principles, architecture, infrastructure, applications and investments (WEILL, ROSS, 2004)
Through study of the two cases, it was possible to understand relevant management practices to assist in the evolution of stages of maturity of IT architecture
In the case of company BETA, the initiative to formalize through documentation, ERP
Summary
Key decisions in the field of information technology (IT) can be classified under five categories: principles, architecture, infrastructure, applications and investments (WEILL, ROSS, 2004). IT architecture is an important aspect in constantly changing environments that must be agile when building new systems that meet business needs. Amongst potential benefits arising from the adequate construction and management of IT architecture are the ability to efficiently share information as to business processes, the ability to respond quickly to changes in technology that result from business needs, a reduction in IT costs due to economies of scale, standardization and sharing of resources (UNITED STATES, 2004). Striving for theoretical foundations in fields of knowledge outside the scope of technology contributes to theoretical and practical enrichment around the topic, by integrating IT knowledge fields and organizational studies. One possibility is neoinstitutionalist theory, Powell and DiMaggio’s (1991), which emerged as a counterpoint to theories that addressed organizational managers and organizations as rational actors, such as the Strategic Choice
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