Abstract
Enterprise architecture (EA) is one of the most important and effective tools for delivering high-quality e-government services to citizens. In this study, we used organizational performance and change theory to determine factors that contribute to the successful implementation of EA. We classified these factors as one of two types: transformation change (TFC) and transactional change (TSC). To identify these factors, we collected survey data from Korean public sectors that have implemented EA for years. Results show that while EA management systems (EAMS) and EA guidelines directly affect EA performance, laws and regulations, and EA organization exert an indirect effect. Further, top management support had both direct and indirect effect on EA performance. Ultimately, the findings produced by this study have implications for government institutions that plan to implement EA.
Highlights
As advances in information technology continue to accelerate, the public continues to demand an ever-increasing level of information technology (IT)-based services
One study that is largely representative of this avenue of research derived and summarized e-government success factors based on a review of salient literature [16]
In proposing our research model, we expected the opposite—that the effects of transformation change (TFC) factors would be greater than those produced by transactional change (TSC) factors
Summary
As advances in information technology continue to accelerate, the public continues to demand an ever-increasing level of information technology (IT)-based services. The complexity and difficulties associated with IT management have grown in parallel To overcome these challenges, many countries have attempted to increase their efficiency through the use of enterprise architecture (EA) in the provision of e-government services. Researchers should adopt an organizational perspective when studying EA because such a perspective accounts for how a technology is implemented, and how it affects diverse interest groups within organizations. Given these shortcomings of past research in this domain, we attempted to identify and empirically validate factors that contribute to the successful implementation of EA in the context of organizational change. On the basis of these concepts, we explore the relationship between two different types of success factors
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