Abstract

This paper studies on how enterprise architecture (EA) is used as a tool to assist organizational reform. In particular, we examine how institutional factors influencing organization change process through an EA project. We conduct a qualitative case study and use institutional theory as a lens to analyze data from an organization. This analysis offers insights about how exogenous and endogenous factors influence organizational change, and how organizational structures get shaped, diffused, and institutionalized. Our study provides understanding how stakeholders are involved in project activities in multiple levels and phases of the institutionalization process; namely innovation phase, theorization phase, diffusion phase, and institutionalization phase.

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