Enterprise architecture (EA) is a strategic approach to manage the digital transformation processes in large-scale organizations. Organizations aim at providing a holistic view of business, technology, and information by adopting EA. Although EA is now well established as a practical digital transformation facilitator, some organizations fail to achieve its benefits. Due to its diverse nature, a lack of shared understanding of EA is one highly cited challenge in its literature. Indeed, during the EA adoption, each actor tries to define EA in a way that fulfills her/his own interests. Therefore, there is a risk of failing to achieve the organizational holistic view in this condition. Through a case study in one large-scale public-sector organization in Norway, we illustrate how different EA stakeholders influence EA's understanding. In addition, by adopting the organizational influence process theory, we explain the reason why EA failed in the studied case.