Enterprise architecture management is considered a valuable means to guide the consistent design and evolution of increasingly complex information systems. Despite existing research on EAM methods and models, organizations often face serious difficulties making EAM effective. The paper proposes to take organizational culture as a highly aggregated construct describing the context of EAM initiatives for building situational - or for that matter culture sensitive EAM methods - into account. We find that organizational culture significantly moderates the impact of EAM’s design on EAM’s success. In group culture, hierarchical culture and developmental culture it is essential to develop EAM from a passive into an actively designing approach to make it effective. Particularly in group culture it is rewarding to strive for an EAM approach that impacts stakeholders outside the IT department.