ENTERPRISE ARCHITECTURE ARTIFACTS FACILITATING THE STRATEGY PLANNING PROCESS FOR DIGITAL TRANSFORMATIONS: A SYSTEMATIC LITERATURE REVIEW AND MULTIPLE CASE STUDY

Abstract

The exploitation of new value propositions enabled by disruptive digital technologies—also known as digital transformations—influences the configuration of people, processes, and technology in a firm and must be considered in the enterprise’s strategy. Strategy planning, i.e., the process that determines strategy, is facilitated by enterprise architecture (EA). Hence, strategic plans are reflected in EA documents called artifacts. Our research identified fifteen EA artifacts that facilitate digital transformations’ strategy planning process through a systematic literature review. Furthermore, a multiple case study in the financial services sector was carried out to verify our theoretical findings. The case organizations show a fragmented implementation of EA artifacts, with each organization having established its own, almost unique, way of using them. Only four of the theoretically conceptualized artifacts were found in all organizations. Moreover, two EA artifacts used in all case organizations were not included in our theoretical conceptualization. In combination with the empirical research, the systematic literature review leads to an improved understanding of EA artifacts and their use in the strategy planning process for digital transformations.