Enterprise architecture can be defined as the developed scheme for business activities and IT capabilities revealing the standardization and integration requirements of the organizational operating model (Enterprise Architecture Center, 2010). In this regard, the information system is viewed as more as a strategic exercise, rather than a technical one.
It explains the roles and contributions made by IT structures (Enterprise Architecture Center, 2010). However, this vision is not consistent with existing organizational policies that increase productivity and introduce advanced levels of management.
On the contrary, the main aspects of the presented model can discourage social interaction within an organization, misinterpret the role of IT in advancing company’s productivity, and create problems with the decision-making process.
While evaluating social and technical gaps as presented by Enterprise Architecture Center (2010), one should note that it fails to define accurately the role of IT in carrying out business. Particularly, introducing the best technological novices cannot be considered as the most effective IT strategy.
The point is that managers should strike the balance between IT advancement and training programs introductions to reconcile knowledge management and technological side. In this regard, organizational issues should be tackled equally with the technological ones, being more concerned with effect that software and automation process have on organizational behavior and development (Nobel, 2010).
Similar problem is connected with organization management and role of software in knowledge management. According to Jenkins et al. (2005), the effectiveness of enterprise architecture systems relies on three pillars: content management, collaboration, and culture.
The latter is missing in interpretation provided by Enterprise Architecture Center (2010), where primary emphasis is focused on advancing information-based systems rather re-shaping organizational behaviors with regard to the on-going changes.
The majority of managers firmly believe that introducing changes and encouraging technology advancement can solve their organization problems, particularly the pitfalls of a decision-making process. In this respect, Nobel (2010) asserts, “[t]echnologies that make the acquisition of information easier at the lower level of the hierarchy are association with a decentralization of the decision-making process” (n. p.).
Despite rapid development of communication technologies which, to some extent, promote problem-solving, technology is still evaluated within one dimension that disregards its role in industry performance, productivity, and academic studies (Picot et al., 2008, p. 157). Wrong perception of this category causes a managers’ failure to consider manifold effects of technology on communication and social interaction.
More important, a multidimensional assessment matters not only for companies’ productivity and organization, but also for labor market situation where communication technology and information access influence salary distribution (Bernus et al., 2003, p. 617).
In general, information technology is still a core component of any modern organization and, therefore, managers should take a closer look at the problem of building IT infrastructure.
While assessing the outlook presented by Enterprise Architecture Center (2010), it can be concluded that the dominance of operating model can hamper social interaction and communication, decentralize the decision making productivity and decrease the levels of company’s productivity within an organization.
The investigation has proved that an excessive focus on technology integration and negligence of social issues and organizational behavior will not positively contribute to the improvement of organizations’ strategic frameworks.
Consequently, multidimensional effects of technology on knowledge management and enterprise infrastructure should be deeply analyzed to fill in the gaps of organizational development and information management.
Reference List
Bernus, P., Nemes, L., and Schmidt, G. (2003). Handbook on Enterprise Architecture. US: Springer.
Enterprise Architecture Center (2010) Enterprise Architecture Organizational Readiness and Change Management. Web.
Jenkins, T., Kohler, W., and Shackleton, J. (2005). Enterprise content management methods: what you need to know. US: Open Text Corporation.
Nobel, C. (2010) How IT Shapes Top-Down and Bottom-Up Decision Making. Working Knowledge: Harvard Business School. Web.
Picot, A., Reichwald, R., and Wigand, R. (2008). Information, organization and management. US: Springer.