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The organisational adoption and use of Enterprise Architecture (EA) are pursued by enterprises aiming to improve their digital services and overall performance by aligning IT with processes. Nevertheless, despite the increasing interest in EA, it is still not widely used. Prior research provides explanations of institutional elements enabling or inhibiting EA adoption and use but does not provide concrete suggestions on facilitating EA adoption. This paper suggests different types of institutional work that can strengthen the use of EA, addressing central challenges met by EA initiatives. Specifically, the paper presents evidence from a longitudinal case study on the introduction of EA in the hospital sector in Norway. We show how institutional work can mitigate the inherent challenges of EA initiatives and thereby speed-up and strengthen the use of EA in organisations. [ABSTRACT FROM AUTHOR]

Realizing the potential of digital technologies in hospital care requires collaborative innovation among multiple actors both within and beyond hospitals. Our research investigates the question: what does it take to foster collaborative innovation within a traditionally siloed and closed health information infrastructure? Empirical findings are derived from three cases, which we analyze by focusing on how innovation relates to interfaces with hospitals' information infrastructures. We draw on literature on digital platforms and innovation ecosystems and focus on the notion of boundary resources to characterize these innovation interfaces. While this notion has mainly addressed the concerns of platform owners for 'securing' and 'resourcing' their platforms, our analysis also points to resources related to peripheral actors' needs, specifically 'discovering' and 'vesting' resources. Discovering resources assist innovators in making sense of possibilities and limitations, while vesting resources relate to value appropriation. These resources are crucial for collaborative innovation in existing hospital information infrastructures. [ABSTRACT FROM AUTHOR]

In an increasingly digital world, introducing new interorganizational systems requires establishing associations and relying on contributions of multiple actors that control existing technical solutions. This article examines the question: "how can large-scale system implementations across multiple organizations be governed in situations of distributed control over components?". To answer this question, we present the findings of a longitudinal case study on the introduction of e-prescription in Norway over a 14-year period. The findings point to complementary architectural and managerial arrangements that make possible a polycentric governance approach. This work contributes to research on Information Systems Governance by providing insights relevant to mandating large-scale system implementations across organizations by mobilizing and orienting multiple contributors that control various preexisting solutions. [ABSTRACT FROM AUTHOR]