This article builds upon the dynamic capabilities view and argues that firms that developed their dynamic capabilities using enterprise architecture (EA) are better equipped to cope with the COVID-19 shock. An online survey collected data from 414 senior practitioners, business and IT managers, and executives. The study’s research model containing three hypotheses was assessed by applying Partial Least Squares (PLS) structural equation modeling (SEM), PLS-SEM. Outcomes point out that dynamic capabilities driven by EA enhance the firm’s digital dynamic capability and, therefore, the competencies to manage digital technologies. This capability subsequently enhances the firms' operational digital ambidexterity. Also, outcomes show that operational digital ambidexterity significantly impacts business value. This study advances our knowledge and insights on developing EA-driven dynamic capabilities under COVID-19 and unfolds key areas where decision-makers should invest in enhancing business value.

Enterprise Architecture (EA) allows firms to create value on the firm and operational levels. This paper argues that firms’ EA-driven dynamic capabilities lead to innovative value-creating actions and, ultimately, improve organizational benefits. Hence, we propose a theoretical model that explains how these dynamic capabilities enable the innovativeness of firms. Moreover, we explain the contingent role of an organic firm structure and its relation to firm innovativeness. Data within this study is collected from 299 CIOs and IT managers. This study uses a variance-based approach and a complementary fuzzy-set qualitative comparative analysis (fsQCA) to analyze the model’s hypothesized relationships. Our study outcomes demonstrate a positive relationship between EA-driven dynamic capabilities and firms’ innovativeness as well as between innovation and organizational benefits. Our post-hoc analyses using fsQCA reveal various circumstances in which organic firm structure and valuable, rare, inimitable, and non-substitutional (VRIN) firm resources are particularly relevant for firms to obtain high levels of firm innovativeness.

In recent years, the literature has emphasized theory building in the context of Enterprise Architecture (EA) research. Specifically, scholars tend to focus on EA-based capabilities that organize and deploy organization-specific resources to align strategic objectives with the technology’s particular use. Despite the growth in EA studies, substantial gaps remain in the literature. The most substantial gaps are that the conceptualization of EA-based capabilities still lacks a firm base in theory and that there is limited empirical evidence on how EA-based capabilities drive business transformation and deliver benefits to the firm. Therefore, this study focuses on EA-based capabilities, using the dynamic capabilities view as a theoretical foundation, and develops and tests a new research model that explains how dynamic enterprise architecture capabilities lead to organizational benefits. The research model’s hypotheses are tested using a dataset that contains responses from 299 CIO’s, IT managers, and lead architects. Based on this study’s outcomes, we contend that dynamic enterprise architecture capabilities positively enhance firms’ process innovation and business–IT alignment. These mediating forces are both positively associated with organizational benefits. The firms’ EA resources and specifically EA deployment practices are essential in cultivating dynamic enterprise architecture capabilities. This study advances our understanding of how to efficaciously de-lineate dynamic enterprise architecture capabilities in delivering benefits to the organization.

Background: There is a limited understanding of information technology’s (IT) role as an enabler of patient agility and the department’s ability to respond to patients’ needs and wishes adequately. Objective: This study aims to contribute to the insights of the validity of the hypothesized relationship among IT resources, practices and capabilities, and hospital departments’ knowledge processes, and the department’s ability to adequately sense and respond to patient needs and wishes (ie, patient agility). Methods: This study conveniently sampled data from 107 clinical hospital departments in the Netherlands and used structural equation modeling for model assessment. Results: IT ambidexterity positively enhanced the development of a digital dynamic capability (β=.69; t4999=13.43; P<.001). Likewise, IT ambidexterity also positively impacted the hospital department’s knowledge processes (β=.32; t4999=2.85; P=.005). Both digital dynamic capability (β=.36; t4999=3.95; P<.001) and knowledge processes positively influenced patient agility (β=.33; t4999=3.23; P=.001). Conclusions: IT ambidexterity promotes taking advantage of IT resources and experiments to reshape patient services and enhance patient agility.

In the current turbulent and unpredictable markets, competitive advantage can no longer be achieved through high product quality or efficient processes alone