Critical Characteristics of Enterprise Architects Influencing

Stakeholder Engagement Effectiveness

Rod Dilnutt

, ABM Nayeem

, Maryam Alshehri

, Sherah Kurnia

and William Yeoh

School of Computing and Information Systems, The University of Melbourne, Melbourne, Australia

Lee Shau Kee School of Business and Administration, Hong Kong Metropolitan University, Ho Man Tin, Hong Kong

Keywords: Enterprise Architect, Enterprise Architecture (EA), EA Capability, Stakeholder Engagement, Business-IT

Alignment (BITA).

Abstract: Enterprise architecture (EA) aims to enhance business performance through effective IT deployment.

Aligning business strategy with IT requires artefacts for business operations and decision-making.

Engagement between enterprise architects and stakeholders is crucial for success, yet the characteristics of

successful architects have been understudied. This paper explores these characteristics using resource- and

capacity-based theories. It seeks to identify traits that influence engagement effectiveness and presents a

theoretical model. The study involved two phases: a literature review creating a descriptive model and an in-

depth case study with 17 interviews to refine it. The research identifies 11 generic engagement factors and

five potentially specific to the studied organization. The resulting model, focusing on the banking industry, is

the first to highlight the traits of effective enterprise architects. Further empirical research is needed to validate

and calibrate these factors across various contexts, industries, and economic environments.

1 INTRODUCTION

Enterprise architecture (EA) is an organisational

practice designed to enhance business performance

by strategically planning and implementing

information technology (IT). This is achieved by

utilising artefacts that depict an organisation from a

unified business and IT perspective (Kurnia et al.,

2021). EA offers substantial advantages to

organisations striving for continuous improvement in

business outcomes and is regarded as a vital element

in deploying IT resources (Kotusev, 2020; Land et al.,

2008). Furthermore, resource- and capability-based

views posit that organisational resources, including

human capital, significantly contribute to business

performance (Barney, 1991; Leiblein, 2011).

Research has shown a positive relationship

between the degree of business and IT alignment

(BITA) and positive business financial and

https://orcid.org/0000-0003-4617-3743

https://orcid.org/0009-0004-3799-0893

https://orcid.org/0009-0001-8902-1902

https://orcid.org/0000-0003-4232-3580

https://orcid.org/0000-0002-2964-4518

organisational results (Chau, 2020; Luftman et al.,

2017; Gerow et al., 2014; Yayla and Hu, 2012; Chan

et al., 2006). Several benefits have been identified

from robust BITAs, such as increased agility (Tallon

and Pinsonneault, 2011) and improved financial

performance (Gerow et al., 2014), which contribute

to overall organisational success (Luftman et al.,

2017; Gerow et al., 2014; Yayla and Hu, 2012; Chan

et al., 2006). Notably, Kappelman et al. (2021)

highlighted BITA as the second most critical IT

management issue from 2009 to 2020.

The rapidly evolving competitive business

landscape, driven by digitisation, underscores the

importance of close BITA within organisations (Li et

al., 2016). As a result, many organisations have

implemented EA practices to enhance this alignment.

Achieving such alignment and consequently

improving business outcomes necessitates

organisational capabilities to bridge business-IT

Dilnutt, R., Nayeem, A., Alshehri, M., Kurnia, S. and Yeoh, W.

Critical Characteristics of Enterprise Architects Inﬂuencing Stakeholder Engagement Effectiveness.

DOI: 10.5220/0013351200003929

Paper published under CC license (CC BY-NC-ND 4.0)

In Proceedings of the 27th International Conference on Enterprise Information Systems (ICEIS 2025) - Volume 2, pages 867-874

ISBN: 978-989-758-749-8; ISSN: 2184-4992

867

communication gaps and deploy IT infrastructure that

supports business objectives (Chau, 2020). Drawing

from resource- and capability-based theories

(Leiblein, 2011; Barney, 1991), we argue that

enterprise architects represent unique resources that

significantly enhance organisational capabilities.

These resources are difficult to replicate when EA

practices are integrated into the organisational

framework as the effectiveness of interactions

between enterprise architects and business and IT

stakeholders relies on the enterprise architect’s ability

to communicate proficiently with both groups.

While previous studies have acknowledged the

significance of engagement in effective EA practice

and the difficulties in achieving it (Nayeem et al.,

2023; Al-Kharusi et al., 2021; Kurnia et al., 2021),

there is a lack of understanding regarding the specific

individual characteristics exhibited by successful

enterprise architects. Exploring these characteristics

is crucial for advancing the current literature and

comprehending this essential aspect of EA practice.

Consequently, this study investigates characteristics

of enterprise architects that foster effective

stakeholder engagement, positioning these architects

as unique and valuable resources that enhance IT

enablement capability. The paper addresses the

questions, (1) What are the critical characteristics to

be the curator of enterprise architecture of an

organization? (2) How these characteristics influence

stakeholder engagement effectiveness to enhance an

organisation’s EA capability?”

This paper reviews the current literature in order

to identify and synthesise the critical characteristics

of effective enterprise architects. The goal is to create

a descriptive model for effective stakeholder

engagement, with the aim of enhancing an

organisation’s Enterprise Architecture (EA)

capability. The paper will then discuss the findings

within the context of current EA literature and

conclude by outlining the theoretical and practical

contributions of the study, as well as suggesting

potential directions for future research.

2 BACKGROUND

The rapid advancement of digitisation in today’s

competitive business environment has amplified the

need for tighter BITA within organisations (Li et al.,

2016). EA has become a critical practice in achieving

this alignment, yet the effectiveness of EA largely

depends on the engagement between enterprise

architects and stakeholders. Prior research indicates

that successfully identifying IT systems and

infrastructure requirements hinges on the interactive

communication and collaboration between these

parties (Kurnia et al., 2021; Kurnia et al., 2020). This

engagement bridges IT-business communication gap,

which is crucial for deploying IT infrastructure

supporting business goals (Chau, 2020). Despite the

recognised importance of engagement in EA practice,

there remains a lack of understanding about the

specific individual characteristics enterprise

architects exhibit, reflecting the organisation’s EA

capability in practice.

Hitherto, there is a lack of specific information in

existing literature on the characteristics displayed by

enterprise architects to enhance engagement

effectiveness. This gap in research is significant

because a lack of engagement is seen as a major

obstacle to achieving BITA (Kurnia et al., 2021;

Banaeianjahromi and Smolander, 2019; Schmidt and

Buxmann, 2011; Ambler, 2010; van der Raadt et al.,

2010; Ross, 2006). While some recent studies have

touched on engagement from a broader perspective,

there is a clear need for more specific discussion on

the characteristics needed. Karpovsky (2015)

highlighted that very little is known about what

organisational actors actually do, and Al-Kharusi et

al. (2021) noted a scarcity of studies uncovering the

factors dominating the engagement between

enterprise architects and stakeholders. Kurnia et al.

(2020) have identified critical roles performed, but

they do not provide insight into the characteristics at

play when performing these roles. Furthermore,

research remains silent on the specific characteristics

displayed by enterprise architects that influence

engagement effectiveness. The existing literature

emphasises the need to acquire a wide range of skills

in technical, business, social, managerial, and

political fields (Al-Kharusi et al., 2021; Ullrich et al.,

2021; Ylinen and Pekkola, 2020). However, it does

not explicitly identify the individual characteristics

that come into play when applying these skills in

practice, which can potentially influence

engagement. Besides, while some authors have

highlighted the challenges in engagement between

enterprise architects and stakeholders, they offer

minimal advice on the causes or how to overcome

these problems (Seppänen, 2018; Lohe and Legner,

2014; Lucke et al., 2012).

This study aims to address the current knowledge

gaps by identifying the interpersonal characteristics

of influential enterprise architects. It seeks to enhance

our understanding of how these traits contribute to

successful stakeholder engagement and the

achievement of business-IT alignment (BITA) to

elevate the organisation’s Enterprise Architecture

ICEIS 2025 - 27th International Conference on Enterprise Information Systems

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(EA). This research will not only fill a critical gap in

EA literature but also provide practical insights that

can improve the selection and development of

enterprise architects as the organisational resources

underpinning this unique capability. It will offer a

theoretical model that synthesises the characteristics

of effective enterprise architects.

3 LITERATURE REVIEW

We conducted a detailed review of the literature and

analysed the themes to identify the characteristics of

enterprise architects and their effectiveness in

engaging stakeholders to enhance enterprise

architecture capability. Our research involved a

comprehensive literature search using combinations

of keywords – 'enterprise architecture', 'engagement',

'characteristics', 'competency', 'personality traits',

'habits', 'behaviour', 'alignment', 'business', 'enablers',

and 'blockers' – in publications from 2010 onwards.

We carefully selected and reviewed peer-reviewed

English publications, including conference

proceedings, journal papers, and book chapters,

excluding non-English articles, duplicates, and brief

papers. We thoroughly examined titles and abstracts

to select relevant submissions. To maintain quality

and avoid errors, we conducted the analysis in a

random order. Out of 174 articles reviewed, we

shortlisted 24 papers specifically focused on

enterprise architects, stakeholder management, and

organisational EA.

3.1 Synthesis of the Characteristics

We summarised the important points relevant to our

research questions and identified ten characteristics

of enterprise architects that support effective

stakeholder engagement, as outlined in Table 1.

These characteristics impact the interpersonal

interactions and communication significantly, which

in turn greatly influence the effectiveness of

engagement between business and IT stakeholders.

Our literature review also shows that several authors

have proposed models for categorising engagement

(Al-Kharusi et al., 2021; Banaeianjahromi and

Smolander, 2019; Levy, 2014). Drawing from Strauss

(1998), we found that most models’ category labels

were informed by frameworks proposed by Levy

(2014), who suggested that psychological and

behavioural aspects and beliefs are primary

motivators for promoting user participation in

enterprise architecture. Our analysis of these models

led us to propose an improved categorisation

framework, grouping these characteristics into three

categories: practice, behavioural, and psychological.

Table 1 presents the literature synthesis of

characteristics of enterprise architects affecting

stakeholder engagement. The discussions of the

critical characteristics that influence stakeholder

engagement effectiveness are as follows.

3.2 Discussions of the Characteristics

3.2.1 Practice-Related Characteristics

Business understanding, risk awareness, and depth of

technical knowledge—are identified as practice-

related characteristics of enterprise architects,

grounded primarily on resource-based theory (RBT)

and capability-based theory (CBT). RBT underscores

the importance of valuable resources, such as

knowledge of business operations, the ability to

manage risks, and technical expertise and knowledge

that contribute to an organisation's competitive

advantage (Barney, 1991). Building on RBT, CBT

emphasises the processes and routines that deploy

these resources effectively (Teece et al., 1997).

Understanding business operations, effective risk

management processes, updating technical

knowledge, and applying frameworks are capabilities

that enable the enhancement of overall EA practice.

Aligned with RBT and CBT, Shang and Seddon

(2002) emphasised managerial capabilities as

essential for effective resource allocation, operational

monitoring, and strategic decision-making.

Business Understanding: EA practices are

shaped by the operational structures of businesses and

their comprehension of business policies and the

political environment. Enterprise architects are

responsible for prioritising planning decisions related

to business transformation, meeting stakeholder

needs, designing solutions, and engaging with service

providers (Nakakawa et al., 2021). Successfully

translating business strategies into IT infrastructure

requires a deep understanding of the business

environment, which helps in building trust with

stakeholders (Kappelman et al., 2021; Kempegowda

and Chaczko, 2018; Chau, 2020). The perceived

ability of an enterprise architect to understand the

business operating environment will impact the level

of trust stakeholders have in the advice provided by

the enterprise architect (Chau, 2020).

Risk Awareness: Recognising and managing

risks is critical for business leadership. An enterprise

architect’s ability to identify risks in current and

proposed solutions significantly impacts stakeholder

perceptions of EA value. The Open Group (2018)

Critical Characteristics of Enterprise Architects Inﬂuencing Stakeholder Engagement Effectiveness

869

Table 1: Synthesis of critical characteristics of successful enterprise architects.

highlights risk as central to EA development, with

risk assessment addressing threats from change

mismanagement (Breithaupt et al., 2021). It is

recognised that proactive prediction, assessment, and

mitigation of risks are critical for preventing crises

(Kurnia et al., 2021; Ylinen and Pekkola, 2020;

Kempegowda and Chaczko, 2018).

Depth of Technical Knowledge: It is crucial for

enterprise architects to keep their technical

knowledge up to date (Drews et al., 2017).

Information technology knowledge is a critical

component of an effective EA practice. Mastering

frameworks such as TOGAF and the Zachman

Framework requires substantial technical expertise

(Kempegowda and Chaczko, 2018; Marth et al.,

2018; Preez et al., 2018). Stakeholders’ trust in the

technical proficiency of enterprise architects is

essential for effective BITA.

3.2.2 Behavioural Characteristics

The behavioural traits and beliefs of enterprise

architects are crucial for effective stakeholder

engagement (Levy, 2014). Our thematic analysis

identified five behavioural characteristics of

enterprise architects to drive effective stakeholder

engagement, as summarised below. They are

grounded in behavioural theories such as

transformational leadership theory (TRT), along with

RBT and CBT. According to TRT, enterprise

architects can create and communicate a compelling

vision for the future of EA in the organisation, inspire

and motivate stakeholders to embrace and support EA

initiatives, encourage innovative thinking and

problem-solving in EA practices, and provide

mentorship and support to team members involved in

EA projects (Bass and Avolio, 1994; Bass, 1985;

Burns, 1978).

Broad Communication Skills: Effective

communication is key component of transformational

leadership, involving the motivation and inspiration of

stakeholders (Bass and Avolio, 1994). Communication

skills are valuable assets (Barney, 1991), and effective

communication processes are capabilities (Teece et al.,

1997) that can significantly boost an organisation’s

competitive advantage. Research shows that many EA

challenges are non-technical and involve engaging

stakeholders in the EA implementation process as a

significant hurdle (Uludağ et al., 2019; Chuang and

Loggerenberg, 2010). Improving internal

communication with staff and other involved parties

can help alleviate these issues (Banaeianjahromi and

Smolander, 2019; Marth et al., 2018; Strano, 2007).

Also, lack of communication is a significant barrier to

Business-IT alignment (BITA) and EA deployment

(Hansen et al., 2011).

Team Engagement: Enterprise architects need to

work closely with teams to provide expert advice,

advocate for EA initiatives, and garner support

(Mapingire et al., 2018). It’s important for them to

encourage collaboration among teams and provide

guidance and mentorship to ensure that all

stakeholders feel involved in the change process

Articles

Business

Understanding

Risk

Awareness

Depth of

technic al

knowledge

Broad

communication

skills

Team

Engagment

Leadership

Ability

Embracement

of Change

Role

Enforcement

Comfort with

Complexity

Emotional

Intelligence

Al-Kharusi et al., 2021 ×

Banaeianjahromi & Smolander, 2019 ×

Breithaupt et al., 2021 × ××

Chuang & Loggerenberg, 2010 ××××

Drews et al. 2017 ××

Du et al., 2019 ××

Gerster et al., 2021 ×

Hansen et al., 2011 ×

Kappelman et al., 2021 ×

Kempegowda & Chaczko, 2018 ××× × ×

Kurnia et al. 2021 ××××

Lamanna & Kurnia, 2022 ××

Mattke et al., 2019 ××

Marth et al., 2018 ×× ×

Mapingire et al., 2018 ××××

Mocker & Boochever, 2 020 ××

Nakakawa et al., 2010 ×

Preez et al., 2018 ×××

Rouhani et al., 2013 ×

Steghuis & Proper, 2008 ×

Strano & Rehmani, 2007 ××××

Uludağ et al. 2019 ××

Ullrich et al., 2021 ××

Ylinen & Pekkola, 2020 ××××

Practice Behavioural Psychological

ICEIS 2025 - 27th International Conference on Enterprise Information Systems

870

(Mattke et al., 2019; Mapingire et al., 2018). The

ability to engage with teams effectively is a valuable

skill set (Barney, 1991), and the processes involved

in engagement are crucial capabilities (Teece et al.,

1997) for leveraging EA expertise to influence

business stakeholders.

Leadership Ability: Enterprise architects often

require formal authority despite the implied

leadership authority (Kotusev et al., 2023). Effective

enterprise architects must eradicate negative

perceptions about EA and effectively resolve

stakeholder conflicts. Their leadership skills,

motivation, and active engagement in the change

process are essential for fostering trust and

influencing stakeholder decision-making (Ylinen and

Pekkola, 2020).

Embracement of Change: Enterprise architects

are considered “change agents,” who advocate for

and manage organisational change (Al-Kharusi et al.,

2021; Ullrich et al., 2021; Kempegowda and

Chaczko, 2018; Marth et al., 2018; Preez et al., 2018;

Strano, 2007). Their role involves promoting change

opportunities and ensuring that stakeholders

understand the necessity of change. Navigating and

leading change is vital for effective engagement

(Mapingire et al., 2018).

Role Enforcement: Enterprise architects are

responsible for the stewardship of policies,

guidelines, and standards as governance instruments

(Kempegowda and Chaczko, 2018; Kurnia et al.,

2021). This governance role can be perceived

negatively by stakeholders, impacting engagement

effectiveness. Therefore, enterprise architects must

avoid behaviours that foster negative perceptions and

hinder collaboration (Lamanna and Kurnia, 2022;

Ylinen and Pekkola, 2020).

3.2.3 Psychological Characteristics

Psychological factors play a pivotal role in

stakeholder engagement, significantly influencing

interpersonal interactions (Levy, 2014). Comfort

Theory (Kolcaba, 2003) underscores that comfort can

influence how individuals cope with complex and

stressful situations (Lin et al., 2023), and stepping

outside one’s comfort zone is crucial in developing

resilience, adaptability, and self-efficacy (Page,

2020). Emotional intelligence has a significant

positive impact on psychological well-being (Carmeli

et al., 2009) and affects how well leaders perform in

the workplace (Goleman, 1995). Al-Kharusi et al.

(2021) emphasised that personal preferences and

beliefs are fundamental motivators for participating

in EA activities. Understanding and leveraging these

psychological factors can significantly enhance the

effectiveness of stakeholder engagement in EA,

eventually improving organisational outcomes. The

following two psychological characteristics have

been identified in our analysis.

Comfort with Complexity: Organisations

increasingly rely on complex business systems and

technical infrastructures in the modern landscape.

These involve multiple stakeholders with diverse

interests in business, IT, strategic visions, and

capabilities. Digital transformation further amplifies

this complexity. Gerster et al. (2021) emphasised that

effective EA necessitates a holistic perspective to

align IT and business needs, addressing complexities

at multiple levels. Enterprise architects are at the

forefront of navigating this complexity when

designing and implementing EA solutions. With

limited time and resources, they must adopt a broad

outlook to manage the complexities of legacy systems

and IT infrastructure. Successfully designing and

delivering the necessary IT infrastructure requires

understanding current and future complexities. An

ability to work within this complex environment and

engage with diverse stakeholder views and

expectations is crucial for integrity and engagement.

Emotional Intelligence: Emotional intelligence

is the ability, capacity, or skill to perceive, assess, and

manage one’s own emotions and those of others in a

group context. The literature recognises it as a key

factor in interpersonal and social relationships.

According to Goleman (1995), successful leadership,

which involves emotional intelligence, is highly

correlated with human performance and

psychological makeup. The role of the enterprise

architect as a change agent, linking business and IT

stakeholders, requires a high level of emotional

intelligence, self-awareness and social awareness to

build trust, exert influence, and engage stakeholders

(Breithaupt et al., 2021; Du et al., 2019; Preez et al.,

2018; Strano, 2007).

4 CONCEPTUAL MODEL

Our literature review identifies ten critical

characteristics of enterprise architects that impact

stakeholder engagement effectiveness to enhance an

organisation’s EA capability. These characteristics

are presented in the proposed conceptual model of

effective enterprise architects in Figure 1. As depicted

in Figure 1, we conjecture that:

P1: The extent of practice-related characteristics

of an enterprise architect influences organisation’s

EA capability.

Critical Characteristics of Enterprise Architects Inﬂuencing Stakeholder Engagement Effectiveness

871

Figure 1: Conceptual model of enterprise architects’ critical characteristics.

P2: The extent of behaviour-related

characteristics of an enterprise architect influences

organisation’s EA capability.

P3: The extent of psychological characteristics of

an enterprise architect influences organisation’s EA

capability.

Identifying and understanding the ten critical

characteristics of enterprise architects that affect

stakeholder engagement effectiveness has important

implications for theory and research. Further

theoretical advancements can be made by exploring

how these characteristics, which include practical,

behavioural, and psychological dimensions, impact

EA capability and its influence on BITA (Business-

IT Alignment). This understanding can enhance

existing EA frameworks and theories by integrating a

nuanced understanding of how individual traits and

professional competencies drive stakeholder trust and

engagement. From a research perspective, this could

lead to the development of targeted strategies for

training and development programs, and improve the

effectiveness of EA practices by addressing practice-

related, behavioural, and psychological factors.

Additionally, this research can lead to the creation of

robust measurement tools to assess the influence of

these characteristics on EA outcomes, paving the way

for evidence-based improvements in organisational

EA practices.

Furthermore, the research proposals provide a

basis for future studies to validate the connections

between these traits and engagement effectiveness,

contributing to a more thorough model of EA success

factors. The ongoing research will investigate the

importance of each trait in EA engagement through

empirical studies, aiming to confirm the theoretical

framework and evaluate these traits of enterprise

architects in influencing stakeholder engagement

effectiveness to improve EA capability. We plan to

use a case-study approach that integrates primary data

from structured interviews, site visits, and direct

observations, along with secondary data from

organisational documents. Finally, this research

effort aims to create a tool to measure EA capability,

helping organisations develop targeted training

programs and strategies for recruiting and cultivating

EA resources.

5 CONCLUSIONS

The current body of work highlights the important

interaction between enterprise architects and business

stakeholders. However, there is a lack of

understanding regarding the specific characteristics

displayed by successful enterprise architects. This

research aims to pinpoint and comprehend these

distinctive individual characteristics that affect the

effectiveness of engagement in enterprise architects.

Our extensive literature review has identified ten

crucial characteristics linked to enterprise architects

that influence engagement effectiveness. These

characteristics fall into three main categories:

practice, behavioural, and psychological. These

findings have guided our conceptual framework and

laid the groundwork for further empirical

investigation. This study contributes to the literature

by deepening our understanding of the critical

characteristics of enterprise architects. The proposed

descriptive model represents a novel

conceptualisation of individual characteristics in EA

practice, positioning enterprise architects as distinct

organisational resources.

Influence

Characteristics of Effective Enterprise Architects

Psychological

Comfort with Complexity Emotional Intelligence

Behavioural

Embracement of Change

Broad Communication Team Engagement Leadership Ability

Role Enforcement

Practice

Business Understanding Risk Awareness Technical Knowledge

Stakeholder Engagement

Effectiveness

Organisation’s EA Capability

• Business IT Alignment

• Business Outcome

Enhance

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872

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