Factors of organizational adoption of enterprise architecture in Malaysian public sector: a multi group analysis

The relevant importance of enterprise architecture (EA) to an organization has gained the attention of the public sector. However, its adoption rate remains slow on the uptake. Thus, this study aims to investigate the various factors associated with adoption intention based on the technological, organizational and environmental framework for federal and state types of public organizations to provide greater predictive accuracy and relevance of EA adoption in Malaysia’s public sector (MPS) context.

An empirical study was conducted through an online survey in Malaysia. Based on 255 samples from public organizations throughout Malaysia, a multigroup analysis with partial least square structural equation modeling was performed to identify the respective influencing factors for adopting EA by federal and state organizations in the Malaysian public sector.

Five organizational factors (clear communication, normative pressure, expected benefit, good governance and organization size) and two environmental factors (coercive pressure and mimetic pressure) were found to be significant factors influencing adoption intention for EA. Additionally, clear communication and coercive pressure were noted to be significant factors influencing adoption for both federal and state organizations. Other significant factors for federal organizations include expected benefit and normative pressure, whereas for state organizations, another significant influencing factor was good governance. The predictive accuracy for federal organizations was slightly higher at 74.6% than that of state organizations, that is, at 65%.

These findings imply that federal and state organizations respond to different factors that motivate their intention to adopt EA. These findings guide future intentional practice and ensure greater motivation for EA adoption.

The identification of specific factors that matter to the federal and state public organizations in driving intention to adopt EA in this study has provided significant information that could help in effective decision-making process for these organizations. Common strategies that emphasize on clear communication and coercive pressure can be applied to address EA adoption processes for both federal and state public organizations. Further to that, more specified strategies such as highlighting expected EA benefits and instilling good governance work more effectively for federal and state, respectively.

This study has provided a more extensive view of EA adoption in MPS by differentiating the discerning factors based on the technological–organizational–environmental framework significant for federal and state types of organizations. Hence, this could help in formulating strategies specified to the organization type and ensure greater success in EA adoption in both federal and state organizations.