Version for publication

bibliography.bib

@@ -1747,6 +1747,7 @@ @report{Greefhorst2017
 }
 
 @online{CityUniHongKong2021,
+	author = {City University of Hong Kong},
 	title = {Evaluating sources},
 	date = {2021-12-30},
 	url = {https://libguides.library.cityu.edu.hk/litreview/evaluating-sources/},

contents/background.tex

@@ -177,13 +177,13 @@ \section{Enterprise Architecture}
 \vskip\baselineskip
 \noindent \underline{Definition of \textcite[p.~53]{Dietz2008}}: Theoretical, architecture is the normative restriction of design freedom. Practically, architecture is a consistent and coherent set of design principles.
 \vskip\baselineskip
-\noindent \underline{Definition of \textcite[p.~5]{Graves2009}}: \gls{ea} is the organising logic for business processes and IT infrastructure, reflecting its operating model's integration and standardisation requirements. It provides a long term view of a company's processes, systems and technologies so that individuals can build capabilities and not just fulfil immediate needs.
+\noindent \underline{Definition of \textcite[pp.~4--5]{Graves2009}}: \gls{ea} is a discipline through which an Enterprise can identify, develop and manage its knowledge of its purpose, its structure and itself. \gls{ea} will also assist in managing changes imposed on the organisation by the market, by regulations, or -- at an operations level -- by system failures, environmental incidents or customer complaints.
 \vskip\baselineskip
 \noindent \underline{Definition of \textcite[p.~9]{Ross2014}}: \gls{ea} is the organising logic for business processes and IT infrastructure, reflecting its operating model's integration and standardisation requirements. It provides a long term view of a company's processes, systems and technologies so that individuals can build capabilities and not just fulfil immediate needs.
 \vskip\baselineskip
 \noindent \underline{Definition of \textcite{White2018}}: \gls{ea} is the process by which organizations standardize and organize IT infrastructure to aligns with business goals. These strategies support digital transformation, IT growth and the modernization of IT as a department. \gls{ea} is the practice of analysing, designing, planning and implementing enterprise analysis to successfully execute on business strategies. \gls{ea} helps to lay out how information, business and technology flow together.
 \vskip\baselineskip
-Four out of five definitions are mostly about deterministic blueprinting. The only definition that is different is that of \textcite{Dietz2008}. The definition of \textcite{Dietz2008} is more about emerging architecture. We also see another difference. With the first four definitions the outcome of the architecture is often the architecture product itself while with \textcite{Dietz2008} the ''architecture is not what you see but what shaped what you see.''. All five \gls{ea} definitions provide decision-support for direction and change at any level of the enterprise. E.g. ''The choices in the journey of an enterprise for an executive, the preferred technologies of process models for new developments for programme and portfolio management, as well planning when to decommission, change or replace systems'' \parencite[p.~4]{Graves2009}. The real difference between the definitions is that the definition of \textcite{Dietz2008} only limits the design freedom by defining boundaries while the other definitions are more deterministic and intended. Because a shared mental model is absent, there is also no clear approach to practising \gls{ea} \parencite[p.~2]{SaintLouis2019}.
+Four out of five definitions are mostly about deterministic blueprinting. The only definition that is different is that of \textcite{Dietz2008}. The definition of \textcite{Dietz2008} is more about emerging architecture. We also see another difference. With the first four definitions the outcome of the architecture is often the architecture product itself while with \textcite{Dietz2008} the ''architecture is not what you see but what shaped what you see.''. All five \gls{ea} definitions provide decision-support for direction and change at any level of the enterprise. E.g. ''The choices in the journey of an enterprise for an executive, the preferred technologies or process models for new developments for programme and portfolio management, as well planning when to decommission, change or replace systems'' \parencite[p.~4]{Graves2009}. The real difference between the definitions is that the definition of \textcite{Dietz2008} only limits the design freedom by defining boundaries while the other definitions are more deterministic and intended. Because a shared mental model is absent, there is also no clear approach to practising \gls{ea} \parencite[p.~2]{SaintLouis2019}.
 \subsection{Approaches of Enterprise Architecture}
 \label{sub:eaapproaches}
 There are several perspectives on the practice of \gls{ea} \parencites{Lapalme2012}{Kotusev2015}{Ylinen2018}{Ylinen2020}. One of the perspectives is an approach that distinguishes two groups of \gls{ea} experts. A modelling-focused group forms a comprehensive view of an organisation, and a development-focused group using \gls{ea} for organisational development \parencites[p.~6]{Ylinen2020}. 

contents/interviews.tex

@@ -148,7 +148,7 @@ \subsection{Interview results on Enterprise Architecture schools of thought}
 	\caption{Interview results Enterprise Architecture schools of thought}
 	\label{fig:intervieweaschoolsantifragile}
 \end{figure}
-The sessions show that there are differences in the practice of \gls{ea} between the organisations of the interviewees. Two of the interviewees are practising \gls{ea} mainly in the school of thought \textit{\gls{enterpriseitarchitecting}} (\cref{sec:interviewcentralgovernment,sec:interviewlocalgovernment}). One of the interviewees is in the school of thought \textit{\gls{enterpriseitarchitecting}} but has already started to show signs of \textit{\gls{enterpriseintegrating}} (\cref{sec:interviewconsultancyfirm}). They are more aware of the environment, and they are starting to use \gls{ea} as a means to implement the enterprise strategy of the organisation. The last interviewee operates mainly in the school of thought \textit{\gls{enterpriseintegrating}} and is moving more to \textit{\gls{enterpriseecologicaladaptation}} (\cref{sec:interviewisv}). The organisation of the interviewee is not only using \gls{ea} to manage the environment, but they are starting to use \gls{ea} to change the environment. They do this by actively participating in decision-making and policy-making in the Dutch \gls{ps}. However, most of the interviewees agree that practising \gls{ea} in the Dutch \gls{ps} as a \acrlong{sos} is probably the \gls{ea} school of thought of \textit{\gls{enterpriseitarchitecting}}.
+The sessions show that there are differences in the practice of \gls{ea} between the organisations of the interviewees. Two of the interviewees are practising \gls{ea} mainly in the school of thought \textit{\gls{enterpriseitarchitecting}} (\cref{sec:interviewcentralgovernment,sec:interviewlocalgovernment}). One of the interviewees is in the school of thought \textit{\gls{enterpriseitarchitecting}} but has already started to show signs of \textit{\gls{enterpriseintegrating}} (\cref{sec:interviewconsultancyfirm}). They are more aware of the environment, and they are starting to use \gls{ea} as a means to implement the enterprise strategy of the organisation. The last interviewee operates mainly in the school of thought \textit{\gls{enterpriseintegrating}} and is moving more to \textit{\gls{enterpriseecologicaladaptation}} (\cref{sec:interviewisv}). The organisation of the interviewee is not only using \gls{ea} to manage the environment, but they are starting to use \gls{ea} to change the environment. They do this by actively participating in decision-making and policy-making in the Dutch \gls{ps}. However, most of the interviewees agree that practising \gls{ea} in the Dutch \gls{ps} as a \gls{sos} is probably the \gls{ea} school of thought of \textit{\gls{enterpriseitarchitecting}}.
 
 With the interviews, it became clear that the interviewees have the opinion that the Dutch \gls{ps} is not using \gls{ea} as an instrument for decision-making (\cref{sec:interviewcentralgovernment,sec:interviewlocalgovernment,sec:interviewisv}). \gls{ea} follows after decision-making in the sub-systems. The result is that \gls{ea} is always running behind on the policies, laws and decisions. Accordingly to the interviewees, this has its origin in that the policy-makers and decision-makers do not understand \gls{ea}. One interviewee gave the example of the land surveyor\footnote{\url{https://en.wikipedia.org/wiki/Surveying}} profession (\cref{sec:interviewlocalgovernment}). The land surveyor learns to speak the language of its stakeholders. By using the stakeholder's natural language to communicate measurements and concerns, the stakeholders understand the meaning. All interviewees have the opinion that \gls{ea} does not communicate in the stakeholder's natural language. As long as \gls{ea} does not communicate in the natural language of the stakeholder, \gls{ea} will not be involved in decision-making and policy-making. This finding resulted in a possible new \gls{attribute} regarding success factors. This new \gls{attribute} is noted in \cref{fig:interviewresultsfindings}.
 \subsection{Interview results on possible new attributes}

contents/introduction.tex

@@ -5,7 +5,7 @@
 
 The Dutch \gls{ps} deals with many changes in its environment \parencite[p.~1]{Nijssen2018}. Changes follow one another at lightning speed. These are changes such as new technologies, social developments and political priorities. In the past, these were internal changes such as improving the financial and human resource processes, implementing a new way to organise and control, and the professionalisation of management processes \parencite[p.~13]{Eck2009}. In recent years, the external environment placed new and increasingly compelling demands on the functioning of public organisations. The \gls{ps} finds it challenging to adapt to the expected speed of change \parencites{Linders2013}[p.~2]{Wiebes2014}[pp.~5--6]{Auditdienst2019a}[p.~8]{Meijer2019}[pp.~1--2]{Tangi2020}. E.g. ''The processes, while solid, cannot withstand the current pace of change; the dependence on emergency solutions and manual work is increasing'' \parencite[p.~2]{Wiebes2014}. Trying to follow the expected speed of change often gets stuck on embedded norms, bureaucracy, processes, and structures \parencite[p.~1]{Tangi2020}. 
 
-''There is a need to invest for an even a better government that can respond adequately and flexibly to unforeseen circumstances.'' was plead to Schippers\footnote{\url{https://en.wikipedia.org/wiki/Edith_Schippers}}\footnote{Schippers was at that time the appointed '\textit{informateur}' (Dutch). An '\textit{informateur}' is responsible to explore possible governing alliances after elections.} \parencite{Secretarissen-generaal2018}. A responsive and adaptive government is needed to deal with this \parencite[pp.~79--81]{Steen2018}. We need to create public organisations that can cope with or even seize opportunities in a dynamic difficult, unpredictable environment \parencite[pp.~1--2]{Nijssen2018}.
+''There is a need to invest for an even a better government that can respond adequately and flexibly to unforeseen circumstances.'' was plead to Schippers\footnote{\url{https://en.wikipedia.org/wiki/Edith_Schippers}}\footnote{Schippers was at that time the appointed '\textit{informateur}' (Dutch). An '\textit{informateur}' is responsible to explore possible governing alliances after elections.} \parencite{Secretarissen-generaal2018}. A responsive and adaptive government is needed to deal with this \parencite[pp.~79--81]{Steen2018}. We need to create public organisations that can cope with or even seize opportunities in a dynamic difficult, unpredictable environment \parencite[pp.~1--2]{Nijssen2018}. In his essay, \textcite[p.~79]{Steen2018} tossed the concept \gls{antifragile} from \textcite{Taleb2012} as a possible direction to create an adaptive government.
 
 \section{Introduction to antifragile}
 \label{sec:introantifragility}

contents/managementsummary.tex

@@ -1,6 +1,6 @@
 \chapter*{Executive Summary}
 \label{executivesummary}
-The Greek philosopher Heraclitus once said that one constant since the beginning of time is change. His central claim is summed up in the phrase Panta Rhei ("life is flux"), recognising life's essential, underlying essence as change. Nothing in life is permanent, nor can it be, because the very nature of existence is change. The Dutch public sector deals with many changes in its environment. Changes follow one another at lightning speed. These are changes such as new technologies, social developments and political priorities. In recent years, the external environment placed new and increasingly compelling demands on the functioning of public organisations. The \gls{ps} finds it challenging to adapt to the expected speed of change. ''There is a need to invest for an even a better government that can respond adequately and flexibly to unforeseen circumstances.'' was plead to 'informateur'\footnote{An '\textit{informateur} is responsible to explore possible governing alliances after elections.}' Schippers \parencite{Secretarissen-generaal2018}. To cope with or even seize opportunities in a dynamic, complex, unpredictable environment, we need to create public organisations that are responsive and adaptive.
+The Greek philosopher Heraclitus once said that one constant since the beginning of time is change. His central claim is summed up in the phrase Panta Rhei ("life is flux"), recognising life's essential, underlying essence as change. Nothing in life is permanent, nor can it be, because the very nature of existence is change. The Dutch public sector deals with many changes in its environment. Changes follow one another at lightning speed. These are changes such as new technologies, social developments and political priorities. In recent years, the external environment placed new and increasingly compelling demands on the functioning of public organisations. The \gls{ps} finds it challenging to adapt to the expected speed of change. ''There is a need to invest for an even a better government that can respond adequately and flexibly to unforeseen circumstances.'' was plead to 'informateur'\footnote{An '\textit{informateur} is responsible to explore possible governing alliances after elections.}' Schippers \parencite{Secretarissen-generaal2018}. To cope with or even seize opportunities in a dynamic, complex, unpredictable environment, we need to create public organisations that are responsive and adaptive. In his essay, \textcite[p.~79]{Steen2018} tossed the concept \gls{antifragile} from \textcite{Taleb2012} as a possible direction to create an adaptive government.
 
 This speed of change confronts policy-makers with high demands on their steering skills. The public sector started an improvement program for information provisioning to deal with the increasingly compelling demands on the functioning of public organisations. The improvement program positions Enterprise Architecture as supportive of the proposed improvements, specifically the \acrfull{nora} and the \acrfull{ear}. \gls{ea} is defined as a tool by the Dutch \gls{ps} to support with the implementation of changes.
 

contents/thesisinformation.tex

@@ -7,6 +7,7 @@
 		Title: & Towards an Antifragile Public Sector \\
 		Subtitle: & Introducing \Gls{antifragility} in the Dutch Public Sector with \gls{ea} \\
 		Submission date: & 13 May 2022 \\
+		Publication date: & 19 July 2022\\
 		Language: & British English \\
 		Reference Style: & \href{https://apastyle.apa.org/products/publication-manual-7th-edition}{APA 7th Edition}\\
 		DOI: & \href{https://www.doi.org/10.5281/zenodo.6522851/}{10.5281/zenodo.6522851} \\
@@ -25,7 +26,7 @@
 
 	\begin{tabular}{p{0.3\textwidth}p{0.7\textwidth}}
 		\textbf{Author} & \\
-		Name: & René Bliekendaal, BSc. \\
+		Name: & René Bliekendaal, MSc. \\
 		ORCID: & \href{https://orcid.org/0000-0002-5449-6449/}{\includegraphics[scale=0.45]{images/ORCIDiD_icon} 0000-0002-5449-6449}\\
 		Email: & \href{mailto:jrbliekendaal@gmail.com}{jrbliekendaal@gmail.com}\\
 		LinkedIn: & \url{https://www.linkedin.com/in/bliekendaal/}\\

contents/titlepage.tex

@@ -31,6 +31,6 @@
 		\Large
 		Antwerp Management School\\
 		Antwerp, Belgium\\
-		13 May 2022
+		19 July 2022
 	\end{center}
 \end{titlepage}

main.ist

@@ -1,5 +1,5 @@
 % makeindex style file created by the glossaries package
-% for document 'main' on 2022-6-2
+% for document 'main' on 2022-7-19
 actual '?'
 encap '|'
 level '!'

main.tex

@@ -109,7 +109,7 @@
 	\include{contents/quotes}			%	Quotes
 	\include{contents/thesisinformation} %	Thesis Information
 	\include{contents/managementsummary}
-	\include{contents/declaration}		% Declaration of Authorship
+% \include{contents/declaration}		% Declaration of Authorship
 	\pagenumbering{roman}				%	Set pagenumbering to roman
 % \include{contents/abstract} 		%	Add the abstract (for publication)
 	\include{contents/acknowledgements}	%	Add acknowledgements