Research methodology

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bibliography.bib

@@ -431,15 +431,15 @@ @Book{Casti2013
 
 @Book{Verschuren2016,
   author    = {Verschuren, Piet J. M and Doorewaard, Hans},
-  publisher = {Boom},
   title     = {Het ontwerpen van een onderzoek},
-  year      = {2016},
-  address   = {Amsterdam},
-  isbn      = {978-94-6236-507-0 978-94-6274-200-0},
+  isbn      = {9789462365070},
   note      = {{OCLC}: 1194479615},
-  abstract  = {In dit boek wordt ruimschoots aandacht besteed aan praktijkgericht onderzoek. Bovendien geeft het boek heldere richtlijnen, procedures en stappenplannen die de student bij het opzetten van het afstudeerproject op de voet kan volgen. Hierdoor zal ook de uitvoering van het onderzoek soepeler verlopen.},
+  publisher = {Boom},
   url       = {https://boeken.vakgebieden.boomportaal.nl/boeken/boek/9789462365070},
   urldate   = {2021-06-20},
+  abstract  = {In dit boek wordt ruimschoots aandacht besteed aan praktijkgericht onderzoek. Bovendien geeft het boek heldere richtlijnen, procedures en stappenplannen die de student bij het opzetten van het afstudeerproject op de voet kan volgen. Hierdoor zal ook de uitvoering van het onderzoek soepeler verlopen.},
+  address   = {Amsterdam},
+  year      = {2016},
 }
 
 @Online{UNESCO2020,
@@ -471,6 +471,99 @@ @Misc{PrivacySense2016
   shorttitle   = {What is the {Public} {Sector}?},
 }
 
+@Unpublished{Botjes2021a,
+  author   = {{Botjes, Edzo A.} and {van den Berg, Martin} and {van Gils, Bas} and {Mulder, Hans}},
+  date     = {2021-08},
+  title    = {Attributes relevant to antifragile organizations},
+  abstract = {Organizations operate in a socio-economic context,
+and alignment with this context is key for business success. The
+rate of change and impact of these changes on the operating
+model of the organization appears to be increasing. Major trends
+are the aftermath of the financial crisis of 2008, the “VUCA”
+aspects (volatility, uncertainty, complexity, ambiguity), and the
+Covid-pandemic. The challenge for organizations is to become
+resilient or even antifragile to survive (unexpected) external
+stressors.
+Antifragility refers to a class of systems that do not deteriorate
+(fragile) or withstand (robust) stressors, but actually improve as
+a result of stressors. Our objective is to find attributes that are
+relevant for an organization to be(come) antifragile. The list of
+attributes found is based on an extensive survey of available
+literature, and is validated with domain experts and leaders of
+various organizations. We dub the list of attributes found the
+Extended Antifragile Attribute List (EAAL).
+Considering the current economic and social impact on organizations
+and people of the Covid-pandemic, the EAAL is relevant
+as well timely. The EAAL turns out to be extensive and holistic.
+We consider the EAAL to be a stepping stone in setting the scene
+of the domain of antifragility.
+We suspect that the EAAL might also be applied to generic
+system design including technology infrastructure and software
+systems. This exploration is part of future research.�},
+  comment  = {AMS044},
+}
+
+@Article{Skulmoski2007,
+  author       = {Skulmoski, Gregory J. and Hartman, Francis T. and Krahn, Jennifer},
+  date         = {2007-01-01},
+  journaltitle = {Journal of Information Technology Education: Research},
+  title        = {The Delphi Method for Graduate Research},
+  issn         = {1539-3585},
+  note         = {Publisher: Informing Science Institute},
+  number       = {1},
+  pages        = {1--21},
+  url          = {https://www.learntechlib.org/p/111405/},
+  urldate      = {2021-06-20},
+  volume       = {6},
+  abstract     = {The Delphi method is an attractive method for graduate students completing masters and {PhD} level research. It is a flexible research technique that has been successfully used in our program at the University of Calgary to explore new concepts within and outside of the information systems body of knowledge. The Delphi method is an iterative process to collect and distill the anonymous judgments of experts using a series of data collection and analysis techniques interspersed with feedback. The Delphi method is well suited as a research instrument when there is incomplete knowledge about a...},
+  file         = {Full Text PDF:C\:\\Users\\rblieken\\Zotero\\storage\\I6LAULJM\\Skulmoski et al. - 2007 - The Delphi Method for Graduate Research.pdf:application/pdf;Snapshot:C\:\\Users\\rblieken\\Zotero\\storage\\5CHH69A2\\111405.html:text/html},
+  langid       = {english},
+}
+
+@Book{Greefhorst2011,
+  author     = {Greefhorst, Danny and Proper, Erik},
+  date       = {2011},
+  title      = {Architecture principles: the cornerstones of enterprise architecture},
+  isbn       = {978-3-642-20278-0 978-3-642-20279-7},
+  location   = {Heidelberg ; New York},
+  note       = {{OCLC}: ocn729345210},
+  pagetotal  = {197},
+  publisher  = {Springer},
+  series     = {The Enterprise engineering series},
+  comment    = {AMS014},
+  groups     = {Enterprise Architecture, Imported bibliography.bib, Evaluate},
+  keywords   = {Management information systems, System design},
+  shorttitle = {Architecture principles},
+}
+
+@Book{Ross2014,
+  author     = {Ross, Jeanne W and Weill, Peter and Robertson, David},
+  date       = {2014},
+  title      = {Enterprise Architecture As Strategy: Creating a Foundation for Business Execution.},
+  isbn       = {978-1-4221-4817-4},
+  location   = {Boston},
+  note       = {{OCLC}: 1015886391},
+  publisher  = {Harvard Business Review Press},
+  url        = {https://www.amazon.com/Enterprise-Architecture-Strategy-Foundation-Execution/dp/1591398398/ref=sr_1_1?dchild=1&keywords=Enterprise Architecture As Strategy: Creating a Foundation for Business Execution},
+  urldate    = {2021-06-20},
+  abstract   = {Does it seem you've formulated a rock-solid strategy, yet your firm still can't get ahead? If so, construct a solid foundation for business execution\#x97;an {IT} infrastructure and digitized business processes to automate your company's core capabilities. In Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, authors Jeanne W. Ross, Peter Weill, and David C. Robertson show you how. The key? Make tough decisions about which processes you must execute well, then implement the {IT} systems needed to digitize those processes. Citing numerous companies worldwide, the authors.},
+  comment    = {AMS013},
+  groups     = {Enterprise Architecture, Imported bibliography.bib},
+  shorttitle = {Enterprise Architecture As Strategy},
+}
+
+@Book{Denzin2017,
+  author     = {Denzin, Norman K.},
+  date       = {2017},
+  title      = {Research Act: a theoretical introduction to sociological methods.},
+  isbn       = {978-1-138-53819-1},
+  note       = {{OCLC}: 1003798389},
+  pagetotal  = {379},
+  publisher  = {{ROUTLEDGE}},
+  url        = {https://www.amazon.nl/Research-Act-Theoretical-Introduction-Sociological/dp/1138538191},
+  shorttitle = {{RESEARCH} {ACT}},
+}
+
 @Comment{jabref-meta: databaseType:biblatex;}
 
 {PrivacySense2016,

contents/abbreviations.tex

@@ -11,4 +11,5 @@
 \newacronym{vsm}{VSM}{Viable Systems Model}
 \newacronym{asd}{ASD}{\Gls{antifragile} Systems Design}
 %\newacronym{fmea}{FMEA}{Failure Mode Effects Analysis}
-\newacronym{fmea}{FMEA}{\gls{glos_fmea}}
+\newacronym{fmea}{FMEA}{\gls{glos_fmea}}
+\newacronym{is}{IS}{Information System}

contents/acknowledgements.tex

@@ -2,3 +2,14 @@
 \addcontentsline{toc}{chapter}{Acknowledgements}
 \chapter*{Acknowledgements}
 \lipsum[1]
+\bigskip
+
+\noindent Edzo Botjes\\
+Hans Mulder\\
+Maarten Hillenaar\\
+Dieneke Schouten\\
+Barry O'Reilly\\
+Krista Bliekendaal\\
+Franc Weerwind\\
+Nathan Ducastel\\
+Theo Peters\\

contents/introduction.tex

@@ -56,6 +56,10 @@ \section{Introduction of the Public Sector}
 	The analysis of the 3 types of collaboration should go to the theoretical background. Is necessary to state that the public sector includes privately held companies in some way. Possible even a System-of-Systems.
 \end{remark}
 
+\begin{remark}
+	Local government is influenced by national government because of policies and regulations.
+\end{remark}
+
 \section{Introduction of the concept Enterprise Architecture}
 \label{introea}
 \acrfull{ea} is a discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analysing the execution of change toward desired business vision and outcomes. \acrshort{ea} delivers value by presenting business and IT leaders with signature-ready recommendations for adjusting policies and projects to achieve targeted business outcomes that capitalise on relevant business disruptions \parencite{Gartner}.\par
@@ -78,7 +82,7 @@ \section{Problem statement}
 The concept of \gls{antifragility} implies that organisations could benefit and strengthen from crises, volatility, errors and uncertainty and could also lead to opportunities for innovation \parencite{Kastner2017}. Enterprise Architecture is a discipline that helps organisations to reach their goals. As stated by \textcite{Gartner} \acrshort{ea} is a discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analysing the execution of change toward desired business vision and outcomes. One would expect that an organisation uses the discipline of \acrshort{ea} to get more towards the state of \gls{antifragility}. Research has been conducted on aspect architectures such as the application and information architectures but not on \acrshort{ea}. The problem is that the Body of Knowledge contains no direct knowledge on how to achieve \gls{antifragility} with the use of \acrshort{ea}. 
 
 \section{The research subject}
-\label{sec:research}
+\label{sec:researchsubject}
 \acrshort{ea} facilitates an organisation in assessing the impact of change and making recommendations for target states that support business objectives. \acrshort{ea} guides an organisation in changing. \acrshort{ea} can help organisations in changing towards the state of \gls{antifragility}. However, what are the success factors of \acrshort{ea} that contribute in accomplishing \gls{antifragility}? This is summarised in a conceptual research model.
 \begin{figure}[H]
 	\centering
@@ -101,11 +105,11 @@ \section{The research subject}
 \end{enumerate}
 \section{Research relevance}
 \label{sec:researchrelevance}
-\begin{wrapfigure}{R}{0.3\textwidth}
-	\centering
-	\includegraphics[width=0.28\textwidth]{images/antifragilebookcover.jpg}
-	\caption{Antifragile: Things that gain from disorder}
-\end{wrapfigure}
+%\begin{wrapfigure}{R}{0.3\textwidth}
+%	\centering
+%	\includegraphics[width=0.28\textwidth]{images/antifragilebookcover.jpg}
+%	\caption{Antifragile: Things that gain from disorder}
+%\end{wrapfigure}
 \acrfull{ea} has contributed to being more \gls{robust}, \gls{resilient}, and \gls{agile}. Using \acrshort{ea} in pursuing \gls{antifragility} will add value to companies by accelerating and growing when there is a stressor or black swan event. The \gls{antifragile} theory is young.  \citeauthor{Taleb2012} published the theory in his book ''\Gls{antifragile}: Things that gain from disorder.'' in \citeyear{Taleb2012}.  Studies conducted on \acrshort{ea} with the concept of \gls{antifragile} are almost non-existence. The conducted studies are primarily about making IT Systems \gls{antifragile}. \textcite{Botjes2020,Kastner2017} are exceptions and have researched how to apply \gls{antifragile} in an organisational context. Nevertheless, both concluded that there is more research needed. The former used the lens of Enterprise Engineering, which is closely related to \acrshort{ea}, together with resilience, while the latter used mostly reslience as its lens. There is still no answer to how \acrshort{ea} can contribute to becoming \gls{antifragile}. Organisations use the practice of \acrshort{ea} to guide them to achieve their goals. Giving more insights on this subject will contribute to the Body of Knowledge and help others getting closer to \gls{antifragility} by using \acrshort{ea}.
 
 Because of the digital transformation, the pace of change is increasing rapidly. The increase in pace is not only seen in the private sector but also the public sector. The public sector has another change dimension; elections result in changed regulations and governmental policies. These changes are a result of a new political agenda. In the past, the chosen direction was stable for at least the period until the new elections. With the digital transformation the changes are also taking place in between elections with an increase of pace. Earlier chosen directions often result in the need for a new approach and even new directions. Earlier made investments can be made obsolete because of the new directions that follow out of those policies. The products and services that are delivered are, over time, unpredictable in use and functionality. To overcome this problem, most companies invest a great deal of time and money in being less fragile when the market changes or disruptions occur. This investment is to withstand changes by being more agile, robust, and resilient. By being more agile, robust, or resilient, the company can only withstand the change or the disruption but does not gain from it. See for more information chapter \ref{ch:vucaandpublicsector}. Governmental agencies and suppliers in the Public Sector are searching for methods of dealing with this increased pace and the disruptions that occur. The relevance of this research is not only about the addition to the Body of Knowledge but also to share the outcome with the Public Sector.