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contents/appendix_easchools.tex

@@ -30,7 +30,7 @@ \section{The properties of Enterprise IT Architecting}
 				\bottomrule%
 			\end{tabular}
 		}
-		\caption{Properties of \gls{enterpriseitarchitecting}}
+		\caption{Properties of \gls{enterpriseitarchitecting} \parencite{Lapalme2012}}
 		\label{tab:enterpriseitarchitecting}	
 	\end{center}
 \end{table}
@@ -64,14 +64,14 @@ \section{The properties of Enterprise Integrating}
 				\bottomrule%
 			\end{tabular}
 		}
-		\caption{Properties of \gls{enterpriseintegrating}}
+		\caption{Properties of \gls{enterpriseintegrating} \parencite{Lapalme2012}}
 		\label{tab:interpriseintegrating}	
 	\end{center}
 \end{table}
 \newpage
 \section{The properties of Enterprise Ecological Adaptation}
 \label{sec:propeea}
-The school of thought \acrlong{eea} is sumarised in the following table.
+The school of thought \acrlong{eea} is summarised in the following table.
 \begin{table}[!h]
 	\begin{center}
 		\resizebox{\textwidth}{!}{%
@@ -82,24 +82,24 @@ \section{The properties of Enterprise Ecological Adaptation}
 				Motto    		& \gls{ea} is the means for organizational innovation and sustainability \\
 				Objectives and 	& Innovate and adapt    \\
 				concerns		& Support organizational coherence \\
-				& Encourage \gls{sie} coevolution \\
+				& Encourage \gls{sie} co-evolution \\
 				Principles and  & Apply a holist (systemic) stance \\
-				assumptions		& \gls{sie} coevolution  \\
+				assumptions		& \gls{sie} co-evolution  \\
 				& Environment can be changed \\
 				& Jointly design all organisational dimensions \\
 				Skills 			& Foster dialogue \\
 				& Apply system and \acrlong{sie} thinking \\
 				& Facilitate larger-group collaboration \\
-				Challenges		& Foster sensemaking \\
+				Challenges		& Foster sense making \\
 				& Encourage systems thinking and \acrlong{sie} paradigm shifts \\
 				& Collaborate across the organisation \\
-				Insights		& Fosters \gls{sie} coevolution and enterprise choherency \\
+				Insights		& Fosters \gls{sie} co-evolution and enterprise coherency \\
 				& Fosters organisational innovation and sustainability \\
 				Limitation		& Requires many organisational preconditions for management and strategy creation \\
 				\bottomrule%
 			\end{tabular}
 		}
-		\caption{Properties of \gls{enterpriseecologicaladaptation}}
+		\caption{Properties of \gls{enterpriseecologicaladaptation} \parencite{Lapalme2012}}
 		\label{tab:eaeea}	
 	\end{center}
 \end{table}

contents/appendix_easchoolsresearchers.tex

@@ -18,7 +18,7 @@ \chapter{Authors of the Enterprise Architecture schools of thought}
 				\bottomrule%
 			\end{tabular}
 			}
-		\caption{Authors of the Enterprise Architecture schools of thought}
+		\caption{Authors of the Enterprise Architecture schools of thought \parencite{Lapalme2012}}
 		\label{tab:easchoolresearchers}	
 	\end{center}
 \end{table}

contents/background.tex

@@ -1,6 +1,6 @@
 \chapter{Background}
 \label{ch:theoreticalbackground}
-This research uses three main concepts of interest: the \textit{\gls{ps}}, \textit{\gls{antifragile}}, and \textit{\gls{ea}}. Understanding the interpretation of these concepts is essential for a \gls{sharedmentalmodel}. Besides the three main concepts, it is vital to understand the concept system. The three main concepts use \textit{system} as a concept. The concepts \textit{\gls{ps}}, \textit{\gls{antifragile}}, \textit{\gls{ea}}, and \textit{system} are defined for a \gls{sharedmentalmodel}.
+This research uses three main concepts of interest: \textit{the \gls{ps}}, \textit{\gls{antifragile}}, and \textit{\gls{ea}}. Understanding the interpretation of these concepts is essential for a \gls{sharedmentalmodel}. Besides the three main concepts, it is vital to understand the concept system. The three main concepts use \textit{system} as a concept. The concepts \textit{\gls{ps}}, \textit{\gls{antifragile}}, \textit{\gls{ea}}, and \textit{system} are defined for a \gls{sharedmentalmodel}.
 \section{System}
 \label{sec:tbsystem}
 Literature often uses the concept of system but with a different meaning \parencite[p.~37]{Lapalme2012}. System is used for many different things like software applications, interrelated people, systems of numerous interrelated elements (economical, social, technological) and others.
@@ -54,14 +54,14 @@ \subsection{Antifragile as a system property}
 	\caption[Sources used for antifragile attributes \parencite{Botjes2021}]{Sources used for antifragile attributes \parencite{Botjes2021}}
 	\label{tab:tbsourcesofantifragileattributes}%
 \end{table}%
-The result is the \acrfull{eaal} (\cref{fig:eaalbw}). The \acrfull{eaal} is recent. \citeauthor[p.~5]{Botjes2021} created the data set through extensive literature research, but the data set only covers literature until June 2019. 
+The result is the \acrfull{eaal} (\cref{fig:eaalbw}). The \acrfull{eaal} is recent. \textcite[p.~5]{Botjes2021} created the data set through extensive literature research, but the data set only covers literature until June 2019. 
 \begin{figure}[H]
 	\centering
 	\includegraphics[width=0.8\linewidth]{images/eaalbw}
 	\caption[Extended Antifragile Attribute List \parencite{Botjes2021}]{Extended Antifragile Attribute List \Parencite{Botjes2021}}
 	\label{fig:eaalbw}
 \end{figure}
-Searching for \textit{new} literature makes sure that \textcite{Botjes2021} is recent and is not rebutted. Using the time frame of June 2019 until April 2022 makes sure that only new literature is found. We used the same academic search engines and keywords as \textcite[p.~5]{Botjes2021}. The result of the search was \textit{thirty-one} new sources. These sources are new articles, books and in-proceedings (\cref{app:literaturecatchup}). We rated the new findings on accessability, if it was already part of \textcite{Botjes2021}, and if the sources contained information on properties and attributes of \gls{antifragility}. Of those thirty-one new sources, three were already in the literature set of \textcite{Botjes2021}. Eight were not found or publicly available, and thirteen were not relevant. Only seven were of interest to look at. After reading them, none of the literature added something new or rebutted the work of \citeauthor{Botjes2021}. \textcite{Botjes2021} is recent and contains possible \glspl{attribute} to become more \gls{antifragile} in the Dutch \gls{ps}.
+Searching for \textit{new} literature makes sure that \textcite{Botjes2021} is recent and is not rebutted. Using the time frame of June 2019 until April 2022 makes sure that only new literature is found. We used the same academic search engines and keywords as \textcite[p.~5]{Botjes2021}. The result of the search was \textit{thirty-one} new sources. These sources are new articles, books and in-proceedings (\cref{app:literaturecatchup}). We rated the new findings on accessability, if it was already part of \textcite{Botjes2021}, and if the sources contained information on properties and attributes of \gls{antifragility}. Of those thirty-one new sources, three were already in the literature set of \textcite{Botjes2021}. Eight were not found or publicly available, and thirteen were not relevant. Only seven were of interest to look at. After reading them, none of the literature added something new or rebutted the work of \textcite{Botjes2021}. \textcite{Botjes2021} is recent and contains possible \glspl{attribute} to become more \gls{antifragile} in the Dutch \gls{ps}.
 
 The \acrlong{eaal} (\cref{fig:eaalbw}) classifies \glspl{attribute} in two primary and five secondary categories. \textit{\Gls{attenuatevariety}} and \textit{\gls{amplifyvariety}} (\cref{sub:attenuatevsaplify}) are the two primary categories. The five secondary categories are \textit{\gls{engineeringresilience}}, \textit{\gls{systemsresilience}}, \textit{\gls{casresilience}} (\cref{sub:tbresilience}), \textit{\gls{antifragile}} and \textit{learning organisation} (\cref{sub:learningorganisation}). The \acrlong{eaal} does not contain resilience as a secondary category but multiple types of resilience. The \acrlong{eaal} assigned the secondary categories to the primary categories. \textit{\Gls{engineeringresilience}} and \textit{\gls{systemsresilience}} are assigned to \textit{\gls{attenuatevariety}}, while \textit{\gls{casresilience}} and \textit{\gls{antifragile}} to \textit{\gls{amplifyvariety}}. \textit{Learning organisation} is the only category assigned to both \textit{\gls{attenuatevariety}} and \textit{\gls{amplifyvariety}}.
 \subsection{Resilience}
@@ -159,7 +159,7 @@ \subsection{The public sector as a system}
 \label{sub:tbpssystemofsystems}
 In general, the Dutch \gls{ps} is the collective name for all government and semi-government organisations \parencite[p.~261]{Pathirane1982}. Besides the central government, provinces, and municipalities, we also have semi-government organisations that are part of the public sector. An organisation is part of the semi-government if the government finances it, performs public tasks, and serves a public good. Examples of semi-government organisations are the organisations of public transportation, healthcare, and education. When we use the theory of systems (\cref{sec:tbsystem}) we can say that the public sector is a System of Systems. But is it correct that the sub-systems are only government and semi-government organisations?
 
-The \gls{ps} is closely working together with the private sector in so-called Public-Private Partnerships. A Public-Private Partnership is when the government and the industry work together to realise a project based on a clear division of tasks and risks \parencite[p.~8]{Enneman2007}. While at the same time retaining their own identities and responsibilities. A Public-Private Partnership realises added value—a qualitative better product for the same investment or the same quality for a lower investment. Besides the Public-Private Partnership, you see also other forms of collaboration. Like collaborations in innovations. ''By working together with private companies and start-ups and learning from each other, we will develop new innovative solutions \parencite[p.~120]{Digitaleoverheid2021}. ''We can also give others the space to innovate public services, for example, by releasing open data (under conditions) so that large and small companies can develop so-called 'gov tech' solutions. The government does not always have to do this innovation itself or have it commissioned.'' \parencite[p.~120]{Digitaleoverheid2021}. "Only through cooperation within the government and the business community, education and science can we strengthen technological developments." \parencite[p.~68]{Digitaleoverheid2021}.
+The \gls{ps} is working closely together with the private sector in so-called Public-Private Partnerships. A Public-Private Partnership is when the government and the industry work together to realise a project based on a clear division of tasks and risks \parencite[p.~8]{Enneman2007}. While at the same time retaining their own identities and responsibilities. A Public-Private Partnership realises added value---a qualitative better product for the same investment or the same quality for a lower investment. Besides the Public-Private Partnership, you see also other forms of collaboration. Like collaborations in innovations. ''By working together with private companies and start-ups and learning from each other, we will develop new innovative solutions \parencite[p.~120]{Digitaleoverheid2021}. ''We can also give others the space to innovate public services, for example, by releasing open data (under conditions) so that large and small companies can develop so-called 'gov tech' solutions. The government does not always have to do this innovation itself or have it commissioned.'' \parencite[p.~120]{Digitaleoverheid2021}. "Only through cooperation within the government and the business community, education and science can we strengthen technological developments." \parencite[p.~68]{Digitaleoverheid2021}.
 
 The role of private sector organisations is changing more and more. \Glspl{jv} are formed between public and private sector organisations in stead of private sector organisations only delivering products and services to the \gls{ps}. Can the Dutch \gls{ps} reach its goal of being more responsive and adaptive to respond more adequately and flexible to unforeseen circumstances without the private sector? We have the opinion that they cannot. There are many dependencies and there is a high interconnectedness (coherency). We decided to place the private sector organisations working with the Dutch \gls{ps} in the \gls{sos} of the Dutch \gls{ps} (\cref{fig:pssystemofsystems}).
 \begin{figure}[H]
@@ -183,7 +183,7 @@ \section{Enterprise Architecture}
 \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 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 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}.
 \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}. 

main.tex

@@ -94,7 +94,7 @@
 
 % Document information
 \title{Towards an Antifragile Public Sector}
-\subtitle{Introducing Antifragility with Enterprise Architecture in the Dutch Public Sector}
+\subtitle{Introducing Antifragility in the Dutch Public Sector with Enterprise Architecture}
 \author{J.R. Bliekendaal}
 
 % DOI Numnber Creation