{"id":{"repo_id":"mit","oai_identifier":"oai:dspace.mit.edu:1721.1/82274"},"canonical_url":"https://search.dev.ndltd.org/etd/mit/oai:dspace.mit.edu:1721.1/82274","repository":{"repo_id":"mit","name":"MIT","base_url":"https://dspace.mit.edu/oai/request"},"display":{"title":"Understanding organizational traps in implementing service-oriented architecture","abstract":"One of the major objectives of implementing service-oriented architecture (SOA) is to enhance IS agility and improve IT-business alignment. However, the contradictory experiences about SOA implementation turn out to be a paradox: why many organizations failed to meet their expectations about SOA implementation efforts, while others succeeded? Contrast to prior research on SOA, this study adopts the process perspective and provides plausible theoretical explanations for the \"SOA implementation paradox\". The study uses multiple case studies and literature review to develop a system dynamics model which highlights the feedback loops and time delay during the SOA implementation process. The results reveal the dynamic characteristics of learning curve of SOA implementation and two organizational traps (technology learning trap and implementation effectiveness trap) associated with SOA implementation. The theory of the organizational traps can be generalized to a broad context of innovative IS implementation. Further, the theoretical causes of the traps are discussed.","abstract_html":"One of the major objectives of implementing service-oriented architecture (SOA) is to enhance IS agility and improve IT-business alignment. However, the contradictory experiences about SOA implementation turn out to be a paradox: why many organizations failed to meet their expectations about SOA implementation efforts, while others succeeded? Contrast to prior research on SOA, this study adopts the process perspective and provides plausible theoretical explanations for the "SOA implementation paradox". The study uses multiple case studies and literature review to develop a system dynamics model which highlights the feedback loops and time delay during the SOA implementation process. The results reveal the dynamic characteristics of learning curve of SOA implementation and two organizational traps (technology learning trap and implementation effectiveness trap) associated with SOA implementation. The theory of the organizational traps can be generalized to a broad context of innovative IS implementation. Further, the theoretical causes of the traps are discussed.","abstract_has_math":false,"creators":["Li, Xitong, Ph. D. Massachusetts Institute of Technology"],"institution":"Massachusetts Institute of Technology","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":"Sloan School of Management.","school":null,"contributors":[],"advisors":["Stuart E. Madnick."],"committee_chairs":[],"committee_members":[],"year":2013,"date_issued":"2013","date_published":"2013","updated_at":"2026-07-22T22:22:00Z","subjects":["Sloan School of Management."],"languages":["eng"],"rights":["M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. 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However, the contradictory experiences about SOA implementation turn out to be a paradox: why many organizations failed to meet their expectations about SOA implementation efforts, while others succeeded? Contrast to prior research on SOA, this study adopts the process perspective and provides plausible theoretical explanations for the \"SOA implementation paradox\". The study uses multiple case studies and literature review to develop a system dynamics model which highlights the feedback loops and time delay during the SOA implementation process. The results reveal the dynamic characteristics of learning curve of SOA implementation and two organizational traps (technology learning trap and implementation effectiveness trap) associated with SOA implementation. The theory of the organizational traps can be generalized to a broad context of innovative IS implementation. 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The study uses multiple case studies and literature review to develop a system dynamics model which highlights the feedback loops and time delay during the SOA implementation process. The results reveal the dynamic characteristics of learning curve of SOA implementation and two organizational traps (technology learning trap and implementation effectiveness trap) associated with SOA implementation. The theory of the organizational traps can be generalized to a broad context of innovative IS implementation. Further, the theoretical causes of the traps are discussed."],"dc:description.degree":["S.M.in Management Research"],"dc:identifier.uri":["http://hdl.handle.net/1721.1/82274"],"dc:language.iso":["eng"],"dc:publisher":["Massachusetts Institute of Technology"],"dc:rights":["M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. 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