ORGANIZATIONAL ARCHITECTURE OF DIGITAL ENTERPRISE MANAGEMENT WITHIN A SYSTEM OF STRUCTURAL-FUNCTIONAL DOMAINS AND MANAGEMENT MECHANISMS

Abstract

This article develops the theoretical underpinnings of organizational architecture in digital enterprise management. It does so through a comparative study of four analytical models: the classical, the digitally transformed, the digital and the platform-based. These models are treated as analytical types that may coexist or be combined rather than as successive stages of development. The theoretical framework integrates several fields, from organizational design and the information-processing view to research on digital transformation, enterprise architecture and platform ecosystems. The central thesis is that digitalization reconfigures how planning, organization, coordination, motivation, control and managerial decision-making are carried out, but does not by itself eliminate formal hierarchy or the core functions of management. The comparison is made across five dimensions: structural configuration, the distribution of functions and responsibility, coordination mechanisms, information flows, and control and decision-making. On this basis, we propose a concept of the organizational architecture of digital enterprise management as a configuration of interconnected structural-functional domains and cross-cutting management mechanisms. The conceptual model combines structural-functional domains with cross-cutting mechanisms and allows the alignment of goals, roles, responsibilities, coordination, information support, control and managerial decisions to be assessed. The “domain × mechanism” pair serves as its analytical unit and provides a common set of management categories for examining each domain. The study also distinguishes organizational architecture of management from organizational structure, enterprise architecture and the broader management system. Digital platforms and systems are treated as infrastructural conditions for implementing management mechanisms rather than as a separate level of management. The practical value of the model lies in its use as a structured framework for diagnosing the consistency of a digital enterprise management system and identifying areas that require further organizational alignment during digital transformation.