IT Governance is often viewed as an important factor for creating business value for firms. However, there is limited work investigating the relationship between architectural governance and the contributions of enterprise architecture (EA) to firm performance. Based on a study of more than 15 cases the analyzes shows that architectural governance is a condition for the ability to create business value from the EA function. The cases also show that architectural governance depends on the context and there is no best way of EA governance that fits very situation. Architectural governance complements enterprise architecture and should ensure that EA efforts are coordinated and used by the business to improve firm performance. In many cases EA and architectural governance were found to be strongly connected, making it difficult to separate them. This strong dependence suggests that a change in EA influences the governance and vice versa. Architectural governance introduces more bureaucracy and administrative work, but paradoxically can result in the creation of more business flexibility and agility.