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This research aims to explore the enabling and constraining effects of enterprise resource planning (ERP) systems and speculate on how these can be linked to the four generic roles of operations management (OM) proposed by Slack et al.

This research understands ERP as boundary objects characterised by modularity, abstraction, accommodation, and standardization. An in‐depth cross‐disciplinary literature review and role synthesis is conducted.

Four enabling and three constraining effects of ERP are deduced from existing literature. ERP and OM are linked conceptually. Based on the identified effects of ERP, the paper speculates on the managerial tasks of the production and operations manager (POM) in an ERP environment and lists a set of central concerns of potential relevance to POM and to future research.

The identified roles of ERP and their implications could be empirically tested using case based and survey research.

The results provide insights into how ERP has multiple and parallel roles, and how these roles are relevant to the function of OM. Such knowledge is valuable for practicing POMs in managing the implementation and design of ERP to support the different domains of OM.

Current studies of the effects of ERP and their link to the practice of OM tend to focus on one or a few roles of the emerging system. Such studies do not properly take into account the modularised and pluralistic nature of ERP. This research provides a platform from where future research on the effects, managerial dilemmas and implications of ERP can be reconciled across research communities.

The purpose of this paper is to understand the enabling and constraining roles of blockchain technology (BCT) in managerial work practices and conceptualise the technology–performance relationship in supply chain management (SCM).

A structured literature review and a theory-driven approach are used. A set of propositions are developed, suggesting how the use of BCT in supply chains can be understood to simultaneously enable and constrain SCM and performance.

The analysis identifies four enabling and three constraining blockchain identities to explain how the technology either “facilitates” or “impedes” SCM and supply chain performance. Traceability, which emanates from its ability to provide data immutability, ranks highly as a core innovation of the technology. The blockchain is mainly seen as an opportunity to exploit existing supply chain resources and competencies.

One limitation of the research is its conceptual nature. Future research should test the developed propositions empirically. Further research should focus on BCT as an opportunity to explore and as a relationship-building technology. More research is also needed focussing on the complex and simultaneous enabling and constraining effects of BCT in supply chains.

The paper shows the important and complex Janus-faced implications of embedding BCT in supply chains and demonstrates how organisational theory can be applied to explore the relationship between blockchain and SCM.

This paper aims to explain the dynamics of entrepreneurial decisions and actions (D&As) in the small and medium-sized enterprise (SME) growth process. The study focuses on the changing portfolio and relationship governance and captures these dynamics by using the concept of “enabling constraints” (ECs).

In-depth, long-term and multiple-case study method was adopted based on six high-growth SMEs. Pattern-matching and alternative template approach formed a basis for developing a research framework, further corroborated and advanced in the empirical study.

The research provides empirical evidence of ECs as entrepreneurial perceptions that both limit (constrain) the range of accessible options and facilitate (enable) new opportunities. This study’s results point to how owner-managers' judgments about growth motives and rationales constrain their choices and how they enable new directions, acknowledging the changing context.

This work contributes to the research on SME growth processes by specifying their dynamics in terms of a creative mutual causality. Here, D&As stem from entrepreneurs' perceptions that are affected by the context, with the latter also shaped by prior decisions and actions. This theoretical contribution has been synthesized in the form of a framework of ECs in the SME growth process with related propositions.

The purpose of this paper is to develop a more detailed understanding of how embedding in different social networks relates to different types of action that individuals choose in the context of organizational closures, downsizing or relocations. To develop such insights, this paper focuses on three particular types of social networks, namely, intra-organizational; external professional and local community networks. These three types of networks have been frequently related to different types of action in the context of closures and relocations.

This is a conceptual paper. The authors develop the argument by integrating relevant recent literature on the salience related to embedding in different types of social networks, with a particular focus on responses to organizational closure or relocation.

The authors argue that at times of industrial decline and closure: embeddedness in intra-organizational networks can favor collective direct action; embeddedness in professional networks is likely to favor individual direct action and embeddedness in community networks can lead to individual indirect action. The authors then add nuance to the argument by considering a range of complicating factors that can constrain or enable the course (s) of action favored by particular combinations of network influences.

On a theoretical level, this paper adds to understandings of the role of network embeddedness in influencing individual and collective responses to such disruptive events; and direct or indirect forms of response. On a practical level, the authors contribute to understandings about how the employment landscape may evolve in regions affected by organizational demise, and how policymakers may study with or through network influences to develop more responsible downsizing approaches.

The purpose of this paper is to examine the impact of e-government reforms on street-level bureaucrats’ professionalism and relation to citizens, thus demonstrating how the bureaucratic encounter unfolds in the digital era.

The paper is based on an ethnographic study of frontline work at a citizen service centre in a Danish municipality, and draws on empirical material generated through observations, field notes, interviews and policy documents.

The paper shows that e-government changes the mode of professionalism in citizen service from service to support. An ethnographic account of how digital reforms are implemented in practice shows how street-level bureaucrat’s classic tasks such as specialized casework are being reconfigured into educational tasks that promote the idea of “becoming digital”. In the paper, the author argues that the work of “becoming digital” in client processing entails two interconnected changes in frontline agents’ practice: de-specialization of the task and intensified informality in relation to citizens. As a result, the frontline agent works as an explorative generalist whose professional skills and personal competencies are blurred.

The study contributes to ethnographic research in public administration by combining two separate subfields, e-government and street-level bureaucracy, to discern recent transformations in public service delivery. In the digital era, tasks, control and equality are distributed in ways that call for symmetrical and relational approaches to studying street-level bureaucracy. The argument goes beyond technological or social determinism to find a fruitful intermediary position pointing at technological change as having both constraining and enabling effects.

Research into the interpretability and explainability of data analytics and artificial intelligence (AI) systems is on the rise. However, most recent studies either solely promote the benefits of explainability or criticize it due to its counterproductive effects. This study addresses this polarized space and aims to identify opposing effects of the explainability of AI and the tensions between them and propose how to manage this tension to optimize AI system performance and trustworthiness.

The author systematically reviews the literature and synthesizes it using a contingency theory lens to develop a framework for managing the opposing effects of AI explainability.

The author finds five opposing effects of explainability: comprehensibility, conduct, confidentiality, completeness and confidence in AI (5Cs). The author also proposes six perspectives on managing the tensions between the 5Cs: pragmatism in explanation, contextualization of the explanation, cohabitation of human agency and AI agency, metrics and standardization, regulatory and ethical principles, and other emerging solutions (i.e. AI enveloping, blockchain and AI fuzzy systems).

As in other systematic literature review studies, the results are limited by the content of the selected papers.

The findings show how AI owners and developers can manage tensions between profitability, prediction accuracy and system performance via visibility, accountability and maintaining the “social goodness” of AI. The results guide practitioners in developing metrics and standards for AI explainability, with the context of AI operation as the focus.

This study addresses polarized beliefs amongst scholars and practitioners about the benefits of AI explainability versus its counterproductive effects. It poses that there is no single best way to maximize AI explainability. Instead, the co-existence of enabling and constraining effects must be managed.

The purpose of this paper is to provide insight into how research managers and directors conceive, adopt and adapt organizational structures to regulate and stimulate academic research.

The study used principles of a grounded theory approach for collecting and analysing data in interviews with research directors and programme managers working at universities within the discipline of Business Administration in The Netherlands.

In total, four clusters of concepts emerged from the data, related to: the definition of organization structures; the effects and by‐products of providing structures; academic research as management object; and using organizational structures. The collected clusters show that research universities adopt all kinds of organization structures (formal, informal, narrow, broad, intentional, emergent) and that the perceptions and practices of research managers are crucial for deciding whether these structures may become “seeding” or “controlling”.

The “practice turn” in organization studies has highlighted how important work practices of individual knowledge workers are, but so far has not paid systematic attention to the role of management, or has even downplayed that role. Structuration, which is a key management domain, is not inherently “good” or “bad” (seeding vs controlling), nor is avoiding structuration. Research managers as quintessential knowledge managers appear centre stage in making structures work or not. What makes structures “seeding” (or not) is their selection, combination, adjustment and/or intentional ignoration in practices of management knowing. An important mechanism is that of negotiation in attempts to accommodate possibly divergent interpretations. The concept of management knowing introduced and elaborated claims that management knowledge and practices are intertwined and not independent management knowledge categories.

The purpose of this study is to present the evolution of thinking on the role of management control systems (MCSs) in innovation, according to the development of control practices, and to provide a reflection on the achievements of the more recent literature.

This paper assesses articles, books and book chapters that have explored MCSs in innovation, together with seminal works on management accounting and control.

Moving from the traditional phase where MCSs were seen as detrimental to innovation, the literature has now reached a new consensus that attributes a positive role to control. In this recent phase, it arises from the literature that MCSs in the realm of innovation should embrace a multiplicity of controls; MCSs depend on the magnitude and innovation mode of a company; MCSs evolve over time; and that synergies and tensions are expected to arise. Adding these factors to the inherent complexity of innovation, the assertion is that qualitative approaches should be undertaken to infuse the field with more fine-grained evidence. It is also proposed that this methodological approach be used to address the following points: (1) the use of multiple controls; (2) synergies and tensions; and (3) behavioural aspects of controls in relation with innovation.

The paper is of value for researchers who have an interest in studying the use of MCSs in innovation and in qualitative research and proposes some areas of research that could be explored.

The purpose of this paper is to conceptualise how various value dimensions of Harambee, the Kenyan culture, affect the fostering of entrepreneurial behaviours. Theoretically, we draw upon perspectives that view culture as a toolkit and use cultural variables provided by Hofstede to examine the links between national culture and entrepreneurial endeavours in an African context.

The paper is based on review and synthesis of accessible secondary sources (published research, country-specific reports, policy documents, firm-level empirical evidences, etc.) on the topic and related areas to understand and advance research propositions on the link between enterprising efforts and national culture specific to the Kenyan context.

Several theoretical propositions are offered on themes of collective reliance, social responsibility, enterprising, resource mobilisation and political philanthropy to establish relationships, both positive and negative, between values of Harambee and entrepreneurial behaviours. Further, the study provides initial insights into how actors blend both collectivistic and emergent individualistic orientations and display collective identity in the process of mobilising resources and engaging in entrepreneurship.

The conceptual framework presented bears a considerable relevance to the advancing theory, policy and practice associated with the national culture and entrepreneurial behaviour in the African context and has potential to generate valuable insights.

This original study provides a springboard for studying the relationship between African cultural context and entrepreneurial behaviours.