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Technology is revolutionizing the management logic of service systems. The increasing use of artificial intelligence (AI), in particular, is challenging interaction between humans and machines changing the service systems’ value co-creation configurations and logic. To envision possible future scenarios, this paper aims to reflect upon how the humans’ use of AI technology can impact value co-creation.

The study is developed, at a conceptual level, using selected elements from managerial and marketing theoretical frameworks interested in value co-creation – Service-Dominant Logic, Service Science and Viable Systems Approach (VSA) – used as interpretative tools to reframe value co-creation in the digital age.

The interpretative approach adopted and, in particular, the new VSA notion of Intelligence Augmentation (IA), in the perspective of the information variety model, shed new light on value co-creation in the digital age framing a possible “IA effect” that can empower value co-creation in complex decision-making contexts.

The study provides insights useful in the design and management of service systems suggesting a rethinking of the view of AI as a means for mainly increasing the smartness of service systems and a new focus on the enhancement of the human resources contribution to make the service systems wiser.

The paper provides a refocused interpretative view of the interaction between humans and AI that looks at a possible positive impact of the use of AI on humans in terms of augmented decision-making capabilities in conditions of complexity.

The paper aims to enrich current debate about human–technology dichotomy in socio-economic settings by decoding and systematizing the main phases through which it has been approached in managerial and social studies.

A multi-interpretative framework is built thanks to the adoption of a qualitative approach inspired by the inductive logic, and for analyzing the historical evolution of the approach to human–technology dichotomy and for explaining them through an innovative conceptual model.

An innovative conceptual model is proposed for depicting connections and evolutions among the main four phases in the evolution of the approaches to human–technology dichotomy.

Reflections and conceptual model herein can support researchers in rereading the multiple theoretical and practical contributions provided with reference to human and technology relations in socio-economic settings.

The paper can support managers and entrepreneurs in defining and evaluating managerial approaches for efficiently enhancing human–technology interaction.

The paper proposes an innovative conceptual model based on a multi-interpretative framework for decoding the historical evolution of the approaches to human–technology dichotomy in business settings. New variables are added to the current debate about the topic for building an original interpretive viewpoint.

This paper aims at analyzing salient cultural transformations and their implications for business and management.

First, the interpretative approach is explained, and its adoption is justified. Then, seven major cultural transformations associated with globalization are identified and analyzed. Finally, business and management implications are discussed.

The cultural trends/transformations caused by or associated with globalization include convergence, divergence, hybridization, the clash of cultures/civilizations, diversity, multiculturalism, time-space compression, temporal acceleration, short-termism, risk, insecurity and uncertainty.

This study, like any other interpretative study, is limited in its internal validity. Furthermore, some scholars may have different perspectives on cultural transformations, such as clash of cultures, diversity, multiculturalism and risk society.

At the methodological level, this paper adopts an interpretative research design and takes into consideration historical, contextual and social components of culture. While the culture in management is often conceptualized as bipolar and mutually exclusive dimensions, this study offers a more versatile conceptualization of culture.

The purpose of this paper is to describe and analyse a methodology for studying the practice of logistics and supply chain management (SCM), namely the mystery methodology.

Many SCM and logistics researchers share methodological presuppositions concerning the “reality status” that are usually unspoken and deviating from presuppositions of the methodology here investigated. By proposing an alternative methodology, the paper stimulates further ideas that will advance the discussion of research methodologies in SCM.

The methodology facilitates exploration and elaboration of anomalies in theory and in practice. The mystery construction process facilitates SCM research in three ways: as a consistent methodology for practice research; for learning and responsiveness to new insights; and with the problem of bounding the case.

The methodology is delimited by its constructivist/interpretivist assumptions in order to provide accurate representations. It makes possible richer insights into, and the meaning of, SCM phenomena in which social action can be understood in an intelligible way.

Construction of mysteries opens up for learning during the research process by refining the research question and the literature base. Under the assumption that the researcher is knowledgeable about the literature in a variety of areas, the methodology implies rigour and relevance in SCM research.

This paper is grounded in contemporary supply chain integration problems and develops the discipline further with its alternative approach in which practice of action is in focus.

Phenomenology has a long tradition as a qualitative research method in the social and health sciences. The application of phenomenological methods to understand lived experiences and subjectivities offers researchers a rich tapestry of methodological approaches, often however, the availability of these methods to researchers is tempered as a result of inflexible ideas regarding their use. This article aims to highlight the uniting features between approaches.

The paper begins by offering a brief overview of the two traditions within phenomenology, the descriptive and interpretive approaches and traces the development of each one. It then presents an overview of the commonalities shared by both approaches in with particular reference to the philosophical and methodological cohesion between them.

Frequently, the literature fails to focus on how these methodologies can be used together, and instead foregrounds the ontological and methodological differences between them. While an overview of some of the more vociferous debates within phenomenology are included and acknowledged, the paper calls for a focus on the shared goals of the phenomenological project.

This article aims to illustrate that, while recognising differences, the two phenomenological traditions have more in common that unites them, and argues that once this is applied pragmatically, a multiplicity of phenomenological traditions are available to researchers.

The purpose of this paper is to increase the understanding regarding how managers attempt to make purposeful use of innovation management self-assessments (IMSA) and performance information (PI).

An interpretative perspective on purposeful use is used as an analytical framework, and the paper is based on empirical material from two research projects exploring the use of IMSA and PI in three case companies. Based on the empirical data, consisting of interviews and observations of workshops and project meetings, qualitative content analysis has been conducted.

The findings of this paper indicate that how managers achieve a purposeful use of PI is related to their approach toward how to use the specific PI at hand, and two basic approaches are analytically separated: a rule-based approach and a reflective approach. Consequently, whether or not the right thing is being measured also becomes a question of how the PI is actually being interpreted and used. Thus, the extensive focus on what to measure and how to measure it becomes edgeless unless equal attention is given to how managers are able to use the PI to make knowledgeable decisions regarding what actions to take to achieve the desired changes.

Given the results, it comes with a managerial responsibility to make sure that all managers who are supposed to be engaged in using the PI are given roles in the self-assessments that are aligned with the level of knowledge they possess, or can access.

How managers purposefully use PI is a key to understand the potential impact of self-assessments.

The purposes of this paper are to organize historical, solved questions and recent, unsolved questions in a coherent, progressive way; explore the key question to be answered under this systematic framework; and reflect on an alternative analytical perspective to the current “problem-solving-oriented” approach. Transnational bribery regulation, with the Organization for Economic Co-operation and Development (OECD) Anti-Bribery Convention as the central governing legal instrument, is on the top agenda of international governance. However, its complex nature makes theoretical viewpoints on this topic rather fragmented. This fragmentation is used to help understand the wisdom of the Foreign Corrupt Practices Act (FCPA) approach in the early years. However, as the FCPA approach was internationalized and evolves to its current phase, in which individual inquiries become path-dependent and interdependent, the fragmentation causes more confusion than makes contribution.

Sections 2 and 3 retrospect the historical trajectory of academic research on the global regulation of transnational bribery, systemizes relevant theoretical insights and illustrates how people’s understandings of the wisdom of the FCPA approach in early years affect their evaluations of the effect of the OECD Anti-Bribery Convention in the contemporary era. Given that, at present, the most popular viewpoint is that the Convention is “ineffective”, Section 4 systemizes the diverse causal attributions of the “problem” in current academic literature, sorts out the roots causes and points out the key question for the next step forward under the version of the “problem-solving-oriented” analysis. Section 5 has a reflection on the inherent limitation of a “problem-solving-oriented” approach for our understanding of the effects of the Convention.

Under the version of a “problem-solving-oriented” approach, the key question to be solved is how to establish a mechanism to cope with the surreptitious nature of transnational bribery and the self-sacrificed nature of the FCPA-style approach simultaneously. The popular “problem-solving-oriented” approach has an inherent limitation to create new knowledge on the multilateral anti-bribery collaboration. A reality-based, historical analytical perspective is a good alternative to it.

The paper presents a personal, original organization of the conventional theoretical insights to the operation of the global anti-bribery collaboration and the underlying logics of these viewpoints. The paper also presents the author’s personal analysis of the “technical omission” and “inherent limitation” of a problem-solving-oriented approach to analyze the performance of the global anti-bribery collaboration, and the power of a historical analytical perspective as an alternative.

This paper reports on the initial results of a case study on management-level turnover in the hospitality industry and on factors influencing the career decisions of highly educated employees to stay or leave the industry. This issue is considered using an interpretative paradigm and the conclusion drawn is that retaining these employees cannot be ensured by HRM policy alone. Both personal and general career factors are important, strongly influenced by social aspects. Furthermore, perceptions (deserved or undeserved) of the actual job, as well as characteristics of the industry, are important when deciding to pursue a career either within or outside the hospitality industry.