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The purpose of this study is to provide more insight in the ways key users act as knowledge managers and boundary spanners during the enterprise resource planning (ERP) system usage phase. Despite the recognized importance of key users during the implementation phase of an ERP system, little is known about their role in the ERP usage phase.

To provide rich insight in the boundary-spanning mechanisms utilized by key users to share knowledge, a qualitative approach was applied. In this study, “abductive” theme coding for 58 interviews with key users, end-users and managers has been used. This paper found six mechanisms and characterized them as “crossing” structural, social or cognitive boundaries.

Six boundary-spanning mechanisms have been distinguished which have been applied by key users to overcome several knowledge management issues. Subsequently, these mechanisms lead to a model which describes three different roles that key users may fulfill to efficiently share and transfer knowledge during the ERP usage phase.

Knowledge barriers during an ERP implementation and their accompanying six boundary-crossing mechanisms have been distinguished.

The recognition of the essential role that key users can fulfill during the usage phase of an ERP system is an important implication. Management has to take into account that tasks and responsibilities of key users have to be clear from the start and they may cautiously select employees who are suited to become key users.

The main contribution is the importance of the impact of key users on the effectivity of knowledge management during the ERP usage phase.

The purpose of this study is to explore the extent to which teamwork (developed either during an initial training phase or during a subsequent deployment phase) is influenced by the nature of the team’s environment (extreme vs non-extreme) and the extent to which teamwork is one of the explaining mechanisms for team performance.

Data was collected from 60 teams at 2 time-points: training phase in The Netherlands or Germany and deployment phase (in locations such as Afghanistan and Bosnia-Herzegovina).

This study’s results indicate that when teams consider working in extreme environments, they develop higher levels of teamwork as compared to teams expecting to work in non-extreme environments. These differences remain stable also during the deployment phase, such that teams operating in extreme environments will continue to have higher levels of teamwork as compared to teams operating in non-extreme environments.

With this study, the authors contribute to the teamwork quality research stream by empirically studying how teamwork quality develops in unique military contexts such as extreme environments. Studies in such contexts are relatively rare.

Purpose – The aim of the chapter is to analyze the multinational collaboration between troops-contributing countries, and between military and civilian personnel at UNIFIL's headquarters in South-Lebanon.

Methodology/approach – The methodological approach consisted of semi-structured interviews and participatory observation.

Findings – The multinational collaboration at the HQ was satisfactory, although not optimal as mutual stereotyping continued to exist. Western military personnel still prefers to operate in a NATO framework and resent some of the civil servants’ privileges. This hampers a smooth civil–military cooperation to some extent.

Originality/value of the paper – Few qualitative studies have looked at how participating nations collaborate at missions’ headquarters. This study provides a look inside the daily work of military and civilian personnel at the operational level and, consequently, offers insights for improving multinational collaboration in future (peace) operations.

Purpose – This chapter aims to coin, unpack, and illustrate the concept and societal impact of informerphobia. This is the fear of people to report information on (threatening) violence and terrorism to the state agencies that are formally tasked to respond to these threats.

Methodology/approach – This chapter is a theoretical exercise, combining insights from general sociology, organization studies, military studies and the literature on good governance. The illustration pertaining to Afghanistan is based on previous fieldwork in the region.

Findings – The chapter points at the importance of having properly functioning state agencies that have to be flexible, decentralized, and truly bureaucratic in the Weberian sense of the word. In addition, a civic culture of ordinary people producing counterpressure is indispensable to make the state agencies more effective.

Originality/value of the paper – The concept is brand new as is its elaboration and application to Afghanistan.

The purpose of this chapter is to describe and analyze the operational styles of the American and Netherlands armed forces displayed in the ISAF operations in Southern Afghanistan. The aim is to ascertain if and how these differences converge as a consequence of common experiences in the area of operations. The methodology is based on written published information, as well as newspaper, and internet sources. The findings demonstrate that although there are considerable differences in operations styles between both national militaries, common experiences urge them to learn from each other, and hence to develop some sort of isomorphism in their operations. This tendency is not unique to the military. Isomorphism is a well-known phenomenon in the sociology of organizations and it relates to the idea of supranational convergence of policies, which is an important topic of study in political science. The limitations of this chapter pertain to the fact that only two national armed forces have been studied and that there is only little primary material to rely on. The practical implications are numerous. It stresses the tendency and need for national militaries, who are engaged in multinational military cooperation, to learn from each other while trying to reach for the maximum results of their endeavors. The point of isomorphism in national militaries developing as a result of common experiences has never been described before, certainly not in terms of well established concepts of the sociology of organizations and political science.

Times are a-changing, and the military are changing with them. In this collection of sociological studies on the armed forces and conflict resolution we have seen that the military face at least three types of developments.

In their effort to rebuild the society of the host-nation, military organizations depend on collaboration and communication with other international contingents and the local population. Language understanding in this regard is of eminent importance. Linguistic skills and the intervention of interpreters could contribute to the inter-communicational process, and hence positively affect the general effectiveness of the mission as a whole. In this article theoretical concepts and notions are illustrated with empirical observations from everyday military practice during peace-support operations. The article concludes with avenues for future research.

In recent decades, the world has been changing quite substantially. Long gone are the times when the Cold War, the bipolar East–West conflict with the United States of America and the Soviet Union as the main antagonists, produced a somewhat shaky stability in international relations due to the widespread fear of a nuclear holocaust. Looking back on this period from the angle of the 21st century and bearing in mind all that happened since the early 1990s, the Cold War world resembles a comparatively very stable and peaceful era. The period since then, however, is marked by considerable conflict in the global arena, even violent ones, which have become more numerous. Mankind has always lived dangerously, according to Raymond Aron, and this bonmot very much applies to our present era.

Afghanistan is without a doubt one of the poorest countries in the world and it has all the characteristics of a failed state. In such a country, where there is neither a physical nor an economic infrastructure of any significance, the payment of salaries is an overwhelming problem for government organisations. The international community is providing advisers and trainers for Afghan government organisations, including the armed forces, in order to combat these kinds of problems. This article focuses on how the payment of salaries is organised within the 205th Corps of the Afghan National Army and ascertains if there are proper ways for a developing army to adopt Western ideas on financial and general management. Our research indicates that the payment and accountability ideas within the 205th Corps are fully in line with the processes in any Western armed forces or government organisation. Only when matters literally fall beyond the scope of the West-dominated organisation and payments are to be made in the outlying areas, uncertainties arise which can lead to questions and even friction. Furthermore, specific focal points derived from our literature review and our study are the concept of recording a number of basic details and keeping the disclosure relatively limited, and adapted to local needs.