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The paper aims not only to provide evidence of the Jungian personality theory in the context of management through managers' lived experience but also to ask a deeper question of what this theory–practice coherence entails.

Situated as preliminary, this study used a phenomenological approach to detail managerial accounts across four managers in an Indonesian higher education institution. A survey of personality types using an online Jungian-based personality assessment tool was conducted, followed by an in-depth interview with selected managers.

The study provides the following evidence: the coherence between the perceived managerial practices and the theorized cognitive processes of each personality type and between the way the instrument measures personality types and the theorized cognitive processes.

While the study faces an issue of data saturation, given the sample size, the study has conducted the process of triangulation by sampling managers with resembling cognitive processes as theorized (INTJ, with ENTJ; ISFJ with ESFJ). A broader implication is around the use of qualitative, phenomenological approach to the study of personality types and cognitive processes.

Promoting diverse ways of managing based on personality types, this paper includes implications specifically for developing managers in charge of core business processes in terms of flexibility when managing and leading a team.

This paper presents an account of how personality types (through their dominant cognitive functions) resonate with real-life managerial practices, connecting the descriptive nature of personality types and the normative nature of management.

The purpose of this paper is to identify the existence of studies, by exploring the current literatures, on interaction among actors in Enterprise Resource Planning (ERP) implementation.

A new classification framework is offered, along with the two dimensions of ERP implementation: determinants and outcomes, to provide four types of research classes. Hundreds of articles were searched by using keywords from journal data bases. The selected articles were grouped based on the new classification of ERP implementation, followed by an in-depth analysis by using the Context, Intervention, Mechanism, Outcomes logic and the system of systems methodologies (SOSM) framework.

The interactions among actors in ERP implementation have been overlooked, although there is almost always disagreements, misperceptions, and conflicts. Managing the interactions among actors is considered important because common failures in ERP implementation are often caused by mismanaged interactions among the key actors. Unfortunately, the existing research has so far shown a small effort to study how the actors’ interactions are managed.

One key limitation of this research is that the number of actor-related articles is lesser than the factor-related articles. Further research should be conducted to explain how to manage the interactions among the actors in each stage of ERP implementation.

A guidance to prepare the entire organization prior to the ERP implementation to seriously consider the typical conflict among actors on each stage of ERP implementation and its causal factors and how to resolve them.

The importance of understanding typical conflict among actors, its causal factors, and how to resolve them can be extended to other projects or social phenomenon.

This proposed framework is new to the ERP literature and serves to identify and expand further research on actors’ interactions to improve the success of ERP implementation. This is the first research to identify the interactions among actors in ERP implementation by using a clearly structured methodological approach, which is conducted by critically reviewing the ERP implementation literature.