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Purpose – 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. Design/methodology/approach – 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. Findings – 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. Research limitations/implications – 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. Practical implications – 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. Social implications – 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. Originality/value – 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.

Batik industry constitute of one of 14 classified creative industries in Indonesia. As part of creative industry, batik design and the batik product is possible continuously develop. In this research, we focus on Batik Industrial Cluster in central Java, Solo. This research aim is to model value co-creation process and value orchestration platform as a hierarchical service by using service science perspective. We argue value orchestration management strategies to promote Solo as batik industrial clusters to world favourite tourist destination. To achieve it, we first examine and express the situation from batik industrial cluster in Solo by using qualitative approach. Then, we analyze a process model of value co-creation consisting of four phases, i.e., co-experience, co-definition, co-elevation and co-development. The model describes interactive relationship among stakeholders in Batik industrial cluster by involving value co-creation process to supporting such collaboration. Finally, we apply three management strategies of value orchestration platform for orchestrating value co-creation process, i.e., involvement, curation and empowerment strategies.

This article studies the effects of firm governance on the collaboration process dimensions in a public corporation type of professional service firm with one global integrated organization structure and a partnership type of professional service firm with network organization structure. One conceptual model is developed to structure the analysis and guide five expert interviews. This study finds that in the public corporation type of professional service firm, with one global integrated organization structure, the structural dimension of the collaboration process plays a more significant role than the agency and social capital dimension in establishing the collaboration process. On the contrary, in the partnership type of professional service firm, with a network organization structure, the social capital and the agency dimensions of the collaboration process play a more significant role than the structural dimension in establishing the collaboration process. It leads to the practical implementation in a partnership type of professional service firm, and the collaboration process would be started by building the social capital and agency dimensions. In a public corporation type of professional service firm, the collaboration process would be started by following the structural dimensions because being a public corporation forces the firm to have a defined and documented governance and administration (structural dimension).

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