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The purpose of this paper is to participate in the discussion related to why IS projects, both in Western and in Eastern European countries, e.g. Poland, often fail. One major reason is claimed to be poor implementation, and the article asks whether the stakeholders involved overlook the challenge of and the need for knowledge in change management (CM) when implementing complex IT systems.

The research is based on observations of what is reflected in the CM, the project management (PM) and the IS literature. A basic assumption for the approach is that what PM and IS textbooks focus on strongly influences the views and practice of practitioners. A content analysis method was applied to examine empirically 22 textbooks to evaluate whether the IT/PM literature emphasizes relevant essential recommendations developed in the CM literature for handling changes. A mini‐case was used to illustrate how implementation is done in practice.

The research reveals that in particular the PM authors give little priority to implementation and to essentials developed in the CM discipline. Further, the authors apply rather rational perspectives when discussing implementation. This implies focus on deterministic N‐stage models and overlooking vital organizational processes. The research also reveals that IS success depends to a large extent on how well the interfaces between the project development and the implementation processes are coordinated. The stakeholders often split the project development and implementation into two projects and postpone implementation until the development is completed. This may lead to coordination problems and to ineffective implementation.

The main limitation of this research is the assumption that what is written in the IT/PM books influences what the practitioners do. This may be an area for further research.

The authors of IS/PM textbooks and the practitioners should pay more attention to implementation. The textbooks may benefit from borrowing essentials from the CM literature. Further, the stakeholders should start the implementation processes early and ensure effective coordination between project development and the implementation processes.

The main value of the paper is related to the contribution to the discussion related to why IS projects, both in Western and in Eastern European countries, often fail.

The purpose of this paper is to provide insight into why shareholders often claim dissatisfaction with the results delivered by their boards. A central reason is that boards fail to get their critical decisions effectively implemented. The paper also focuses on whether boards apply essentials developed in the change management discipline.

The research is based on a study of board documents to capture what boards actually do. The documents were compiled from two Norwegian companies during the 1993‐2005 period. A content analysis was the analytic tool.

The research indicates that boards apply rational and deterministic approaches to implement critical decisions. It also reveals that boards tend to overlook essentials from the change management discipline. The paper identifies the potential for improved board effectiveness in implementing critical decisions.

The main limitation of this research is that several observations may threaten the generalizability of the findings. However, the limitations may provide opportunities for further research.

Boards should motivate the chief executive officer and top management to apply a change management perspective in implementing critical decisions. To do so, board members must understand the critical decisions and ask appropriate questions.

The main value of this paper pertains to the contribution regarding why shareholders claim dissatisfaction with board‐delivered results.

The article is inspired by a paradox: why do MNEs like standardised leadership tools when everybody argues that the world is becoming more complex? Based on this paradox the article raises the question: under what conditions will standardisation of a leadership tool be most useful to an MNE? Previous literature suggests that standardisation of a leadership tool may have control and learning benefits, and the article explores these effects looking at external and internal contexts of MNE subsidiaries. The paper is conceptual, but draws also on examples from a case study within a Norwegian MNE. The article argues that external complexity diminishes the usefulness of standardisation to an MNE. Internal fit of the tool with other tools will increase benefits of standardisation, the article argues, whereas managerial autonomy is associated with higher subsidiary learning effects, but lower synergy and control effects.

The research empirically examines the role of artificial intelligence (AI) integrated with social customer relationship management (SCRM) in multinational enterprises (MNEs) towards international relationship management under social distancing conditions due to the COVID-19 pandemic.

The study initially undertakes pertinently focused theoretical research in the fields of international marketing, knowledge management, and customer relationship management. And, utilizing the theories of resource-based view (RBV) and dynamic capability view (DCV) theory, the study develops a theoretical model that is subsequently empirically validated through a survey and structural equation modeling.

The study highlights the importance and means of adopting AI-integrated social CRM by MNEs, in the context of international relationship management, under the Covid-19 social distancing conditions. The study more specifically elucidates the role and significance of MNE leadership approach and support towards the adoption of AI-integrated social CRM systems and, ultimately, performance improvement of MNEs under such conditions.

The study presents insights and prescriptive explications on a topic at the heart of state-of the-art technology-based international marketing in the explicit context of the primary business-defining environment of the Covid-19 pandemic. The research provides practicable suggestions to MNEs' leadership towards the adoption of an AI-integrated social CRM system. And the study presents a unique model for international relationship management under social distancing conditions, potentially applicable during other crises.

The research is original and on a ‘fresh’ topic that combines the latest technological advancements in business (AI-integrated CRM) with the present critical business context (pandemic). The research develops a tested theoretical model that (a) is unique in its field; (b) provides a solid foundation for further research; (c) bears generic value and application during other-than-Covid-19 conditions; and (d) enhances the understanding of important fields of international marketing, including international customer relationship management and global knowledge management.