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Approaching the twenty‐first century should reinforce the notion that modern managers work in an environment of uncertainty. Contingency analysis has become merely a fact of business decision making. Clearly, the word to describe the modern business world is “change”. For those on the forefront it means challenges and new opportunities. But for the multitude of small and medium‐sized business owners it means risk, uncertainty and threat. Nothing exemplifies this threat of the future and change to the small businessman more than the computer.

The purpose of this paper is to understand whether differences also exist between managers and end‐users regarding critical success factors (CSFs) of enterprise resource planning (ERP) systems implementation in China as well as among the counterparts in US and Chinese companies.

A pharmaceutical company in China that implemented an ERP system recently, similar to the one identified in Amoako‐Gyampah's study, is identified for this paper. A field survey accompanied by interview was used to collect data on seven CSFs that have been identified in the literature on technology acceptance and diffusion and that are consistent with Amoako‐Gyampah's study for comparison purposes.

The results of this paper confirm the results of Amoako‐Gyampah's study, which demonstrates that significant differences of seven CSFs of the implementation of ERP systems do exist in the perception of managers and end‐users. It further shows that both managers and end‐users of Chinese companies rate all seven factors lower than do their US counterparts. The understanding of these differences reveals the current stage of the progress of ERP implementation in China, namely that ERP implementation is not perceived as positively by Chinese managers and end‐users as it is by their counterparts in the USA

For researchers, this paper provides a foundation for further investigation of the reasons for such differences among different groups and individuals as well as different cultures.

Understanding the differences that exist in the perceptions of different groups within an organization and the nature of these differences can help implementers develop appropriate change management mechanisms – such as training, communication, and others – to improve the chances of successful ERP implementation.

This paper confirms the previous CSFs research findings in a Chinese pharmaceutical company setting that there are significant differences of CSFs in ERP implementation between managers and end‐users. It further compares the differences of these CSFs with their US counterparts.

Research in business processes has been developed around a disciplinary approach toward the production of traditional knowledge, known as Mode 1. The problems studied with this approach are solved in a context in which academic knowledge prevails, with no major concerns regarding its practical applicability. Thus, the purpose of this paper is to propose a structure for knowledge production based on Mode 2 for business process researches.

A bibliometric research was conducted to define and conceptualize the classes of disciplinary problems, by assessing the years 2007-2012 of the Business Process Management Journal publications.

A framework for the Mode 2 knowledge production was proposed in the development of research in business process and conceptualized classes of problems related to this issue.

This work was carried out with specific focus on research in business process, so the defined classes of problems cannot be generalized.

The studies identified by this research are in the form of a disciplinary approach toward the production of traditional knowledge, known as Mode 1. This paper aims to fill the gap of a transdisciplinary production of knowledge and practical application, known as Mode 2 in the context of business process.

Industry 4.0 implies that global challenges exist within the manufacturing sector. Both theoretical and empirical research has been developed to support these transformations and assist companies in the process of changing. The purpose of this paper is to gather previous articles through an updated review and defines a research agenda for future investigation based on the most recent studies published in the field.

Key articles on the subject are analysed. The articles were published in 39 journals from which 107 papers dating from 2005 to 2018 have been selected.

The main findings imply the definition of a research agenda where: a common terminology should be created; the levels of implementation of Industry 4.0 should be defined; the stages of the development of Industry 4.0 should be identified; a lean approach for this industry is defined and the implications of Industry 4.0 in either a sustainable or circular economy should be understood; the consequences of human resources should be analysed; and the effects of the smart factory in the organisation are the areas identified and studied in the mentioned research agenda.

This review has some limitations. First, a number of grey literature, such as reports from non-governmental organisations and front-line practitioners’ reflections, were not included. Second, only research studies in English and Spanish were reviewed.

This review helps practitioners in their implementation of Industry 4.0. Moreover, the identified future research areas may help to define priorities in this implementation.

After examining previous research, this paper proposes a research agenda covering issues about Industry 4.0. This research agenda should guide future investigations in the smart industry.

Firms involved in international business are affected by many crisis and crisis‐like events not generally associated with normal operations. Crisis management provides a business firm with a systematic, orderly response to crisis situations. Many crises can be prevented – or at least coped with more effectively – through early detection. The real challenge is not just to recognize crises, but to recognize them in a timely fashion and with a will to address the issues they represent. A crisis in an international business firm can consist of as many as four different and distinct phases: prodromal crisis stage, acute crisis stage, chronic crisis stage and crisis resolution stage. Recognizing these phases, and dealing with them effectively, gives the business manager an important edge in addressing issues of importance to the organization.