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The purpose of this paper is to lay a current, research-based foundation for investigation of the concept of innovative price models and its connection to business models.

The design is composed of a structured literature review of articles on price models published in 22 journals during 42 years. This then serves as a base for a subsequent conceptual discussion about the foundation of innovative price models.

The literature review yields only very few results that are loosely scattered across various areas and mostly without any kind of deeper exploration of the concept of price models. The paper therefore goes on to conceptually explore some fundamental conditions that might influence or even determine price models. The final outcome of this exploration is the relation, intention, technology and environment (RITE) framework that is a meta-model for conceptualising innovative price models.

The literature review could include additional journals and areas, and empirical testing of the RITE framework as yet has been limited.

The RITE framework can be used by practitioners as a tool for investigating the potential and usefulness of developing the capability to handle innovative price models.

The RITE framework provides fundamental conditions, which influence, or even determine, how innovative price models are developed and applied.

The purpose of this paper is to contribute to the understanding of the practice of IT‐enabled management control change, in particular how IT‐driven change is made possible from a practical perspective in a global context. It does so by investigating the redesign of the telecommunications company Ericsson's global finance and accounting function from an independent structure of numerous national chief financial officer units into one interdependent global network of shared service centres.

Ericsson's transformation was followed by drawing mainly on interviews and documents. The data were analysed using narrative and temporal bracketing strategies for theorising from process data.

The paper illustrates how IT‐enabled management control change unfolds as a continuous interaction between a dynamic organisational structure (social dimension) and a less, but still, dynamic IT (material dimension) across time. The study also highlights how such a process is metaphorically similar to the form of a hermeneutic spiral rather than the common perspective of an arrow from the present to the future.

The focus of the paper is on positive organisational change and how transformation is possible from a strategic and managerial point of view. Hence, less focus is placed on the employee perspective.

This paper stresses the importance of pre‐understanding, an openness to trials and learning, and a dynami stance towards the moving targets of IT and organisation.

The paper provides rich empirical material. The analysis includes contemporary issues, and the practice of IT‐enabled management control change.

The aim of this article is to provide strategic insights of how multinational organizations lead IT-enabled change on a global scale. The article summarizes the findings from a three-year case study of the international telecom company Ericsson. This company managed to successfully transform their finance and accounting (F & A) unit from a highly decentralized structure into a so-called shared service center (SSC) structure and the whole change was enabled by enterprise resource planning (ERP) system.

The case study data consists of in-depth interviews, archival data, and observations collected during three years.

The article provides rich description of how the transformation was executed together with three key strategic lessons.

The article offers unique and novel insights of how strategist drives IT-enabled change on a global scale.