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The purpose of this paper is to draw attention to a void in the literature on enterprise flexibility: The Management Control Systems’ (MCS) role in the enterprise flexibility and stability discussion. MCS can be instrumental in securing an organization’s strategic performance objectives, far beyond the mere managerial control and accounting perspectives of traditional MCS’ roles.

This study is qualitative in nature, and presents a theoretical approach with a conceptual model to address enterprise flexibility and stability jointly; arguing that both should be part of the MCS’ design and implementation with a distinct strategic outlook. Several theoretical and practical arguments are presented which reinforce this thesis.

To operate optimally, enterprises must be able to manage their limited resources in efficient and effective manner. This is especially so when dealing with uncertainty and contingencies on an ongoing basis, while following a defined strategic choice. Such choices are expected to mirror enterprise flexibility types and measures without neglecting enterprise stability requirements, linking both to strategic performance measurement indicators.

Further work is needed to explore not only how different types of enterprise flexibility and stability measures can bring additional benefits to the firm but also how best to apply such types in accordance with business and operations strategies, organizational stability requirements and management control strategies.

MCS can and should take part of an organization’s strategic performance measures but these are to be understood from a systemic design perspective of the enterprise system’s metacontrollability, addressing flexibility and stability jointly.

There is a need to reevaluate the role of MCS and their strategic potential. The approach presented can have valuable potential ramifications and insights for management and information sciences as well as for the enterprise management practitioners as a whole.

This paper provides original research on enterprise flexibility and stability analysis, covering all aspects of MC and its role on the enterprise’s metacontrollability. Design and coordination of the seven basic elements which comprise MCS are analyzed, as well as how they influence one another. The paper includes two tables to illustrate the approach being proposed. Table I presents a classification of the literature reviewed in the paper while Table AI presents the choice of the theoretical lens on enterprise flexibility from other authors which contrasts with the model proposed. The role of MCS in the enterprise is also included.

This paper is about data, information, knowledge and judgment; their definitions and their parallel cognitive dimensionalities; and it is about their implications in innovation. This paper aims to discuss and illustrate the implications of this cognitive framework on innovation science and on the ability to innovate. To that end, the authors use a progression of examples and cases to identify and discuss new challenges and predicaments in innovation.

The authors discuss how the development of Chemistry, as a science, inspires this work. But the authors have purposely eschewed examples from mathematics or the natural sciences. Instead, the authors study business examples because they are more readily understood. However, the implications they reveal, on innovation, are no less significant. The explosive volume, complexity and requirements – for data, information, knowledge and intelligence in business – are arguably more messy, demanding and difficult. They are sociotechnical problems of unprecedented scale and qualitative change.

The authors frame their conclusion as the mega-nano hypothesis, which asserts that problems, at this new scale and qualitative difference, cannot be solved with conventional thinking and tired mental models. They obstruct the ability to innovate and impede creative thinking about theory.

The mega-nano hypothesis is consistent with historical trajectories in scientific development. Namely, when there are mega or nano changes of scale and frame-breaking phenomena, a new science is required to address the new and unprecedented problems that emerge.