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This paper gives recommendations for selecting, implementing and sustainably operating ERP systems. We indicate special aspects which are important from our point of view. The paper addresses practitioners who are responsible for ERP systems, especially IT and project managers. The structure of the paper matches the three main phases of an ERP system’s lifecycle within an enterprise: selection, implementation and operations. General process models are given for selection and implementation of ERP systems. Our suggestions stretch from project management, business process reengineering, system selection criteria, reporting and customizing to choosing key users, data migration, and user training. Operations of ERP systems are commented according to the views defined by the ARIS concept. We are focusing on organizational issues, but give also remarks on business process maintenance, exploitation of ERP functions, and data management. While other publications give rather general advice, recommendations in this paper are selected to be use-oriented and easy to apply. The recommendations do not depend on any particular ERP system.

To break the chain of spread of the Covid-19 virus, the government issued a PPKM policy which requires essential companies to only employ 25% of their employees, this has resulted in the company experiencing an unexpected crisis. the readiness of a company's leadership to determine the level of effectiveness in dealing with the onslaught of the Covid-19 pandemic. This analysis focuses on the leadership style in the company PT. BPR in dealing with the Covid-19 outbreak by examining the level of alertness, responsiveness, cohesiveness, and coordination between organizations. The results of the study show that leaders at PT BPR use an empathetic leadership style which is one of the choices for leaders to carry out leadership functions during the covid-19 pandemic. One of Rensis Likert's theories is 4 Systems or 4 Leadership communication styles. A leader must have the attitude of a Consultative Leader, meaning that with the current covid-19 pandemic, the leader should have little trust in his subordinates, subordinates need information, ideas or opinions through consultation. Because applying an empathetic leadership style alone is not enough to maintain the company and only reduces employee performance because it is considered that leaders provide opportunities and employees will be in a comfort zone.

Реінжиніринг є важливим інструментом антикризового управління, оскільки спрямований на реструктуризацію (перепроектування, оновлення) бізнес-процесів з метою кардинального, стрибкоподібного покращення діяльності підприємства. У світлі нинішньої нестабільної економічної ситуації у світі менеджмент не може мати іншої основи, крім пошуку та активного використання нових форм, методів, прийомів, напрямків бізнесу, оскільки попередні підходи вже не виправдовують себе. Тому реінжиніринг став однією з найефективніших інновацій в управлінському консалтингу за останні роки. Проведено постановку проблеми, визначено основну мету та завдання дослідження. В даному дослідженні проаналізовано наукові праці різних учених-економістів та наукових шкіл підходу до радикального перепроектування бізнес-процесів реінжинірингу бізнесу. Сформовано поняття бізнес-процес та особливості його ідентифікації. Досліджено етапи проведення реінжинірингу бізнес-процесів компаній. Сформовано фокус-зони в роботі підприємств на які може позитивно впливати реінжиніринг бізнеспроцесів. Визначено основні умови проведення реінжинірингу бізнес-процесів компанії. Відзначено основні процедурні аспекти проведення реінжинірингу бізнес процесів та основні роботи в рамках кожної процедури з подальшою її візіолізацією. Визначено основні структурні елементи змін бізнес-процесів при їх реінжинірингу компанії. Сформовано основні висновки дослідження. Відзначено основні наукові підходи до проведення процесу змін в роботі компаній, фокусуючи увагу на клієнтоорієнтованому управлінні бізнеспроцесами при їх реінжинірингу в роботі підприємств. Проведено аналіз реалізованих рішень реінжинірингу бізнес-процесів та можливостей його подальшої реалізації в компаніях на міжнародному рівні. Досліджено теоретичні положення реінжинірингу бізнес-процесів через основні принципи його проведення. Відзначено основні фокус-зони змін в роботі компаній, до яких запроваджено реінжиніринг бізнес-процесів з описом особливості процесу змін в даних фокус- зонах роботи компаній. Сформовано загальний висновок по даному науковому дослідженню. Reengineering is an important anti-crisis management tool because it is aimed at restructuring (redesigning, updating) business processes in order to achieve a radical, leaps and bounds improvement of the enterprise’s activities. In light of the current unstable economic situation in the world, management cannot have any other basis than the search for and active use of new forms, methods, techniques, business areas, since the previous approaches no longer justify themselves. Therefore, reengineering has become one of the most effective innovations in management consulting in recent years. The statement of the problem is carried out, the main purpose and tasks of the research are determined. This study analyzes the scientific work of various economists and scientific schools on the approach to radical redesign of business processes (business reengineering). The concept of business process and features of its identification are formed. The stages of reengineering business processes of companies are studied. Focus zones have been formed in the work of enterprises that can be positively affected by business process reengineering. The main conditions for reengineering the company's business processes are determined. The main procedural aspects of business process reengineering and the main work within each procedure with its subsequent visualization are noted. The main structural elements of changes in business processes during their reengineering of the company are determined. The main conclusions of the research are formed. The main scientific approaches to the process of change in the work of companies are noted, focusing on customer-oriented management of business processes in their reengineering in the work of enterprises. The analysis of the implemented solutions of business process reengineering and possibilities of its further realization in the companies at the international level is carried out. Theoretical provisions of business process reengineering through the basic principles of its implementation are studied. The main focus areas of changes in the work of companies, which introduced the reengineering of business processes with a description of the peculiarities of the process of change in these focus areas of companies. The general conclusion on the given scientific research is formed.

Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Knowledge Management and Business Intelligence An organisation’s success is as good as its ability to maintain and improve its processes. For the contemporary organisation this might mean the outsourcing of a Business Process Improvement project to a consulting company. The classical BPM lifecycle doesn’t apply to most of these projects, so a new Line of BPM Events is presented in its stead. This thesis is a study of a possible methodology of work for a successful BPI project, with a field work as an extensive example of all the activities inside each step. A BPI project is only successful if the organisation keeps the TO-BE model as their new standard process. To guarantee the success of the implementation of the new process, the whole methodology has into consideration change culture. Organisations are made by people and processes are run by people; therefore the collaborators of the organisation might be the “make it or break it” of the process. If the collaborators are not willing to change their ways, once the consulting team finishes its job in the organisation the collaborators will revert to their old habits, or they might raise problems in the implementation of the changes to begin with. On the other hand, an organisation with a positive change culture might not have these problems. All this will influence the implementation plan and application. The thesis studies a BPI project from beginning to end, including change culture.

В статье рассмотрены логистические аспекты транспортно-экспедиционной деятельности предприятия. Предложен алгоритм процесса организации перевозки с использованием услуг посредника. Приведены результаты сравнительного анализа конкурентов предприятия. Проанализированы и оценены, согласно методике, характеристики обслуживания и сделаны выводы о необходимости реинжиниринга бизнес-процессов, индуцирующих данную характеристику, а также предложена первоочередная оптимизация процессов, от которых зависят такие показатели, как своевременность и скорость перевозки, удовлетворение спроса клиентов., The article discusses the logistical aspects of the forwarding activity of the enterprise. The algorithm of the process of organizing transportation using the services of an intermediary is proposed. The results of a comparative analysis of the company's competitors are presented. The service characteristics are analyzed and evaluated according to the methodology and conclusions are drawn about the need for reengineering of business processes that induce this characteristic, as well as the priority optimization of processes is proposed, on which such indicators as timeliness and speed of transportation, customer demand satisfaction depend., Экономика и предпринимательство, Выпуск 1 (150) 2023, Pages 1190-1194

Recommender system has a pivotal role in electronic economy especially for the online shopping platforms. Studies over the past two decades have proved that exploiting the inherent properties of items contributes a lot to the accuracy of multimedia sequential recommendation. There is no doubt that multimedia information including images and texts of a product have an impact on user’s purchase decision. However, modeling user’s dynamic preferences for multimodal (visual and textual in this paper) information over time is still a challenging problem. To solve this problem, we propose a Multimodal-Adaptive Hierarchical Network (MAHN for short) for multimedia sequential recommendation, which includes a hierarchical recurrent neural network and an information modulation module between the hierarchical structure. Specifically, the hierarchical recurrent neural network achieves the re-selection of multimodal information from the first layer to the second layer, the information modulation module realizes the selection of each modal information at time step t based on the previous time steps. Finally, to improve the generalization ability of our model, we adopt the multi-task training style to jointly optimize BPR loss and reconstruction loss of multimodal information. Experiments are conducted on two real world public datasets, and the results demonstrate that our model outperforms the other methods.

OBJECTIVES Although many health care institutions believe that clinical peer review is vital for identifying and improving quality of care, peer review is perceived by many clinicians as variable and inherently punitive. Successful peer review requires institutional leadership and adoption of a just culture approach to investigating and determining accountability for medical errors that result in harm. METHODS We describe how an academic medical center implemented and adapted its clinical peer review processes to be consistent with just culture theory and provide a roadmap that other institutions may follow. Specific examples of peer review are highlighted to show how the process improved patient safety in the departments of emergency medicine, internal medicine, and pediatrics. RESULTS The most significant process improvement was shifting from a tradition of assigning letter grades of "A," "B," or "C" to determine whether preventable adverse events were caused by "human error," "at-risk behavior," or "reckless behavior." This categorization of human behaviors enabled patient safety officers within 3 departments to develop specific interventions to protect patients and enlist physician support for improving clinical systems. CONCLUSIONS Each department's success was due to recognition of different patient and provider cultures that offer unique challenges. The transformation of peer review was a crucial first step to shift perceptions of peer review from a punitive to a constructive process intended to improve patient safety. Our experience with reengineering clinical peer review shows the importance of focusing on just culture as a key method to prevent patient harm.

The modeling of the activity of a hardware store is considered in the work.. The work of four main departments is considered, such as the department of wholesale and retail procurement and marketing, warehouses and trading halls, the personnel department and the planning and finance department, and special attention should be paid to the first two. The diagrams IDEF0, DFD, IDEF3 according to the IDEF methodology for the "AS-IS" variant are constructed. The main shortcomings are identified and measures for reengineering the business process "Supplier Assessment" are proposed. The method of reliability assessment and selection of suppliers is given, for which it is proposed to use one of the methods of expert evaluations, namely the matrix method. Reliability of deliveries, the price of the goods, average time of execution of the order and financial position are chosen as the main criteria. The algorithm of calculation of the indicator of reliability of deliveries of one supplier is resulted. IDEF3 diagrams were constructed according to the IDEF methodology for the "TO-BE" variant. The main shortcomings are identified and measures for reengineering the business process "Warehouses and trading halls" are proposed, a number of measures are proposed to reduce the average customer service time with almost no queues, even during "rush hour". The division of the warehouse into separate functional zones is provided: acceptance, unloading, main storage, order picking, shipment. For sales departments of the department of wholesale and retail purchasing and marketing, a mandatory function has been introduced - indication of the planned date and time of shipment of the customer's order. IDEF0 diagrams were constructed according to the IDEF methodology for the "TO-BE" variant., В работе проведено моделирование деятельности магазина строительных товаров. Рассмотрена работа четырех основных отделов, таких как отдел оптово-розничных закупок и маркетинга, склады и торговые залы, отдел кадров и планово-финансовый отдел, причем особое внимание следует сосредоточить на первых двух. Построены диаграммы IDEF0, DFD, IDEF3 по методологии IDEF для варианта «AS-IS». Определены основные недостатки и предложены меры по реинжинирингу бизнес-процесса «Оценка поставщиков». Приведена методика оценки надежности и выбора поставщиков, для чего предложено использовать один из методов экспертных оценок, а именно матричный метод. В качестве основных критериев выбрана надежность поставок, цена товара, среднее время выполнения заказа и финансовое положение. Приведен алгоритм расчета показателя надежности поставок одного поставщика. Построены диаграммы IDEF3 по методологии IDEF для варианта «TO-BE». Определены основные недостатки и предложены меры по реинжинирингу бизнес-процесса «Работа складов и торговых залов» предложен ряд мер, позволяющих сократить среднее время обслуживания клиентов при практически полном отсутствии очередей даже в «час пик». Предусмотрено разграничение складского помещения на отдельные функциональные зоны: приемки, разгрузки, основного хранения, комплектации заказов, отгрузки. Для сбытовых подразделений отдела оптово-розничных закупок и маркетинга введена обязательная функция - указание планируемой даты и времени отгрузки заказа клиента. Построены диаграммы IDEF0 по методологии IDEF для варианта «TO-BE».., У роботі проведено моделювання діяльності магазину будівельних товарів. Розглянуто роботу чотирьох основних відділів, таких як відділ оптово-роздрібних закупівель і маркетингу, склади і торгівельні зали, відділ кадрів і планово-фінансовий відділ, причому особливу увагу слід зосередити на перших двох. Побудовано діаграми IDEF0, DFD, IDEF3 за методологією IDEF для варіанту «AS-IS». Визначено основні недоліки та запропоновано заходи з реінжинірингу бізнес-процесу «Оцінка постачальників». Наведено методику оцінки надійності та вибору постачальників, для чого запропоновано використати один з методів експертних оцінок, а саме матричний метод. В якості основних критеріїв обрана надійність поставок, ціна товару, середній час виконання замовлення і фінансове положення. Наведено алгоритм розрахунку показника надійності поставок одного постачальника. Побудовано діаграми IDEF3 за методологією IDEF для варіанту «TO-BE». Визначено основні недоліки та запропоновано заходи з реінжинірингу бізнес-процесу «Робота складів і торгових залів» запропонований ряд заходів, що дозволяють скоротити середній час обслуговування клієнтів при практично повній відсутності черг навіть в «годину пік». Передбачено розмежування складського приміщення на окремі функціональні зони: приймання, розвантаження, основного зберігання, комплектації замовлень, відвантаження. Для збутових підрозділів відділу оптово-роздрібних закупівель і маркетингу введена обов'язкова функція – вказівка планованої дати і часу відвантаження замовлення клієнта. Побудовано діаграми IDEF0 за методологією IDEF для варіанту «TO-BE».

The purpose of the article. The aim of the article is to define new concepts of transformation and reengineering of business processes, their types, properties and research of significance in the development of territories. Methodology. The theoretical and methodological basis of the study are the scientific works of scientists in the study of business process management in the system of competitive development of territories. To achieve this goal, the following research methods were used: theoretical generalization – providing the basic characteristics of models of economic development in the conditions of transformational changes in national economies; methods of positive and normative analysis – to determine the strategy and priorities for the transformation of regional development. Results. It is proved that transformation is a permanent form of life, a movement in which old and new coexist, in certain conditions innovative spheres survive and develop, such as material and technical and social base of scientific and technological progress, reforms, social consequences and sometimes negative for society neoplasms and deformities. Reforms do not stop historical, evolutionary transformations, they give them new impulses, directions, limit or expand the scale of their impact on all aspects of society. It is substantiated that the strategy of “catching up” and the strategy of “advanced technologies” should be implemented simultaneously, not in turn, as their common goal is to achieve a new technological level of the Ukrainian economy. It is determined that the strategy of “catching up” can be used in the manufacture of household appliances, engines and in the automotive and chemical industries. It is proved that Ukraine can and should pursue a strategy of “advanced technologies” in the production of certain weapons, aerospace and shipbuilding industry, chemical, heavy and energy engineering, transport, information technology, participate in global cooperation in nanotechnology and biotechnology. Prospects for the transformation of territories are identified, including: transition from extensive to intensive management methods, implementation of programs to increase regional production of goods, priority of small farms, development of social reforms, priority of small farms, restructuring of the regional economy. Practical meaning. Models of economic development for transformational changes in national economies can be used by regional public authorities. Prospects for further research. Study of strategy and priorities for regional development transformation.

Despite the extensive use of cut-to-length mechanized systems, harvester data remains largely underutilized by most stakeholders in Germany. Therefore, the goal of this study was to determine how business processes should be restructured to allow for a continuous use of forest machine data, with the main focus on harvester production data, along the German wood supply chain. We also wanted to identify possible benefits and challenges of the restructuring through a qualitative analysis of the newly designed business process. The Bavarian State Forest Enterprise was chosen for a case study approach. Based on expert interviews, the current and to-be processes were modeled. Results obtained from the qualitative data indicated that an integration of harvester data is achievable in Germany. Harvester data from forest operations can be provided to all subsequent activities along the supply chain. Core changes were the addition of a digital work order, the data exchange between harvester and forwarder, the pile order and the exchange of production data. Benefits for every stakeholder were determined. Through the reengineered process, harvesting and timber information are available and known at an earlier stage of the process, throughput information stations could be eliminated and working comfort could be improved. Ecological benefits could also be achieved through an anticipated reduction of CO2 emissions and protection of sensitive nature areas. Negative consequences of harvester data integration could appear in the social sphere and were in line with the reduction of personal contact. Challenges for the implementation in reality, besides the legal situation, could be the availability of on-board computers in forwarders, cost for new IT applications, willingness of stakeholders to cooperate and availability of internet access. Further research should be focused on the combination of harvester data with other data types and the practical implementation of the TB process.

Purpose This paper aims to investigate the impact of business process reengineering on organizational performance in the Malaysian electronics manufacturing industry during the coronavirus pandemic. It also studied the moderating effect of strategic thinking on the relationship between these two concepts. Design/methodology/approach Data of 103 samples are obtained from a survey of the electronics manufacturing companies listed in the Federation of Malaysia Manufacturers’ directory. Data is analysed using partial least squares structural equation modelling. Findings The results show that business process reengineering dimensions, i.e. top management commitment, organizational readiness for change, information technology capabilities and people management have significant positive impacts on organizational performance; whereas organizational structure and other abovementioned dimensions were found to have a much stronger impact on organizational performance whilst strategic thinking exists in the organization. Practical implications As the studied firms have been affected by the pandemic, the results will be useful for managers of the firms in the Malaysian electronics manufacturing industry by highlighting the dimensions of business process reengineering that can have a positive and significant impact on the organizational performance and by advising them to incorporate strategic thinking. Originality/value The results extend the literature on business process reengineering dimensions, which impact organizational performance by empirically testing the relationship of those dimensions on the performance, with strategic thinking as a moderating variable in Malaysian electronics manufacturing companies. From the knowledge, studying strategic thinking as a moderator in the relationship between business process reengineering and organizational performance in electronics manufacturing companies in Malaysia is unique, especially during a global crisis, i.e. the pandemic.

Retaining existing customers and obtaining potential new customers are the critical success factors for an enterprise. Therefore, choosing the target market and allocating organizational resources to support them are essential. As a bank with unique customer characteristics, the rural banks (Bank Perkreditan Rakyat/BPR) should pay attention to external and internal factors. This study intends to explore what factors influence the Intention to become BPR’s customers. First, this research took 200 respondents who worked in seven central markets in Jakarta with a quota sampling approach to complete the questionnaire whose indicators were obtained from FGD (focus group discussion) and prior research. Data were analyzed by applying factor analysis techniques and linear regression by SPSS 24. The results show that factors, namely Attitude and Control over behavior, proved to have a positive correlation toward Intention, while Subjective norm affects negatively. Conclusion and suggestions for future study are provided.

The aim of this paper is to examine improvement strategy using 4 approaches categorized as “substitutes for strategy” in operations strategy and to propose a framework for future research. This paper used a descriptive approach to examine peer-reviewed articles that were selected for analysis purposes. The analysis revealed that the majority of previous studies always used the principle of continuous improvement in 3 operating concepts, namely TQM, Lean, and Six Sigma, and the use of the breakthrough improvement strategy in the concept of Business Process re-engineering. Therefore, this study proposes a future research framework that is related to operational management concepts but uses the opposite improvement strategy approach. This article provides a future research framework that can be used as a basis for other researchers in the future to examine TQM, Six Sigma, Lean, and BPR from different perspectives of the improvement strategy. Professionals who worked in the operations field can use the framework provided in this article to view the company's strategy from a different perspective to gain a competitive advantage for their organization. Improvement Strategy, Continuous Improvement, Breakthrough Improvement, Total Quality Management, Lean Operations, Six Sigma, Business Process Re-engineering.

This article discusses the improvement of the work of an enterprise in the production sphere of LLC "TETA FOOD", which consists in increasing the efficiency of employees of the enterprise by reducing the time for the formation of a full package of documents (UPD) for submission to the tax office for the purpose of refunding VAT to the exporting enterprise. In the analytical part, the features of the VAT refund to the exporting company are analyzed in detail. To formalize and describe business processes, the notation IDEF0 and IDEF3 was chosen. In the design part, the ―AS IS‖ model was analyzed and the main problems of the model were identified. A strategy for the future strategy based on the IDEF0 methodology was developed.

Not all tourism actors in Indonesia had utilize the e-marketplace. Therefore, one of the Indonesian government's focus is to improve the tourism business process model through e-marketplace based system. The research purpose was to re-engineer the business process of tourism e-marketplace by engaging government, small medium enterprises (SMEs) and tourists. The research used the mixed method approach that conducted by modifying The McKinsey BPR methodology. As the result, this research adding two novel aspects to the previous research which are "role" and "activities". The new tourism emarketplace business model proposed three kinds of role, namely: (1) government, (2) SMEs, and (3) tourists. This model also introduced activities including catalogue, finance, inventory management, collaboration, order fulfilment and customization. The proposed model was implemented and can be found in http://gonusadua.com. TELOS feasibility study was conducted to evaluate the model and found the final score of 8.3. It can be concluded that this model was feasible to develop and provide benefits for the government, SMEs, as well as the tourist. Beside had a contribution in built a new model of tourism e-marketplace, the research had also constructed a new tourism emarketplace system with some improvements on the business model.

The spread of adaptive management was the result of the development of management theory in conditions of increasing uncertainty of the enterprise external environment. Currently, it is considered as an independent concept of management, implemented in terms of innovation, strategic management and risk management. In order to survive and maintain the enterprises competitiveness in the current conditions, systematic adjustments of their economic activity are required, taking into account changes in external environment. Despite the significant amount of work in which various aspects of management are presented, the issues of ensuring the competitiveness and economic stability of enterprises in a volatile environment remain controversial and require further study. The essence of the concepts "adaptive control" and "adaptive system" is investigated in the article. The genesis of modern approaches to management in the context of ways of adaptation to external conditions is characterized. Features of process, system, situational, reengineering, network approaches to management and the approach on the basis of knowledge management are analyzed. The importance of adaptive management increases in the period of the organization's exit from the crisis (anti-crisis management), with the introduction of innovations (innovation management), in the case of organizational change. Adaptive management from the standpoint of the management concept of competitiveness is considered. The basic principles of the concept of dynamic management of business processes of the enterprise are defined. It is substantiated, that management at domestic enterprises should be focused mainly not on solving existing problems, but on using the existing opportunities and strengths of the enterprise. The impact of the COVID-19 pandemic on business is analyzed and the challenges facing the enterprises management in the conditions of coronary crisis are identified. Simultaneously with the coronary crisis, the business is experiencing a "crisis of adaptation", learning how to work and make a profit in the new environment.

Los servicios de enfermería en las instituciones públicas son fundamentales, debido a la importancia que este profesional tiene dentro del proceso de atención de la salud de la población, sin embargo, el servicio no solo conlleva al aprendizaje de elementos técnicos propios de su profesión, también involucra el aprendizaje y aplicación de conceptos gerenciales y de organización que le permitirán un mejor desempeño en sus labores. El objetivo de este artículo es describir los elementos que favorecen u obstaculizan la dinámica gerencial de enfermería para el cuidado solidario en un hospital de ESSALUD, Perú. El abordaje fue cualitativo descriptivo usando la dialéctica y aplicando entrevistas semiestructuradas a cuatro enfermeras de los servicios de consulta externa y hospitalización que desempeñaron cargos administrativos, cuatro enfermeras asistenciales y cuatro usuarios en el Hospital Víctor Lazarte Echegaray de Trujillo, Perú. Se observó como las subcategorías estudiadas, a saber, estructura organizativa, trabajo solidario y docencia asistencial se constituyen como elementos que obstaculizan la dinámica gerencial del personal del área de enfermería. Se concluyó que La gerencia de enfermería precisa de un plan de reingeniería con capacitación en nuevas competencias, de un sistema de evaluación interna y externa innovador, de un programa efectivo de coordinación intra e interinstitucional, de fortalecimiento de la articulación docente asistencial y de un plan de incentivos y reconocimiento, lo que asegurara una gerencia solidaria en bien de los enfermeros y de los usuarios de la institución.

How has the experience of managerial work changed in the digital age? This two-phase (2002–2006, 2015–2019) study addresses this question by examining how middle managers perceive the spatio-temporal boundaries of their work to have shifted. Typically, such managers report change occurring in two directions: (i) the contractual employment boundary becoming stretched as hours completed inside the workplace increase; and (ii) this boundary becoming breached as managers conduct additional work voluntarily from locations outside corporate premises. Although such trends can be explained deterministically – the former stemming from corporate acceptance of consultancy-influenced organizational prescriptions (business process reengineering, lean management, agile management etc.), and the latter from widespread adoption of digital communication innovations (BlackBerry, email, WhatsApp etc.) – we argue that to achieve a more rounded appreciation of such work ‘extensification’ attention must also be paid to agentic forces of strategic and political choice. Developing this argument, and acknowledging paradox when theorizing spatio-temporal change, we suggest future research on managerial employment must entail documenting not only factors influencing the stretching and breaching of work boundaries, but also – given incipient political regulations and innovative surveillance technologies – others serving to strengthen and protect them, notably those directed at improving work–life balance and physical/psychological health.