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However, three innovations \u2013 the financial accounting module of an enterprise resource planning (ERP) system, a corporate centre (CC) and a shared services centre (SSC) \u2013 substantially changed and re-centred network power relations. The authors adopt a critical discourse to explain this paradox, contributing to the emerging literature on SSCs and bridging the management control and power literatures.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>\u2013 An in-depth, processual, actor-network theory-inspired three-year case study of a large Portuguese manufacturer.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>\u2013 As the intertwined accounting-related innovations were (re)mobilised by actors, dynamically adjusting to unfolding repercussions, control and power effects emerged, enabling enhanced organisational steering.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title><jats:p>\u2013 Based on a single case, this paper highlights effects of managerial technologies, in particular ERPs and SSCs, on control and power relations, and refines Clegg\u2019s model for future research.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p>\u2013 The transactional, low value-added activities typically performed by SSCs should not lead to underestimating their potentially profound organisational consequences. However, the surrounding socio-technical network is decisive for the emerging, inter-related repercussions.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>\u2013 This paper explains the relative capacity of actors to influence the practices and configuration of the organisational network structurally, fixing power relations within the socio-technical network through innovations in the accounting area, in particular ERPs and SSCs. By revising Clegg\u2019s circuits of power framework, this paper contributes to understanding possibilities and limits of accounting techniques in management control procedures.<\/jats:p><\/jats:sec>","DOI":"10.1108\/qram-02-2015-0023","type":"journal-article","created":{"date-parts":[[2015,11,3]],"date-time":"2015-11-03T07:05:29Z","timestamp":1446534329000},"page":"425-451","source":"Crossref","is-referenced-by-count":17,"title":["Paradoxical puzzles of control and circuits of power"],"prefix":"10.1108","volume":"12","author":[{"given":"Jo\u00e3o","family":"Oliveira","sequence":"first","affiliation":[]},{"given":"Stewart","family":"Clegg","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2020122022365486400_b2","doi-asserted-by":"crossref","unstructured":"Ahrens, T. , Becker, A. , Burns, J. and Chapman, C.S. and Granlund, M. 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