Meeting up for management control: Bracketing interaction in innovation development

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

Resumé

Purpose: The purpose of this paper is to examine meetings as a form of meta-practice and investigate their role related to management control of innovation development. Design/methodology/approach: This research draws on case studies of two biotechnology firms operating in pharmaceuticals and medicine, which represent different contexts regarding the uncertainty and complexity of innovation development. Findings: The study suggests two distinct roles of meetings in the context of innovation development: meetings as regulating and ordering; and meetings as a resource. In the first role, meetings serve as a regulative mechanism that brings together multiple elements of control into a system. Meetings as a meta-practice regulate and order by bracketing elements of innovation in time and space, rendering the innovation process more manageable and allowing actors to handle the complexity of knowledge. In the second role, meetings are used as a resource, sporadically intervening in the ongoing activities of innovation projects. The study explains how these two roles relate to the uncertainty and complexity of innovation development and have different implications for management control. Originality/value: The study challenges the instrumental view of meetings by taking a closer look at their structuring potential in the organization. Understanding the roles of meetings provides another perspective on the functioning of management control and opens new avenues for studying the practices of control and decision-making.

OriginalsprogEngelsk
TidsskriftQualitative Research in Accounting & Management
Vol/bind16
Udgave nummer1
Sider (fra-til)144
Antal sider178
ISSN1176-6093
DOI
StatusUdgivet - 2019

Fingerprint

Innovation
Interaction
Management control
Resources
Uncertainty
Design methodology
Innovation process
Pharmaceuticals
Medicine
Biotechnology firms
Decision making
Functioning

Citer dette

@article{7f334fdef21844298ffda9f6ca2a2ecc,
title = "Meeting up for management control: Bracketing interaction in innovation development",
abstract = "Purpose: The purpose of this paper is to examine meetings as a form of meta-practice and investigate their role related to management control of innovation development. Design/methodology/approach: This research draws on case studies of two biotechnology firms operating in pharmaceuticals and medicine, which represent different contexts regarding the uncertainty and complexity of innovation development. Findings: The study suggests two distinct roles of meetings in the context of innovation development: meetings as regulating and ordering; and meetings as a resource. In the first role, meetings serve as a regulative mechanism that brings together multiple elements of control into a system. Meetings as a meta-practice regulate and order by bracketing elements of innovation in time and space, rendering the innovation process more manageable and allowing actors to handle the complexity of knowledge. In the second role, meetings are used as a resource, sporadically intervening in the ongoing activities of innovation projects. The study explains how these two roles relate to the uncertainty and complexity of innovation development and have different implications for management control. Originality/value: The study challenges the instrumental view of meetings by taking a closer look at their structuring potential in the organization. Understanding the roles of meetings provides another perspective on the functioning of management control and opens new avenues for studying the practices of control and decision-making.",
author = "B{\"u}rkland, {Sirle Duus} and Zachariassen, {Frederik Duus} and Jo{\~a}o Oliveira",
year = "2019",
doi = "10.1108/QRAM-06-2017-0060",
language = "English",
volume = "16",
pages = "144",
journal = "Qualitative Research in Accounting & Management",
issn = "1176-6093",
publisher = "JAI Press",
number = "1",

}

Meeting up for management control: Bracketing interaction in innovation development. / Bürkland, Sirle Duus; Zachariassen, Frederik Duus; Oliveira, João.

I: Qualitative Research in Accounting & Management, Bind 16, Nr. 1, 2019, s. 144.

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

TY - JOUR

T1 - Meeting up for management control: Bracketing interaction in innovation development

AU - Bürkland, Sirle Duus

AU - Zachariassen, Frederik Duus

AU - Oliveira, João

PY - 2019

Y1 - 2019

N2 - Purpose: The purpose of this paper is to examine meetings as a form of meta-practice and investigate their role related to management control of innovation development. Design/methodology/approach: This research draws on case studies of two biotechnology firms operating in pharmaceuticals and medicine, which represent different contexts regarding the uncertainty and complexity of innovation development. Findings: The study suggests two distinct roles of meetings in the context of innovation development: meetings as regulating and ordering; and meetings as a resource. In the first role, meetings serve as a regulative mechanism that brings together multiple elements of control into a system. Meetings as a meta-practice regulate and order by bracketing elements of innovation in time and space, rendering the innovation process more manageable and allowing actors to handle the complexity of knowledge. In the second role, meetings are used as a resource, sporadically intervening in the ongoing activities of innovation projects. The study explains how these two roles relate to the uncertainty and complexity of innovation development and have different implications for management control. Originality/value: The study challenges the instrumental view of meetings by taking a closer look at their structuring potential in the organization. Understanding the roles of meetings provides another perspective on the functioning of management control and opens new avenues for studying the practices of control and decision-making.

AB - Purpose: The purpose of this paper is to examine meetings as a form of meta-practice and investigate their role related to management control of innovation development. Design/methodology/approach: This research draws on case studies of two biotechnology firms operating in pharmaceuticals and medicine, which represent different contexts regarding the uncertainty and complexity of innovation development. Findings: The study suggests two distinct roles of meetings in the context of innovation development: meetings as regulating and ordering; and meetings as a resource. In the first role, meetings serve as a regulative mechanism that brings together multiple elements of control into a system. Meetings as a meta-practice regulate and order by bracketing elements of innovation in time and space, rendering the innovation process more manageable and allowing actors to handle the complexity of knowledge. In the second role, meetings are used as a resource, sporadically intervening in the ongoing activities of innovation projects. The study explains how these two roles relate to the uncertainty and complexity of innovation development and have different implications for management control. Originality/value: The study challenges the instrumental view of meetings by taking a closer look at their structuring potential in the organization. Understanding the roles of meetings provides another perspective on the functioning of management control and opens new avenues for studying the practices of control and decision-making.

UR - https://doi.org/10.1108/QRAM-06-2017-0060

U2 - 10.1108/QRAM-06-2017-0060

DO - 10.1108/QRAM-06-2017-0060

M3 - Journal article

VL - 16

SP - 144

JO - Qualitative Research in Accounting & Management

JF - Qualitative Research in Accounting & Management

SN - 1176-6093

IS - 1

ER -