Abstract
Recent research has highlighted innovation as a dynamic, cyclical and continuous process tied to multiple levels within organisations. This chapter approaches the control of innovation from a dialectic perspective by presenting practical managerial solutions to combine individual, team and organisational elements for the purpose of controlling resources with flexible, self-organising processes. The study reveals that diverse phases of the innovation that proceeds as a multi-level process have distinct demands with respect to innovation control. The early phase should be supported by indirect control mechanisms, with idea development guided in a free and supportive manner; the concept phase should be agitated by the organisation seeking multiple options and a defined shared goal; and the project development phase should have direct mechanisms with which to control execution and resources.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Adams, R., Bessant, J., & Phelps, R. (2006). Innovation management measurement: A review. International Journal of Management Reviews, 8(1), 21–47.
Bledow, R., Frese, M., Anderson, N., Erez, M., & Farr, J. (2009a). A dialectic perspective on innovation: Conflicting demands, multiple pathways, and ambidexterity. Industrial and Organizational Psychology, 2(3), 305–337.
Bledow, R., Frese, M., Anderson, N., Erez, M., & Farr, J. (2009b). Extending and refining the dialectic perspective on innovation: There is nothing as practical as a good theory; nothing as theoretical as a good practice. Industrial and Organizational Psychology, 2(3), 363–373.
Brav, A., Andersson, K., & Lantz, A. (2009). Group initiative and self-organizational activities in industrial work groups. European Journal of Work and Organizational Psychology, 18(3), 347–377.
Chebbi, H., Yahiaoui, D., & Thrassou, A. (2017). Multi-country collaborative innovation in the internationalisation process. International Marketing Review, 34(1), 109–137.
Chenhall, R. H. (2003). Management control systems design within its organizational context: Findings from contingency-based research and directions for the future. Accounting, Organizations and Society, 28(2–3), 127–168.
Chesbrough, H. W. (2003). Open innovation: The new imperative for creating and profiting from technology. Boston: Harvard Business School Press.
Chiesa, V., Frattini, F., Lamberti, L., & Noci, G. (2009). Exploring management control in radical innovation projects. European Journal of Innovation Management, 12(4), 416–443.
Davila, A., Foster, G., & Oyon, D. (2009). Accounting and control, entrepreneurship and innovation: Venturing into new research opportunities. European Accounting Review, 18(2), 281–311.
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550.
Fjeldstad, Ø. D., Snow, C. C., Miles, R. E., & Lettl, C. (2012). The architecture of collaboration. Strategic Management Journal, 33(6), 734–750.
Flyvbjerg, B. (2006). Five misunderstandings about case-study research. Qualitative Inquiry, 12(2), 219–245.
Franco, M., & Bourne, M. (2003). Factors that play a role in “managing through measures”. Management Decision, 41(8), 698–710.
Franco-Santos, M., Lucianetti, L., & Bourne, M. (2012). Contemporary performance measurement systems: A review of their consequences and a framework for research. Management Accounting Research, 23(2), 79–119.
Haustein, E., Luther, R., & Schuster, P. (2014). Management control systems in innovation companies: A literature based framework. Journal of Management Control, 24(4), 343–382.
Henri, J. F. (2006). Management control systems and strategy: A resource-based perspective. Accounting, Organizations and Society, 31(6), 529–558.
Hutzschenreuter, J. (2009). Management control in small and medium-sized enterprises. Wiesbaden: Gabler.
James, L., Guile, D., & Unwin, L. (2013). Learning and innovation in the knowledge-based economy: Beyond clusters and qualifications. Journal of Education and Work, 26(3), 243–266.
Janssen, S., Moeller, K., & Schlaefke, M. (2011). Using performance measures conceptually in innovation control. Journal of Management Control, 22(1), 107.
Kovács, G., & Spens, K. M. (2005). Abductive reasoning in logistics research. International Journal of Physical Distribution and Logistics Management, 35(2), 132–144.
Labitzke, G., Svoboda, S., & Schultz, C. (2014). The role of dedicated innovation functions for innovation process control and performance—an empirical study among hospitals. Creativity and Innovation Management, 23(3), 235–251.
Mäkimattila, M. (2014). Organizing for systemic innovations—research on knowledge, interaction and organizational interdependencies. Doctoral dissertation, Lappeenranta University of Technology.
Mäkimattila, M., Melkas, H., & Uotila, T. (2013). Dynamics of openness in innovation processes—A case study in the Finnish food industry. Knowledge and Process Management, 20(4), 243–255.
Malmi, T., & Brown, D. A. (2008). Management control systems as a package—Opportunities, challenges and research directions. Management Accounting Research, 19(4), 287–300.
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.
Merchant, K. A., & Van der Stede, W. A. (2007). Management control systems: Performance measurement, evaluation and incentives. Harlow: Pearson Education.
Nudurupati, S. S., & Bititci, U. S. (2005). Implementation and impact of IT-supported performance measurement systems. Production Planning and Control, 16(2), 152–162.
Pålshaugen, Ø. (2009). How to generate knowledge from single case research on innovation? International Journal of Action Research, 5(3), 231–254.
Prajogo, D. I., & Ahmed, P. K. (2006). Relationships between innovation stimulus, innovation capacity, and innovation performance. R&D Management, 36(5), 499–515.
Revellino, S., & Mouritsen, J. (2009). The multiplicity of controls and the making of innovation. European Accounting Review, 18(2), 341–369.
Santoro, G., Vrontis, D., Thrassou, A., and Dezi, L. (2017). The internet of things: Building a knowledge management system for open innovation and knowledge management capacity. Technological Forecasting and Social Change.
Saunila, M. (2017). Understanding innovation performance measurement in SMEs. Measuring Business Excellence, 21(1), 1–16.
Saunila, M., Ukko, J., & Rantanen, H. (2014). Does innovation capability really matter for the profitability of SMEs? Knowledge and Process Management, 21(2), 134–142.
Schumpeter, J. A. (1934). The theory of economic development. Cambridge, MA: Harvard University Press.
Simons, R. (2000). Performance measurement and control systems for implementing strategy. Upper Saddle River: Prentice Hall.
Tannenbaum, A. S. (1968). Control in organizations. New York: McGraw-Hill.
Thrassou, A., Vrontis, D., & Bresciani, S. (2018a). The Agile Innovation Pendulum: Family business innovation and the human, social, and marketing capitals. International Studies of Management and Organization, 48(1), 88–104.
Thrassou, A., Vrontis, D., & Bresciani, S. (2018b). The Agile Innovation Pendulum: A strategic marketing multicultural model for family businesses. International Studies of Management and Organization, 48(1), 105–120.
Tidd, J., Bessant, J., & Pavitt, K. (2005). Managing innovation: Integrating technological, market and organizational change. Chichester: Wiley.
Van der Panne, G., Van Beers, C., & Kleinknecht, A. (2003). Success and failure of innovation: A literature review. International Journal of Innovation Management, 7(03), 309–338.
Voss, C., Tsikriktsis, N., & Frohlich, M. (2002). Case research in operations management. International Journal of Operations and Production Management, 22(2), 195–219.
Vrontis, D., Thrassou, A., Chebbi, H., & Yahiaoui, D. (2012). Transcending innovativeness towards strategic reflexivity. Qualitative Market Research: An International Journal, 15(4), 420–437.
Yin, R. K. (1994). Case study research. Thousand Oaks: Sage.
Ylinen, M., & Gullkvist, B. (2014). The effects of organic and mechanistic control in exploratory and exploitative innovations. Management Accounting Research, 25(1), 93–112.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2018 The Author(s)
About this chapter
Cite this chapter
Saunila, M., Mäkimattila, M. (2018). A Dynamic Learning Perspective on Innovation Control: Balancing Freedom and Constraint. In: Vrontis, D., Weber, Y., Thrassou, A., Shams, S., Tsoukatos, E. (eds) Innovation and Capacity Building. Palgrave Studies in Cross-disciplinary Business Research, In Association with EuroMed Academy of Business. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-90945-5_14
Download citation
DOI: https://doi.org/10.1007/978-3-319-90945-5_14
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-319-90944-8
Online ISBN: 978-3-319-90945-5
eBook Packages: Business and ManagementBusiness and Management (R0)