ABSTRACT
The increasing number of innovation projects in today’s business has emphasized the need for more research on what management controls are mobilized in managing innovation. In this chapter, it is therefore examined whether and how these management controls are mobilized by managers in innovative projects. Based on a qualitative analysis that focuses on innovation projects carried out in a company operating in the media sector, a functional and practical view of management controls is given. First, the chapter highlights the necessity of multiple controls during innovation projects, both interactive and diagnostic, input, behavior, and output types of control. Second, the empirical evidence shows that the use of control is not linear, i.e., innovation and management controls interact to influence innovation, and thus control practices need to transform according to specific situations in innovation projects. Third, a single manager cannot control all activities and situations of an innovation project. It requires “frames” and strategies with the art of information sharing and collaboration.
