{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,10,20]],"date-time":"2025-10-20T09:53:01Z","timestamp":1760953981602,"version":"3.41.2"},"reference-count":96,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2019,4,15]],"date-time":"2019-04-15T00:00:00Z","timestamp":1555286400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["QRAM"],"published-print":{"date-parts":[[2019,4,15]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title><jats:p>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.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title><jats:p>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.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>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.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>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.<\/jats:p><\/jats:sec>","DOI":"10.1108\/qram-06-2017-0060","type":"journal-article","created":{"date-parts":[[2019,5,24]],"date-time":"2019-05-24T07:18:23Z","timestamp":1558682303000},"page":"144-178","source":"Crossref","is-referenced-by-count":7,"title":["Meeting up for management control: bracketing interaction in innovation development"],"prefix":"10.1108","volume":"16","author":[{"given":"Sirle","family":"B\u00fcrkland","sequence":"first","affiliation":[]},{"given":"Frederik","family":"Zachariassen","sequence":"additional","affiliation":[]},{"given":"Jo\u00e3o","family":"Oliveira","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"issue":"1","key":"key2020092407363420100_ref001","doi-asserted-by":"crossref","first-page":"3","DOI":"10.1016\/0048-7333(85)90021-6","article-title":"Innovation: mapping the winds of creative destruction","volume":"14","year":"1985","journal-title":"Research Policy"},{"issue":"3\/4","key":"key2020092407363420100_ref002","first-page":"233","article-title":"Management control systems in research and development organizations: the role of accounting, behavior and personnel controls","volume":"22","year":"1997","journal-title":"Accounting, Organizations and Society"},{"issue":"2","key":"key2020092407363420100_ref003","first-page":"9","article-title":"A field study of control systems \u2018redesign\u2019: the impact of institutional processes on strategic choice","volume":"13","year":"1996","journal-title":"Contemporary Accounting Research"},{"issue":"4","key":"key2020092407363420100_ref004","doi-asserted-by":"crossref","first-page":"241","DOI":"10.1016\/0361-3682(94)E0014-L","article-title":"The impact of manufacturing flexibility on management control system design","volume":"20","year":"1995","journal-title":"Accounting, Organizations and Society"},{"issue":"2","key":"key2020092407363420100_ref005","doi-asserted-by":"crossref","first-page":"126","DOI":"10.1108\/11766090610670668","article-title":"Exploiting institutional contradictions: the role of management accounting in continuous improvement implementation","volume":"3","year":"2006","journal-title":"Qualitative Research in Accounting and Management"},{"issue":"7","key":"key2020092407363420100_ref006","doi-asserted-by":"crossref","first-page":"617","DOI":"10.1016\/S0361-3682(96)00041-4","article-title":"Talking accounting: an ethnography of management knowledge in British and German brewers","volume":"22","year":"1997","journal-title":"Accounting, Organizations and Society"},{"issue":"4\/5","key":"key2020092407363420100_ref007","first-page":"305","article-title":"Organisational control as cultural practice\u2013a shop floor ethnography of a Sheffield steel mill","volume":"32","year":"2007","journal-title":"Accounting, Organizations and Society"},{"issue":"3","key":"key2020092407363420100_ref008","doi-asserted-by":"crossref","first-page":"212","DOI":"10.1108\/11766091111162061","article-title":"The roles of management control in a product development setting","volume":"8","year":"2011","journal-title":"Qualitative Research in Accounting and Management"},{"issue":"5\/6","key":"key2020092407363420100_ref009","first-page":"70","article-title":"The use of control systems in new product development innovation: advancing the \u2018help or hinder\u2019 debate","volume":"7","year":"2009","journal-title":"ICFAI Journal of Knowledge Management"},{"issue":"9","key":"key2020092407363420100_ref010","doi-asserted-by":"crossref","first-page":"791","DOI":"10.1108\/MRR-03-2013-0067","article-title":"Understanding workplace meetings: a qualitative taxonomy of meeting purposes","volume":"37","year":"2014","journal-title":"Management Research Review"},{"volume-title":"Knowledge Work and Knowledge-Intensive Firms","year":"2004","key":"key2020092407363420100_ref011"},{"issue":"2","key":"key2020092407363420100_ref012","doi-asserted-by":"crossref","first-page":"206","DOI":"10.1108\/18325911311325960","article-title":"Subjectivities and micro-processes of change in accounting practices: a case study","volume":"9","year":"2013","journal-title":"Journal of Accounting and Organizational Change"},{"issue":"1","key":"key2020092407363420100_ref013","doi-asserted-by":"crossref","first-page":"4","DOI":"10.1111\/1540-5885.810004","article-title":"Controlling new products in large diversified firms: a presidential perspective","volume":"8","year":"1991","journal-title":"Journal of Product Innovation Management"},{"volume-title":"Biotech Industry. 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