Investing in strategic development: Management control of business model and managerial innovations

Abstract

Purpose

This paper aims to explore management control in the strategic development of business model and managerial innovations. The issue is approached from the perspective of managerial work, aiming to outline what managers consider as essential elements of management control in these often iterative and learning-intensive developmental activities.

Design/methodology/approach

The study is based on the views of 20 managers engaged in strategic development and its control in various organisations. The interview data consist of the respondents’ experiences and project cases involving non-technological innovations. Qualitative content analysis is used to identify three key concepts of management control of business model and managerial innovations.

Findings

The findings suggest that with managerial and business model innovation, appropriate management control could be established by aligning the innovation being developed with the strategic story of the organisation, leveraging co-creational projects and experimentation with close customer contact.

Research limitations/implications

The focus of this qualitative research is on building an initial framework. Future research could expand understanding of managerial work and accounting by examining this study’s outcomes in more practical detail in various contexts.

Practical implications

The findings of this study lead managers and researchers to consider management control of non-technological innovations as an enabling system supporting successful innovations.

Originality/value

This study adds a unique perspective to the literature by conceptualising and offering managerial implications for management control in the context of strategic development of non-technological innovations.

Citation

Aaltola, P. (2018), "Investing in strategic development: Management control of business model and managerial innovations", Qualitative Research in Accounting & Management, Vol. 15 No. 2, pp. 206-230. https://doi.org/10.1108/QRAM-05-2017-0044