Foreword -- Preface -- Introduction -- Chapter 1 Managing Innovation Processes, a Tension Between Control and Creativity -- 1.1 Innovation -- 1.1.1 The different types of innovation -- 1.1.2 Innovation, a process in several stages -- 1.2 Management tools for innovation? -- 1.2.1 Management tools -- 1.2.2 The relationship between management control and the innovation process -- Chapter 2 Management Tools of Innovation Processes -- 2.1 The role of management tools in the management of innovation processes, a reality at two levels -- 2.1.1 Data collection -- 2.1.2 Results obtained -- 2.1.3 A two-level reality -- 2.2 A quantitative analysis of the use of formal tools and informal practices -- 2.2.1 Data collected -- 2.2.2 Results obtained -- 2.2.3 A balance to be found between management control and creativity -- Chapter 3 Balance Between Formal Controls and Informal Practices -- 3.1 A qualitative analysis of the management of innovation processes -- 3.1.1 Data collected -- 3.1.2 Results obtained -- 3.2 Management under construction -- 3.2.1 Managing with full awareness -- 3.2.2 A puzzle of principles and tools -- 3.2.3 An unfinished instrumentation -- Chapter 4 Management Control in a Specific Environment, the Case of the Social and Solidarity Economy -- 4.1 The context of social economy organizations and their management -- 4.1.1 The context of social and solidarity economy organizations -- 4.1.2 The place of management control tools in the social and solidarity economy -- 4.1.3 Management between control and creativity -- 4.2 Organizational innovation as a key to resolving tensions -- 4.2.1 The influence of the measurement -- 4.2.2 The case of Apprentis d'Auteuil: the role of the organization in the construction of a new management tool -- 4.3 A new way of managing? -- 4.3.1 Management by values -- 4.3.2 The case of the Protestant Sonnenhof Foundation -- 4.3.3 Room for innovation -- Conclusion -- References -- Index.