02477nas a2200169   4500008004100000245007200041210006900113260000900182300001400191490000700205520195300212653001502165100002202180700001802202700001802220856006902238       2018                        eng d00aManagement Controls and Pressure Groups: The Mediation of Overflows0 aManagement Controls and Pressure Groups The Mediation of Overflo  c2018  a1644-16670 v313 aPurpose Organisations produce effects that go beyond the economic framing within which they operate, referred to as overflows in this paper. When an organisation comes under pressure to address these overflows they must decide how to respond. Previous research has placed social and environmental reporting as an important tool organisations mobilise in their attempts to mediate these pressures and the groups that give rise to them. However, these reports are typically only released once a year while the pressures that organisations face can arise at any time, are ongoing and constant. This paper explores situated organisational practices and examines if and how management controls are mobilised in relation to the actions of pressure groups. Design/methodology/approach This paper takes a case study approach to understand how an organisation attempts to mediate the pressures from a number of overflows: carbon emissions, changing lifestyles, aspartame and obesity. To undertake this research a performative understanding of management control is utilised. This focuses the research on if and how management controls are mobilised to assist with attempts to mediate pressures. Findings Analysis of the data shows that many different management controls, beyond just reports, were mobilised during the attempts to mediate the pressure arising from the actions of groups affected by the overflows. The management controls were utilised to: identify pressures, demonstrate how the pressure had been addressed, alleviate the pressure, or to dispute the legitimacy of the pressure. Originality/value This paper shows the potential for new connections to be made between the management control and social and environmental accounting literatures. It demonstrates that future research may gain much from examining the management controls mobilised within the situated practices that constitute an organisations response to the pressures it faces.10aAccounting1 aJollands, Stephen1 aAkroyd, Chris1 aSawabe, Norio  uhttps://www.emeraldinsight.com/doi/abs/10.1108/AAAJ-10-2016-274700623nas a2200133   4500008004100000245014100041210006900182260002800251653001500279100001800294700002200312700001800334856013700352       2017                        eng d00aManagement control rhythms in a product innovation setting: Enabling adaptive practices in highly competitive and uncertain environments0 aManagement control rhythms in a product innovation setting Enabl  aSydney, Australiac201710aAccounting1 aAkroyd, Chris1 aJollands, Stephen1 aSawabe, Norio  uhttps://dev.business.oregonstate.edu/biblio/management-control-rhythms-product-innovation-setting-enabling-adaptive-practices-highly00563nas a2200121   4500008004100000245012000041210006900161260001700230653001500247100001800262700002200280856013900302       2016                        eng d00aManagement controls, framing and overflowing: The construction of a boundary in relation to non-transacting parties0 aManagement controls framing and overflowing The construction of   aDallasc201610aAccounting1 aAkroyd, Chris1 aJollands, Stephen  uhttps://dev.business.oregonstate.edu/biblio/management-controls-framing-and-overflowing-construction-boundary-relation-non-transacting00530nas a2200133   4500008004100000245007800041210006900119260002300188653001500211100001800226700002200244700001800266856011200284       2015                        eng d00aManagement Control of Time and Space: (Re)framing the Transacting Context0 aManagement Control of Time and Space Reframing the Transacting C  aOsaka, Japanc201510aAccounting1 aAkroyd, Chris1 aJollands, Stephen1 aSawabe, Norio  uhttps://dev.business.oregonstate.edu/biblio/management-control-time-and-space-reframing-transacting-context