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The purpose of this paper is to identify and describe how calculations are used in the early phase of strategic capital investment projects (SCIPs) in the mining context and thereby create an understanding of what calculations do in these situations.

The authors conducted a case study based on interviews with project managers, controllers and top-level managers, as well as documents and observations.

The empirical evidence provides key insights into the different uses of calculations in the early phase of SCIPs in the mining industry. The authors found evidence that calculations in the early phase of SCIPs are used to generate ideas, support learning and discussions, evaluate decisions and act as a mediating device.

The paper is based on a single organization, and therefore, the findings of the paper are limited to theoretical generalization.

The study has practical implications directed toward top management, controllers and project managers working with SCIPs. This study suggests that calculations in the early phase are used to unite and create a shared view in the early phase rather than to present rational answers to different investment decision. Calculations can also be used to direct attention toward important areas, sort out and prioritize among ideas, communicate a shared view and function as a template. Thus, calculations are essential in the early phase as they help to transform activities into actions.

This paper contributes to the accounting literature in which it has been emphasized that we still know little of strategic capital budgeting processes, with insights into the multiple uses of calculations in the early phase of SCIPs. We also argue that calculations act as mediating devices in the early phase of SCIPs as they provide a common frame of reference and a basis for action.

The aim of this paper is to inform researchers and practitioners about the fuzzy front‐end (FFE) of the innovation process in process firms.

A multiple case study of four process firms was conducted, with a total of 64 semi‐structured interviews.

The paper gives new insights into the FFE in non‐assembled product and process development in process firms. The FFE of non‐assembled product and process development is first conceptualized and key activities are identified. Further, how the strong relationship between product and process development can be managed in the FFE is discussed.

All four firms are from the mineral and metals industry, prompting caution when generalizing the results to other contexts. This research offers insights about the FFE in process firms. Theoretical implications are added to the existing literature on the FFE and general process development literature, and the paper increases our understanding of innovation management in general.

From a practical point of view, the paper gives advice on how managers in process firms can increase speed and clarity in the FFE. The conceptualizations and the identified front‐end key activities are suggested as checklists for improving the FFE stage.

This study compares how the FFE within two different types of innovations is conceptualized and managed. Thus, the FFE in non‐assembled product and process development is explored. The FFE of process development is an unexplored context.