This dissertation explores the notion of management accounting innovation from the perspective of its creation, its adoption and practice. The innovation under study is the development of environmental management accounting, more particularly the tools known as "écobilan" (later "life cycle assessment") and "carbon accounting". The aim of the dissertation is to explain how environmental management accounting innovations are created in the French context, if they are adopted or not into companies and the consequences thereof, and finally how internal practices of companies are impacted by environmental management accounting innovations. Research methods combine participant observation over two years (2010)(2011)(2012) in a single case company, semistructured interviews and secondary data.This dissertation is composed of three articles that together explore the different facets of management accounting innovations. The first article tackles the question of how innovations get created and on the path to institutionalization. The perspective taken is to focus on the actors and their strategies, the who and how of the institutionalization process. The article demonstrates that in the French context, elites were the main actors in the institutionalization process of the tool "écobilan". It contributes to institutional theory by defining what institutional work elites use to maintain power, despite the threat exercised by a new phenomenon, here environmental concerns, on their dominant position. It further contributes to the literature on genealogies of management accounting innovations by not only focusing on the cultural, geographical and historical context of the innovation process, but by introducing a perspective on strategies of actors. By explaining the role of particular agents in the making of an environmental management accounting tool, this article furthers our understanding of how environmental issues are shaped and accepted in the French context. Moreover, uncovering the strategies deployed to create the tool gives a particular insight on how environmental accounting tools play a crucial role in power relations, rendering environmental performance visible to some but invisible to others. The second article provides an understanding of the particular moment in the institutionalization process, which connects the innovation created with the potential users, that is the moment of adoption of the innovation. Through an in-depth case study of one organization, the article uncovers the process of the non-adoption of a carbon accounting methodology.