Our research explores how management control systems (MCS) are designed and used in complex organizational contexts, with a particular focus on their role in managing creativity and innovation, facilitating the identification, development, and retention of talent, and shaping the governance of non-profit organizations. At the heart of our work is often the performance management cycle, from target setting and incentive design to performance evaluation and its consequences for careers and organizations, including bonuses, promotions, and retention.

We extend this perspective to the challenges of today’s major transformations. We study how MCS support the digital shift—encompassing remote work and advanced analytics—and the green transformation, particularly the integration of environmental, social, and governance (ESG) goals into decision-making. We also examine the adoption of management innovations and emerging technologies, identifying the organizational conditions that make such adoption successful.

Our research draws on a wide spectrum of quantitative methods ranging from experiments and surveys to field and archival studies. Crucially, we engage actively with practice, generating insights that not only contribute to academic scholarship but also help organizations manage more effectively, innovatively, and sustainably. We also foster a continuous exchange with leading researchers in our field in our research seminars.

Below, please find links to a comprehensive list of all our publications as well as our team members’ current research interests and publications.