Chair of Management and Control

Prof. Dr. Michael Wolff

CV
1994 - 1999 Diploma program in Business Administration at Johann Wolfgang von Goethe-University Frankfurt/Main, with focus on control, organization, control and information systems
2000 - 2003 Research assistant and PhD student at the Chair of Strategic Management and Organization at Handelshochschule Leipzig (HHL) (Prof. Dr. Hagen Lindstädt)
2003 - 2004 Lecturer for Strategic Management and Organization at Handelshochschule Leipzig (HHL)
2004 - 2006 Consultant at McKinsey & Company, Inc. (Hamburg) including projects in the areas of strategic repositioning and organizational restructuring in Germany and abroad (Europe, USA and Africa)
2006 - 2010 Research assistant at the Karlsruhe Institute of Technology (KIT) (Prof. Dr. Hagen Lindstädt)
2010 Research stay at Copenhagen Business School, Denmark
2010 Call for a professorship at the Chair of Business Administration (W2), with focus on Corporate Governance, at Johannes Gutenberg-University Mainz (accepted)
2011 Call for a professorship at the Chair of Business Administration (W3), with focus on Strategic and International Management, at Philipps-University Marburg (denied)
2011 Call for a professorship at the Chair of Business Administration (W3), with focus on Management and Control, at Georg-August-University Goettingen (accepted)
2017Call for a professorship at the Chair of Management Control and Strategy Implementation, at Wirtschaftsuniversität (WU) Wien (denied)
since 2011 Head of the Chair of Management and Control at Georg-August University Goettingen (W3)

Research focus
Determinants of value-based management:

  • Design and effect of value-based management systems
  • Requirements for modern CFOs and their organizations
  • Success factors of strategic transformation processes
  • Targeted design of capital market communication


Tools of corporate management:

  • Big Data and Predictive Analytics
  • Design of incentive systems for executives and employees with focus on equity-based elements
  • Design of central functions with the help of competence and shared service centers
  • Digitalization of controlling processes


Factors of corporate governance systems:

  • Implications of the structure of supervisory boards on company performance and decisions
  • Interaction between supervisory board structures and ownership structures
  • Modes of action of corporate governance codes
  • Role of institutional frameworks on mode of action of corporate governance mechanisms