Michael Wolff (economist)

Michael Wolff (* 1975 ) is a German economist .

Life

From 1994 to 1999 he studied business administration at the Goethe University with a focus on organization, controlling and business informatics (degree: Diplom-Kaufmann). From 2000 to 2003 he was a research assistant at Hagen Lindstädt at the chair for strategic management and organization at the Leipzig Graduate School of Management ; here he became Dr. rer. oec. PhD . From 2003 to 2004 he was a lecturer in strategic management and organization at the Leipzig Graduate School of Management. From 2004 to 2006 he was a consultant at McKinsey & Company, Inc. (Hamburg) with projects in the field of strategic repositioning and organizational realignment in Germany and abroad (Europe, USA and Africa). From 2006 to 2010 he was a scientific assistant at the Institute for Management at the Karlsruhe Institute of Technology near Hagen Lindstädt. In 2010 he did research at Copenhagen Business School . In 2010 he was offered the (W2) chair for business administration, in particular corporate governance at the University of Mainz (accepted). In 2011 he was offered the (W3) chair for General Business Administration, in particular Strategic and International Management at the Philipps University of Marburg (declined). In 2011 he was offered the (W3) chair for business administration with a focus on management and controlling at the Georg-August-Universität Göttingen (accepted). In 2017 he was offered the professorship for Management Control and Strategy Implementation at the Vienna University of Economics and Business (rejected). Since 2011 he has held the (W3) professorship for business administration with a focus on management and controlling in Göttingen .

His main research interests are elements of value-based corporate management; in particular the design and effect of value-based management systems, requirements for modern CFOs and their organization, success factors of strategic transformation processes and target-oriented design of capital market communication; Corporate management tools; in particular big data and predictive analytics, design of incentive systems for managers and employees with a focus on share-based elements, design of central functions by means of competence and shared service centers and digitization of controlling processes; and elements of corporate governance systems; In particular, the implications of supervisory board structures and processes on corporate performance and decisions, interaction between supervisory board and ownership structures, the effects of corporate governance codes and the role of institutional framework conditions for the operation of corporate governance mechanisms.

Fonts (selection)

• Information-oriented organizational management. The design of organizational decision-making processes . Munich 2003, ISBN 3-87988-758-6 .

Web links

• www.uni-goettingen.de: Prof. Dr. Michael Wolff