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Dr Matthew Hall

Associate Professor of Accounting

Research interests 

  • Management accounting, management control systems and performance measurement, particularly in non-government organisations 


  • Chenhall, R., Hall, M., and Smith, D. (2013). Performance measurement, modes of evaluation and the development of compromising accounts. Accounting, Organizations and Society, forthcoming. Read article
  • Mikes, A., Hall, M., &Millo, Y. (2013). How Experts Gain Influence. Harvard Business Review, July-August, 70-74. Read Article
  • Hall, M. (2012). Evaluation logics in the third sector. Voluntas: International Journal of Voluntary and Nonprofit Organizations. Read article. 
  • Chenhall, R., Hall, M., and D. Smith. (2012). Performance measurement and management controls in non-profit organisations. CGMA report. Read report.
  • Hall, M. (2011). Do comprehensive performance measurement systems help or hinder managers' mental model development? Management Accounting ResearchRead article. 
  • Chenhall, R., Hall, M. and Smith, D. (2010). Social capital and management control systems: a study of a non-government organisation. Accounting, Organizations and SocietyRead article.
  • Chenhall, R., Hall, M. and Smith, D. (2010). Social capital: the role of management control systems in NGOs. CIMA Research Executive Summary Series, 6 (6), 1-6. Read article.
  • Hall, M. (2010). Accounting information and managerial work. Accounting, Organizations and Society, 35(3), 301-315. Read article.
  • Hall, M and Smith, D. (2009). Mentoring and turnover intentions in public accounting firms: a research note. Accounting, Organizations and Society, 34 (6-7), 695-704. Read article.
  • Hall, M. (2008). The effect of comprehensive performance measurement systems on role clarity, psychological empowerment and managerial performance. Accounting, Organizations and Society 33, 141-163. Read article. 
  • Smith, D., and M. Hall (2008). An empirical examination of a three‑component model of professional commitment among public accountants. Behavioral Research in Accounting 20, 75-92. Read article.
  • Hall, M., Smith, D., and K. Langfield‑Smith. (2005). Accountants' commitment to their profession: considering multiple dimensions of professional commitment and opportunities for future research. Behavioral Research in Accounting 17, 89-109. Read article.
  • Hall, M., Ramsay, A., and J. Raven. (2004). Changing the learning environment to promote deep learning approaches in first year accounting students. Accounting Education 13,  489-505. Read article. 

Working papers and work-in-progress

  • Hall, M., Mikes, A and Millo, Y. How do risk managers become influential? A field study of toolmaking in two financial institutions.
  • Chenhall, R., Hall, M., & Smith, D. The expressive role of performance measurement systems: a field study of a mental health development project.
  • Barman, E., Hall, M., & Millo, Y. Taking appropriate measures: the emergence and reconfiguration of the social return on investment methodology.
  • Hall, M. & Millo, Y. How do accounting methods get taken up by Government? Social return on investment in the UK.

Editorial Board Membership

  • Accounting, Organizations and Society
  • Management Accounting Research
  • Behavioural Research in Accounting
  • European Accounting Review 



Hall 231110

Contact information

Department of Accounting
Room OLD 2.11A
London School of Economics and Political Science
Houghton Street
London WC2A 2AE

Phone: +44 (0)20 7849 4633
Fax: +44 (0)20 7242 3912

Email: m.r.hall@lse.ac.uk 

Administrative contact

Justin Adams, Administrator
Room OLD 3.20
Tel: +44 (0)20 7955 6542
Email: j.adams5@lse.ac.uk