Dr Matthew Hall

Associate Professor of Accounting

Research interests

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

Hall, M. Realising the richness of psychology theory in contingency-based management accounting research. Management Accounting Research, forthcoming.
Chenhall, R., Hall, M., and Smith, D. Managing identity conflicts in organizations: A case study of one welfare non-profit organization. Nonprofit and Voluntary Sector Quarterly, in press.
Hall, M. Crafting compromises in a strategizing process: a case study of an international development organisation. Financial Accountability and Management, in press.
Chenhall, R., Hall, M., and Smith, D. The expressive role of performance measurement systems: a field study of a mental health development project. Accounting, Organizations and Society, in press.
Hall, M., and Fernando, R. Beyond the headlines: day-to-day practices of risk measurement and management in a non-governmental organization. In M. Power, Riskwork, Oxford University Press, forthcoming.
Hall, M., Millo, Y., & Barman, E. 2015. Who and what really counts? Stakeholder prioritisation and accounting for social value. Journal of Management Studies, 52, 907-934.
Hall, M., Mikes, A., and Millo, Y. 2015. How do risk managers become influential? A field study of toolmaking in two financial institutions. Management Accounting Research, 26, 3-22. Read article
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 Research. Read 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 Society. Read 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.

Hall, M., and Millo, Y. Choosing an accounting method to explain public policy? Social return on investment and the UK non-profit sector policy.
Barman, E., Hall, M., and Millo, Y. Demonstrating the value of a new institution: social return on investment and social enterprise.
Hall, M., Kilfoyle, E. and Richardson, A. ERP systems and vernacular accountings: reconciling ontologies and epistemologies.