Department of Management and Entrepreneurship (MUT)
Dr Werner Jackstädt Foundation Endowed Chair of Accounting and Control
Controlling in the Age of Artificial Intelligence:
Shaping the future!
The Dr Werner Jackstädt Foundation Endowed Chair of Accounting and Control conducts research and teaches on the impact of Artificial Intelligence (AI) on controlling. It also examines how controllers can implement and manage changes in the financial departments of organisations. The Chair promotes an intensive exchange of knowledge between theory and practice and imparts up-to-date specialist knowledge in the modules of degree programmes in the field of Business and Society.
Chairholder
N. N.
Chair:in (in occupation)
Key areas
The impact of artificial intelligence and related technologies on management accounting and corporate management
Ever since controlling emerged as a function within organisations and as an academic discipline, new technologies have had a significant impact on this field. Whilst Holerith machines – which, as early as the late 19th century, were capable of processing large volumes of data using punch cards and card readers – initially shaped the scope of work and the job profile of controlling, today it is developments such as big data, predictive analytics (data analysis focused on predicting future outcomes or events based on historical data and statistical models), real-time data processing and, of course, artificial intelligence.
Against this backdrop, the Dr Werner Jackstädt Foundation Endowed Chair is investigating how new technologies – particularly artificial intelligence – are impacting management accounting and corporate management. For example, the Chair is currently investigating the extent to which Large Language Models (LLMs) such as ChatGPT or Gemini can be used for controlling purposes. In addition to aspects such as reliability and replicability – that is, the ability to repeat calculations identically – ethical considerations also play a particularly important role in the use of artificial intelligence.
Adapting management control and corporate management to changing conditions
Owing to the ever-accelerating pace of technological development in recent years, the controlling function faces the challenge of having to adapt its areas of responsibility and working methods quickly and, in some cases, extensively.
Whilst technological influences have also been evident in recent decades (e.g. the introduction of enterprise resource planning systems – software solutions that centrally manage and control business processes, whilst consolidating data from different areas of a company into a single database), the frequency of these changes and the associated transformations have increased significantly in recent years. The ability to adapt to new operating conditions and the corresponding change management expertise are therefore becoming increasingly important for controlling.
For this reason, our second research focus specifically addresses the organisational changes within controlling itself. We investigate, for example, how controlling is structured within new organisational forms such as network organisations – that is, multiple organisations working together in a coordinated manner. Another project investigates the extent to which emotions arising during a change process influence the organisational transformation of controlling.
From bean counters to business partners
In both academic and practical discourse, the role of controllers has evolved from that of ‘bean counters’ to that of ‘business partners’. This has been, and continues to be, accompanied by entirely new demands on the skillset of controllers.
The aim of the chair is to examine the evolution of the role of controllers in greater detail – whilst also taking into account the first two research priorities. In particular, the active shaping of the controller’s role is at the heart of current research projects.
The impact of artificial intelligence and related technologies on management accounting and corporate management
Ever since controlling emerged as a function within organisations and as an academic discipline, new technologies have had a significant impact on this field. Whilst Holerith machines – which, as early as the late 19th century, were capable of processing large volumes of data using punch cards and card readers – initially shaped the scope of work and the job profile of controlling, today it is developments such as big data, predictive analytics (data analysis focused on predicting future outcomes or events based on historical data and statistical models), real-time data processing and, of course, artificial intelligence.
Against this backdrop, the Dr Werner Jackstädt Foundation Endowed Chair is investigating how new technologies – particularly artificial intelligence – are impacting management accounting and corporate management. For example, the Chair is currently investigating the extent to which Large Language Models (LLMs) such as ChatGPT or Gemini can be used for controlling purposes. In addition to aspects such as reliability and replicability – that is, the ability to repeat calculations identically – ethical considerations also play a particularly important role in the use of artificial intelligence.
Adapting management control and corporate management to changing conditions
Owing to the ever-accelerating pace of technological development in recent years, the controlling function faces the challenge of having to adapt its areas of responsibility and working methods quickly and, in some cases, extensively.
Whilst technological influences have also been evident in recent decades (e.g. the introduction of enterprise resource planning systems – software solutions that centrally manage and control business processes, whilst consolidating data from different areas of a company into a single database), the frequency of these changes and the associated transformations have increased significantly in recent years. The ability to adapt to new operating conditions and the corresponding change management expertise are therefore becoming increasingly important for controlling.
For this reason, our second research focus specifically addresses the organisational changes within controlling itself. We investigate, for example, how controlling is structured within new organisational forms such as network organisations – that is, multiple organisations working together in a coordinated manner. Another project investigates the extent to which emotions arising during a change process influence the organisational transformation of controlling.
From bean counters to business partners
In both academic and practical discourse, the role of controllers has evolved from that of ‘bean counters’ to that of ‘business partners’. This has been, and continues to be, accompanied by entirely new demands on the skillset of controllers.
The aim of the chair is to examine the evolution of the role of controllers in greater detail – whilst also taking into account the first two research priorities. In particular, the active shaping of the controller’s role is at the heart of current research projects.
Current research projects
Publications
All publications by the Chair of Accounting and Controlat UW/H are gradually being included in the university bibliography.
Courses
Bachelor’s degree programmes
- External Accounting
The ‘External Accounting’ seminar provides an introduction to financial accounting and systematically explains the structure of external accounting. Upon successful completion of the seminar, students will be able to understand, prepare and independently interpret annual financial statements. They will be able to assess and critically reflect on the impact of their future business decisions on the company’s net assets, financial position and profitability, as well as on society.
- Internal Accounting
The ‘Internal Accounting’ seminar systematically introduces students to the fundamentals of cost accounting. They will learn about cost types, cost centres and cost objects (including fixed and flexible budget costing) based on full and partial costing. The seminar programme is supplemented by presentations from selected industry partners.
- Financial Management (taught in English)
The ‘Financial Management’ seminar provides students with an introduction to the principles of financial management, internal accounting and controlling. In addition, they will learn about the key controlling tools used in real-world business contexts and discover how technology influences financial management and decision-making in general. Throughout the seminar, financial management is examined from behavioural and performance perspectives; for example, participants discuss the subjectivity of financial management and whether controlling tools actually reflect reality.
Master’s degree programmes
- Structured Problem Solving (taught in English)
The ‘Structured Problem Solving’ seminar introduces students to tools and techniques for identifying, structuring and solving complex problems. Students also learn how to successfully communicate solutions to a specific audience. The seminar consists of two short introductory lectures, followed by an intensive case study in which students apply and consolidate the problem-solving and communication skills they have acquired. - Strategy Implementation (taught in English)
Senior managers use management control systems (MCS) to implement an organisational strategy. This seminar provides a comprehensive overview of the tools and processes available for successful strategy implementation. Soft factors such as communication play a fundamental role alongside hard factors such as the monitoring of financial indicators. The content is delivered through innovative case studies. - Accounting and Controlling
In the first part of the seminar, students learn the basics of financial accounting and the preparation of financial statements in accordance with the German Commercial Code (HGB). This externally focused form of accounting is supplemented in the second part of the seminar by cost accounting and controlling. Students gain an insight into key tasks in cost accounting (price calculation, profitability analysis) and the financial and non-financial management tools of controlling that build upon these.