Controller involvement in a project management setting: effects on project functions and performance
Journal of Applied Accounting Research
ISSN: 0967-5426
Article publication date: 5 January 2021
Issue publication date: 23 February 2021
Abstract
Purpose
The authors examine the extent to which a controller's involvement in project functions (namely definition and scope, organization, constraints management and risk management) cascades down to project performance.
Design/methodology/approach
The authors test the study’s framework using survey data from a sample of project leaders in German and Swiss firms. Responses were analyzed using the partial least squares (PLS) technique.
Findings
The authors find that controllers contribute to project success via the previously described project functions. Further, the study reveals the crucial role of controllers in managing uncertainty and project risks.
Research limitations/implications
Although the arguments used in this research were not country specific and suggest that the findings of this study also apply to the controller professional in general, this study clearly acknowledges that further research is needed to address the effects of this role in different jurisdictions given the specific characteristics of controllers acting in German-speaking countries.
Practical implications
The authors provide insights on the role of controllers at an operational level, like project management, highlighting the need for controllers to support an effective project governance.
Originality/value
The authors add to the literature by examining the role of controllers in highly knowledge-intensive, highly pressured, task-driven, interdependent and dynamic operational settings, thus contributing to a better understanding of how controllers function at an operational level. The authors also strengthen a broader role of controllers in project management that goes beyond their historical controlling activities to include more modern functions, extending previous studies analyzing their professional identity.
Keywords
Acknowledgements
The authors are thankful to two anonymous reviewers and Editor Othmar Lehner for their insightful comments and suggestions. The authors would like to thank participants at the EAA Annual Congress at Tallinn (2014) and seminar participants of the University of Sao Paulo and IESEG School of Management, Claudio Wanderley, Beatriz Garcia Osma and Gaia Melloni for helpful comments. Jacobo Gomez-Conde acknowledges financial assistance from the Spanish Ministry of Education and Science (ECO2016-77579-C3-3-P), the Spanish Ministry of Science and Innovation (PID2019-104163RA-I00), the Santander Financial Institute, PRICIT Madrid Government and the Catedra UAM-Auditores Madrid.
Citation
Malagueño, R., Gomez-Conde, J., de Harlez, Y. and Hoffmann, O. (2021), "Controller involvement in a project management setting: effects on project functions and performance", Journal of Applied Accounting Research, Vol. 22 No. 2, pp. 334-364. https://doi.org/10.1108/JAAR-07-2020-0129
Publisher
:Emerald Publishing Limited
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