Management Control Systems in Enabling University Research Performance

Nicole Sutton
University of Technology, Sydney
Australia

David Brown
University of Technology, Sydney
Australia

Abstract:
The purpose of this study is to investigate how management control systems (MCS) are used to enable university research performance at the operating level. At the sector level, institutionally framed research within New Public Management literature has observed the more uniform use of “managerialist” and programmed approaches to university research management. However, empirical contingent studies within the private sector Research and Development setting have substantiated how such approaches are ineffective in enabling operating level research performance. Drawing on both literatures, as well as wider MCS package research, this paper uses an exploratory case study to examine two high performing faculties with contrasting research characteristics. From these micro-level accounts, the paper develops a conceptual model demonstrating how a combination of institutional and technical factors contributes to the use of MCS. A similar complementary package of socio-ideological, administrative and incentive controls is used to satisfy the diverging managerial and collegial institutional interests within each operating unit. However, managers tailor the use of these categories of controls to suit their respective particular research cultures and contexts in order to enable university research performance.