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Politecnico di Milano

Dipartimento di Ingegneria Gestionale

P.zza Leonardo da Vinci 32 - 20133 - Milano

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Prof.ssa ARNABOLDI MICHELA

Professore Ordinario

Curriculum

Michela Arnaboldi is full professor at Politecnico di Milano, Department of Management, Economics and Industrial Engineering. In April 1999 she got a Master Degree in Management and Production Engineering. In January 2003 she obtained the Ph.D in Management and Production Engineering (Thesis title: “The complexity of change in public sector institutions”).
Since 1999 she has been working at the Department of Management, Economics and Industrial Engineering of Politecnico di Milano, where she is member of the PhD board. Since 2001 she has been collaborating with the School of Management at the University of Edinburgh. She is member of the core faculty of the School of Management at Politecnico di Milano (MIP), where she is teaching coordinator for the area Accounting, Control and Performance Management and Director of the Educational Division of the School of Management (MIP).
In 2008 she has been visiting professor at the Centre for Analysis of Risk and Regulation (CARR) at the London School of Economics. She is member of the scientific committee of the l’Institute of Public Sector Accounting Research of the University of Edinburgh. In 2012 she’s started collaborating with TuDelft University.



Research Activity


Her research activity is mainly focused on two areas: (1) Managing performance in the Public Sector; (2) the evolution of Management Control Systems: risk and networks.
Regarding the first area - Managing performance in the Public Sector – three issues have been developed:

 

  • analysis of performance management system in higher education
  • exploration of local authorities reforms in Local authorities   
  • development of management models in Cultural Heritage.

The second area - the evolution of Management Control Systems: risk and networks has been carried out along two dimensions:

  •  analysing of the relationship between budgeting system and enterprise risk management.
  • investigation of the role of management control system in private-public networks.

 

Teaching activity

 

  • Lecturer in "Management accounting and control system" - MBA course – International and Italian class (MIP – School of management of Politecnico di Milano).
  • Lecturer in "Management and organization", "Management control systems" and “Analysis of processes and information” - MSc course.
  • Lecturer in "Qualitative research methods" - PhD course in Management and Production Engineering – Politecnico di Milano.
  • Lecturer at SUM (School of Management for University and Research entities at Politecnico di Milano): “Cost accounting in university”, "Management control systems".
  • Seminar on Risk Management and Budgeting at the Centre for Analysis of Risk and Regulation (CARR) at the London School of Economics.
  •  Seminar on Benchmarking in Higher Education at the London University – Institute of Education.
  • Seminar on Activity Based Costing and Reengineering at the University of Edinburgh - Department of Accounting and Business Method and Queen’s University di Belfast – School of Management and Economics.

 
Main publications
International Journals

 

  • Arena, M., Arnaboldi M. (2013) “Risk and performance management: are they easy partners?” Management Research Review.
  • Arnaboldi M. (2013) “Consultant-researchers in Public Sector Transformation: an evolving role” Financial Accountability and Management.
  • Agostino, D., Arena, M., Arnaboldi M. (2013) “Leading change in public organizations: the role of mediators” Leadership & Organization Development Journal.
  • Arena, M., Arnaboldi M. (2013) “Risk and budget in an uncertain world”, International Journal of Business Performance Management, Vol. 14, No. 2, pp. 166-180.
  • Arena, M. & Arnaboldi, M. (2013). Debate: Dealing with spending reviews - Italy. Public Money and Management.
  • Agostino, D., Arnaboldi M. (2012) “Design issues in Balanced Scorecards: the “what” and “how” of control” European Management Journal, Volume 30, Issue 4, August 2012, pp. 327–339.
  • Agasisti T. and Arnaboldi M. (2011) “Public sector productivity: lessons from the Italian financial crisis” Public Money & Management, Volume 31, Issue 6.
  • Arena M., Arnaboldi M., and Azzone, G. (2011) Is enterprise risk management real? Journal of Risk Research, Volume 14, Issue 7.
  • Arnaboldi M. and Palermo T. (2011) “Translating ambiguous reforms: Doing better next time?” Management Accounting Research, Volume 22, Issue 1, March 2011, Pages 6-15.
  • Arnaboldi, M. and Spiller, N. (2011) “Actor network theory and stakeholder collaboration: the case of Cultural Districts", Tourism Management, Volume 32, Issue 3, June 2011, Pages 641-654.
  • Agostino, D., Arnaboldi M. (2011) “How the BSC implementation process shapes its outcome”, International Journal of Productivity & Performance Management, Volume 60, Issue 2, pp. 99-114.
  • Agasisti T. and Arnaboldi M. (2011) “Public sector productivity: lessons from the Italian financial crisis” Public Money & Management, Volume 31, Issue 6.
  • Arena M., Arnaboldi M., and Azzone, G. (2011) Is enterprise risk management real? Journal of Risk Research, Volume 14, Issue 7.
  • Arnaboldi M. and Palermo T. (2011) “Translating ambiguous reforms: Doing better next time?” Management Accounting Research, Volume 22, Issue 1, March 2011, Pages 6-15.
  • Arnaboldi, M. and Spiller, N. (2011) “Actor network theory and stakeholder collaboration: the case of Cultural Districts", Tourism Management, Volume 32, Issue 3, June 2011, Pages 641-654.
  • Agostino, D., Arnaboldi M. (2011) “How the BSC implementation process shapes its outcome”, International Journal of Productivity & Performance Management, Volume 60, Issue 2, pp. 99-114.
  • Arena M., Arnaboldi M., and Azzone, G. (2010) “The organizational dynamics of Enterprise Risk Management” Accounting, Organization & Society, Vol. 35, Issue 7, October, pp. 659-675.
  • Arnaboldi M., Azzone G., (2010) “Constructing performance measurement in the Public Sector”, Critical Perspective on Accounting, Volume 21, Issue 4, April, pp. 266-282.
  • Arnaboldi M., Lapsley I. (2010) “Asset Management in cities: Polyphony in action?” Accounting, auditing and accountability journal, Volume 23, Issue 3, pp. 392 – 419.
  • Agostino, D., Arnaboldi M. (2010) “How the BSC implementation process shapes its outcome”, International Journal of Productivity & Performance Management, forthcoming.
  • Arena M., Arnaboldi M., Azzone G., (2010) “Student Perception and Central Administrative Services: the case of higher education in Italy” Studies in Higher Education, Vol. 35, No 8.
  • Arnaboldi M., Azzone G., Palermo, T. (2010) “Managerial innovations in central government: Not wrong but hard to explain” International Journal of Public Sector Management, Vol. 23, No 1, pp. 78-93.
  • Arnaboldi M., Lapsley I. (2009) “On the Implementation of Accrual Accounting: A Study of Conflict and Ambiguity”, European Accounting Review, Vol. 18, Issue 4, pp. 809 - 836.
  • Arena M., Arnaboldi M., Azzone G., Carlucci, P. (2009) “Developing a Performance Measurement System for the Central Administrative Services of the universities” Higher Education Quarterly, Vol. 63, No 3, pp. 237-263.
  • Arnaboldi M., Lapsley I. (2008) “Making Management Auditable: The Implementation of Best Value in Local Government”, Abacus, Vol. 44, Number 1, pp. 22-47(26).
  • Agasisti T., Arnaboldi M., Azzone G. (2008) “Strategic Management Accounting in University: The Italian Experience”, Higher Education, Vol. 55, Number 1 / January.
  • Arnaboldi M., Azzone G. (2006) “Activity Based Costing and Management in Budgetary Devolution and University Reforms” Accounting, Accountability & Performance, Vol. 12, No 1, June.
  • Arena M., Arnaboldi M., Azzone G., (2006) “Internal Audit in Italian organizations: a multiple case study” Managerial Auditing Journal, Vol. 21 No 3.
  • Arnaboldi M., Lapsley I. (2005) “Activity Based Costing in Health Care: A UK Case Study” Research in Health Care Financial Management, Vol. 10 (1), pp. 59-73.
  • Arnaboldi M., Azzone G. (2005) “Incrementalism and Strategic Change: a University’s experience”, International Journal of Educational Management, Vol. 19 (7), July, pp. pp. 552-563.
  • Arnaboldi M., Azzone G. (2005) “Performance measurement and change: the case of Italian new public administration”, International Journal of Business Performance Management, Vol.7 No 1.
  • Arnaboldi M., Lapsley I. (2004) “Modern Costing Innovations and Legitimation: A Health Care Study” Abacus, February, Vol. 40 Issue 1, pp.1-19.
  • Arnaboldi M., Azzone G. (2004) “Benchmarking University Activities: an Italian Case Study”, Financial Accountability and Management, Vol. 20 (2) pp. 205 - 220.
  • Arnaboldi M., Azzone G. and Savoldelli, A. (2004) “Managing a public sector project: the Case of the Italian Treasury Ministry”, International Journal of Project Management, Vol 22, pp.213-223.
  • Arnaboldi M., Lapsley I. (2003) “Activity Based Costing, Modernity and the Transformation of Local Government: A Field Study”, Public Management Review, Vol.5 (3).



Chapters in international books

 

  • Arnaboldi M. and Azzone, G. “Case study of ‘peak performing’ public sector units, and successful change efforts” in Noblet, A. Human Resource Managament in the Public Sector, Edward Elgar publishing.

Books

 

  • Arnaboldi M., Catalano C., Poles, F. (2012) Governare Università e enti di ricerca, Marcianum Press, Venezia. (Title translation: Governing Universities and Research Centres).
  • Arnaboldi M., Catalano C., Poles, F. (2009) Il management nelle università e negli enti di ricerca: idee e sperimentazioni a confronto, Marcianum Press, Venezia. (Title Translation: managing universities and research centres: ideas and practices)
  • Arnaboldi M. e Chiaroni D. (2006), I nuovi standard contabili internazionali IAS-IFRS Principi e casi reali, Polipress, Milano. (Title Translation: The IAS-IFRS accounting standards: principles and case studies

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