Scott Keating

Scott Keating teaches in the accounting group. Prior to joining MIT Sloan, Keating taught at the University of Chicago Graduate School of Business for eight years. As a clinical professor of accounting, he taught case-based managerial accounting in the full-time MBA program, the evening and weekend MBA programs, and the Executive MBA programs in Chicago, London, and Singapore. He also worked closely with the Office of Executive Education to develop and deliver a number of open-enrollment and custom executive education programs in accounting and finance. Previously, KeatiaScott Keating is a Senior Lecturer in Accounting at the MIT Sloan School of Management.

Keating’s research focuses on understanding the internal workings of large and complex organizations. He is specifically interested in the role of internal accounting practices—such as accounting-based performance measurement and compensation programs, transfer pricing policies, costing systems, and cost allocation practices—in regulating organizational activities. Keating teaches an undergraduate course in financial accounting and a second-year MBA elective in managerial accounting.

Prior to joining MIT Sloan, Keating was on the faculty of the University of Chicago Booth Graduate School of Business and the University of Rochester Simon School of Business, and also taught at the London Business School. He has consulted to and taught at numerous companies, including Abbott Laboratories, Armstrong World Industries, Brooks Brothers, Deutsche Telekom, Procter & Gamble, U.S. Gypsum, and Wal-Mart.

Keating holds an LLB and a BSc from McGill University, an MBA from the Tuck School at Dartmouth College, and a DBA from Harvard University. ng spent five years as an assistant professor of accounting at the University of Rochester's Simon School of Business. Keating's expertise in managerial accounting includes how business decisions are optimally based on opportunity costs, how accounting numbers can reflect these opportunity costs, and how cost allocations and transfer prices can affect the apparent costs and benefits of decision making. While focusing on helping managers to make the transition from functional to general management, he explores the areas of decision making, finance and accounting, leadership, strategy, and marketing.

He holds a DBA from Harvard Business School, an MBA from Dartmouth College, and a BSc and LLB from McGill University.