{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,6,3]],"date-time":"2026-06-03T22:15:49Z","timestamp":1780524949286,"version":"3.54.1"},"reference-count":89,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2021,7,19]],"date-time":"2021-07-19T00:00:00Z","timestamp":1626652800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["JKM"],"published-print":{"date-parts":[[2022,4,8]]},"abstract":"<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title>\n<jats:p>There is an increasingly growing interest in treading beyond the traditional university goals of teaching and research to focus on their contribution to society through knowledge transfer (KT) performance activities. This paper aims to determine how performance management systems (PMSs) encourage lecturers to engage in the transfer of knowledge from higher education institutions (HEIs) to society.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title>\n<jats:p>This study is based on a sample of 3,812 Spanish university lecturers surveyed about different PMS tools \u2013 strategic plans, budgeting, meetings and reward systems \u2013 and different KT activities \u2013 research and development contracts, patents, extended patents, licenses, services and spin-offs \u2013 for the 2011\u20132016 period. A logit model was applied for the statistical analyzes.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Findings<\/jats:title>\n<jats:p>As expected, enabling the use of these tools generally increases the probability of producing KT while only in some cases does coercive use reduce it. Moreover, combining enabling and coercive uses does not increase the likelihood of KT performance.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Practical implications<\/jats:title>\n<jats:p>University policymakers and managers should reduce the gap between KT and research and teaching by, for example, examining the effects of their performance management practices on scholars\u2019 perceptions and their subsequent behavior.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title>\n<jats:p>Despite previous literature states that coercive use decreases performance, the authors reveal that this is not the case for KT performance in HEIs. According to the findings, a specific record of KT, i.e. a coercive strategic plan tool, has a consistently positive effect on all four KT activities as follows: R&amp;D contracts, patents, extended patents and licenses.<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/jkm-02-2021-0131","type":"journal-article","created":{"date-parts":[[2021,7,21]],"date-time":"2021-07-21T04:41:04Z","timestamp":1626842464000},"page":"1083-1110","source":"Crossref","is-referenced-by-count":6,"title":["How can universities engage lecturers in knowledge transfer? analyzing the influence of performance management systems"],"prefix":"10.1108","volume":"26","author":[{"given":"Maria Beatriz","family":"Gonzalez-Sanchez","sequence":"first","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"Cristina","family":"Guti\u00e9rrez-L\u00f3pez","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"Mercedes","family":"Barrachina 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