{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,3,17]],"date-time":"2026-03-17T07:41:44Z","timestamp":1773733304261,"version":"3.50.1"},"reference-count":41,"publisher":"SAGE Publications","issue":"9","license":[{"start":{"date-parts":[[2010,4,30]],"date-time":"2010-04-30T00:00:00Z","timestamp":1272585600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/journals.sagepub.com\/page\/policies\/text-and-data-mining-license"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["Human Relations"],"published-print":{"date-parts":[[2010,9]]},"abstract":"<jats:p> This article explores how universities have implemented research performance systems. It considers how researchers working as managers assume the responsibility for research groups, and how they deal with managerial pressures from higher levels of management and outside forces. Drawing on in-depth interviews with research managers, we discuss how this particular responsibility is shaping up in their practices and perceptions. This article shows how role ambivalence enables research managers to view stricter performance requirements as being both problematic and challenging. These managers engage in alternative ways of moulding and legitimizing their activity by negotiating its terms and conditions with the universities and researchers alike. The notion of resilient compliance is put forward to convey the idea that research managers\u2019 ambivalence regarding prevalent pressures is subsequently reconciled by introducing new organizing elements into the workplace. We argue that because a focus on agency appears lacking in analyses of performance management in universities, academics\u2019 power to deal with potentially adverse situations imposed by managerialism has been largely underestimated. <\/jats:p>","DOI":"10.1177\/0018726709357083","type":"journal-article","created":{"date-parts":[[2010,5,1]],"date-time":"2010-05-01T00:14:49Z","timestamp":1272672889000},"page":"1439-1460","source":"Crossref","is-referenced-by-count":63,"title":["Secrets of the beehive: Performance management in university research organizations"],"prefix":"10.1177","volume":"63","author":[{"given":"C\u00e9lio AA","family":"Sousa","sequence":"first","affiliation":[{"name":"ISMAI, Maia Institute of Higher Education, Portugal and Radboud University Nijmegen, The Netherlands,"}]},{"given":"Willem F","family":"de Nijs","sequence":"additional","affiliation":[{"name":"Radboud University Nijmegen, The Netherlands,"}]},{"given":"Paul HJ","family":"Hendriks","sequence":"additional","affiliation":[{"name":"Radboud University Nijmegen, The Netherlands,"}]}],"member":"179","published-online":{"date-parts":[[2010,4,30]]},"reference":[{"key":"atypb1","volume-title":"Performance Management","author":"Aguinis H.","year":"2007"},{"key":"atypb2","doi-asserted-by":"publisher","DOI":"10.1002\/job.493"},{"key":"atypb3","doi-asserted-by":"publisher","DOI":"10.1111\/1467-6486.00229"},{"key":"atypb4","volume-title":"Evaluation of University Research in Europe: Conceptual Framework and Comparative Typology","author":"Campbell DFJ","year":"2005"},{"key":"atypb5","doi-asserted-by":"publisher","DOI":"10.1177\/135050849963006"},{"key":"atypb6","doi-asserted-by":"publisher","DOI":"10.1108\/09513559810216483"},{"key":"atypb7","doi-asserted-by":"publisher","DOI":"10.3152\/147154301781781679"},{"key":"atypb8","doi-asserted-by":"publisher","DOI":"10.4324\/9780203461358.ch4"},{"key":"atypb9","doi-asserted-by":"publisher","DOI":"10.1177\/0018726700535005"},{"key":"atypb10","unstructured":"Foucault M. 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