Effects of performance management systems–strategy alignment on lecturers' engagement with knowledge transfer
A perspective from Spain
Bibliographic Data
| ID | 21592355 |
|---|---|
| Authors | Mercedes Barrachina-Palanca (0000-0001-6270-0553, Accounting Department, Faculty of Economy University of Valencia Valencia Spain), Maria Beatriz Gonzalez‐Sanchez (0000-0001-9247-178X, ECOBAS, Universidade de Vigo Ourense Spain, corresponding author), Cristina Gutiérrez‐López (0000-0003-2080-6047, Business Management Department, Faculty of Economics and Business University of León León Spain) |
| Year | 2023 |
| Volume | 77 |
| Issue | 4 |
| Pages | 874-889 |
| Publication date | 2023-10-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Higher Education Quarterly (JOURNAL) |
| Journal identifiers | ISSN: 0951-5224 • E-ISSN: 1468-2273 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/hequ.12437 |
| OpenAlex | W4367041069 |
| Language | EN |
| References cited | 45 |
Growing competition among higher education institutions (HEIs) explains their increasing interest in reinforcing strategies by incorporating knowledge transfer (KT) objectives into their strategic plans. However, this strategic formulation must be aligned with the implementation of performance management systems (PMSs) to properly achieve KT objectives. Thus, the aim of this paper is to examine whether aligning PMSs with KT strategic objectives improves KT performance while misalignment worsens it. To that end, PMSs are measured with respect to planning; cybernetic control; policies and procedures and reward and compensation elements. KT is specified as R&D contracts, extended patents, patents and licences. With a sample of 3812 Spanish university lecturers, we test the theoretical positive and negative effects of PMS–KT strategy alignment and misalignment on KT performance respectively. The results show not only that this alignment is effective for KT strategy implementation but also that misalignment has unintended effects on the achievement of long‐term KT objectives. Therefore, lecturers' behaviour is influenced by how closely KT strategy and PMSs are aligned. The findings are useful for managers and academics to develop PMSs that effectively contribute to the achievement of universities' strategic goals
Business · Higher education · Knowledge management · Knowledge transfer · Performance Management · Political science · Process management · Strategic alignment · Strategic financial management · Strategic management · Strategic planning · Strategy implementation · Accounting and Organizational Management · Accounting Education and Careers · Computer Science · Intellectual Capital and Performance Analysis · Psychology · Marketing
Management control systems as a package—Opportunities, challenges and research directions
Why do academics engage with industry? The entrepreneurial university and individual motivations
The development of an entrepreneurial university
Navigating managerial and entrepreneurial reforms in research‐intensive universities
Learning relations of knowledge transfer (KT) and knowledge integration (KI) of doctoral students during online interdisciplinary training
Fostering knowledge translation in Africa’s flagship universities
The Role of Management Controls in the Higher Education Sector
Technology transfer offices and commercialization of university intellectual property
Travelling and embedded policy
Budgeting, strategic planning and institutional diversity in higher education
| Highly cited | No |
|---|