This paper aims to investigate the effect of management control (MC) tools on knowledge transfer (KT) activities by acknowledging the differences between lecturers from social sciences, arts and humanities (SAH) and science, health and engineering (SHE). The study considers enabling and coercive uses of MC tools. A total of 3,812 Spanish university lecturers participated in the study. They were surveyed about different MC tools -- strategic plans, budgeting, meetings, and reward systems -- and different KT activities -- R&D contracts, patents, extended patents, licenses, services and spin-offs --, for the 2011-2016 period. A logit model was applied for the statistical analyses. The results support differences by disciplines in meetings and enabling reward systems that are only effective for SHE lecturers. However, the impact of coercive reward systems and coercive strategic plans are visible regardless discipline. In terms of KT activities, distinctions between R&D contracts, on the one hand, and patents and licenses, on the other, are also significant. The findings can help policymakers. (i.e., chancellors and management teams) to propose more efficient area-specific MC tools to properly enhance KT performance. Applying these results to universities management can better contribute to economic growth and sustainable development through their third mission activities.