Search results

1 – 10 of over 33000
Article
Publication date: 8 January 2018

Daniela Di Berardino and Christian Corsi

Using the quality evaluation approach, the purpose of this paper is to analyze the contribution of intellectual capital (IC) to the development of the third mission in Italian…

1049

Abstract

Purpose

Using the quality evaluation approach, the purpose of this paper is to analyze the contribution of intellectual capital (IC) to the development of the third mission in Italian universities, defining the impact of these activities in the regional context. This research aims to verify if the mandatory reporting on quality discloses the contribution of IC to value creation, enhancing the universities’ awareness about IC management and third mission development.

Design/methodology/approach

The convergence between IC framework and quality evaluation approach is tested through an empirical research on a sample of 71 Italian universities funded by the government. Statistical analyses use data collected for the period 2004-2014 during the national assessment for research activity and third mission performance. The impact of third mission on the university ecosystem is verified using the indexes related to the territorial development rates.

Findings

This research found significant IC disclosure in the quality evaluation model and it highlights the possible integration between the IC measures and the quality evaluation indicators. The research findings show also a positive impact of third mission activities in the university ecosystem and the relevant role of structural capital and relational capital in the development of third mission. These findings encourage a collegial discussion in the university governance and among academics, stimulating a strategic behavior in the whole system

Research limitations/implications

The paper focuses the attention on research activity and third mission, considering the final results provided by an external stakeholder of university. Further research must include the role of teaching activity and the opinion of universities’ managers, researchers and administrative staff.

Originality/value

Following the neo-institutional sociology perspective, this research analyses for the first time the convergence between the solid experience of quality assessment and the immature IC culture in Italian universities. This analysis explores the value created by intangible activities in the university ecosystem, with a longitudinal perspective, contributing to the fourth stage of the IC literature.

Details

Journal of Intellectual Capital, vol. 19 no. 1
Type: Research Article
ISSN: 1469-1930

Keywords

Article
Publication date: 10 July 2017

Arthur Rubens, Francesca Spigarelli, Alessio Cavicchi and Chiara Rinaldi

Over the past few decades, higher education institutions (HEIs) have become key players in regional economic development and knowledge transfer, which has led to a third mission

2275

Abstract

Purpose

Over the past few decades, higher education institutions (HEIs) have become key players in regional economic development and knowledge transfer, which has led to a third mission for HEIs and the entrepreneurial university. The purpose of this paper is to assess the challenges of HEIs in fulfilling the third mission for economic development and the changing role of being an entrepreneurial university, and the changes that need to be implemented to fulfill this new mission.

Design/methodology/approach

The authors have drawn on current literature to examine academic entrepreneurism and the entrepreneurial university, and how universities are fulfilling their third mission.

Findings

The findings from our review of the literature demonstrated the varied economic and social benefit of universities conducting external third mission/entrepreneurial activities in the community, as well as how the changing role and expectations of universities to become more entrepreneurial, has not only changed the expectations and role of university administrators, faculty and staff but also the business community which they serve. The review also showed the varied challenges for universities in fulfilling the third mission of economic development.

Research limitations/implications

Although ample literature and cases about universitiesthird mission of economic development and the new entrepreneurial university (especially with research universities) were available, literature or research was limited on the specific challenges and obstacles faced by administrators, faculty and departments in fulfilling this mission, and few studies recommended changes that needed to be implemented in HEIs to support this new mission.

Practical/implications

The paper supports the potential role that HEIs play in implementing economic development in their communities or region. The paper also highlights some of the necessary resources and policy changes that policymakers and university administrators need to implement to reward and recognize faculty in conducting outreach activities as part of the university’s third mission.

Originality/value

The findings from this study highlight the challenges and barriers for faculty, staff and HEIs in fulfilling the third mission and becoming an entrepreneurial university.

Details

Journal of Enterprising Communities: People and Places in the Global Economy, vol. 11 no. 03
Type: Research Article
ISSN: 1750-6204

Keywords

Article
Publication date: 14 March 2016

Kalle Artturi Piirainen, Allan Dahl Andersen and Per Dannemand Andersen

This paper aims to argue that innovation system foresight (ISF) can significantly contribute to the third mission of universities by creating an active dialogue between…

1341

Abstract

Purpose

This paper aims to argue that innovation system foresight (ISF) can significantly contribute to the third mission of universities by creating an active dialogue between universities, industry and society.

Design/methodology/approach

This paper’s approach is conceptual. The authors analyse the third mission and relevant literature on innovation systems and foresight to explain how and why foresight contributes to the third mission.

Findings

The authors propose that foresight contributes to the third mission of universities, particularly to the research and development and innovation dimensions through the development of joint understanding of the agendas and future needs of stakeholders. In addition, foresight enables education to be designed to address identified needs.

Research limitations/implications

The findings are both conceptual and exploratory in nature. Thus, the argument needs further examination through a broader study on foresight in the university–industry context and/or longitudinal research on the outcomes and impact of foresight in this context.

Practical implications

The findings highlight the importance of understanding the systemic nature of innovation and its role in economic development. Universities must understand their role within the larger innovation system to fulfil the potential of economic development and by extension, their third mission.

Originality/value

The paper outlines a novel approach of using ISF to promote university–industry partnerships and the growth of innovation systems. The paper also contributes to the discussion of the third mission by outlining that mission in practical terms.

Article
Publication date: 27 July 2010

Jen Nelles and Tim Vorley

Over the past 20 years public policy has sought to promote and formalise the socio‐economic role of universities under the auspices of the so called “third mission”. The purpose…

1526

Abstract

Purpose

Over the past 20 years public policy has sought to promote and formalise the socio‐economic role of universities under the auspices of the so called “third mission”. The purpose of this paper is to consider how the third mission relates to, and has the capacity to reinforce the core missions of teaching and research.

Design/methodology/approach

By highlighting the key limitations of contemporary debate the paper bridges the conceptual model/case‐study dichotomy that characterises the literature. The paper draws on an ongoing study of higher education institutions in the UK and Europe.

Findings

The paper contends that triangulating teaching, research, and third stream activities reinforces the respective dynamics of each component through their recursive and reciprocal development.

Research limitations/implications

The paper forms the foundations of a de novo research agenda to better understand the dynamics of the third mission as a central facet of the contemporary university.

Practical implications

The paper has implications for policy‐makers and institutional strategy alike – identifying an unparalleled opportunity for institutional development by linking teaching, research, and third stream activities.

Originality/value

By highlighting the importance that universities need to embody an “inherent idea” the paper contends the third mission presents the capacity for institutional development beyond the third mission.

Details

International Journal of Sociology and Social Policy, vol. 30 no. 7/8
Type: Research Article
ISSN: 0144-333X

Keywords

Article
Publication date: 7 June 2021

Judith Prantl, Susanne Freund and Elisabeth Kals

In recent decades, higher education institutes (HEIs) have come under pressure to cooperate with society as a whole. This shift towards an increased focus on third mission and…

Abstract

Purpose

In recent decades, higher education institutes (HEIs) have come under pressure to cooperate with society as a whole. This shift towards an increased focus on third mission and social innovation activities implies a substantial organizational change process for many HEIs, as they need to initiate both structural and cultural changes. This paper provides guidance for such change processes by examining the views and attitudes of academic and administrative staff, as well as students within the HEIs over a period in which the HEIs increase their focus on social innovation.

Design/methodology/approach

The study uses a longitudinal quantitative approach consisting of a survey of administrative and academic staff, as well as students at two German HEIs. The authors studied members’ attitudes towards third mission and social innovation activities (N = 3470).

Findings

Results suggest that the university members’ attitudes towards third mission and social innovation are positive but change to some extent over time. Different aspects shape the attitudes within the three groups (administrative staff, academic staff and students). Furthermore, attitudes vary among academic employees who are involved in the process and those who are not.

Practical implications

The findings provide useful information for university managers and anyone aiming to promote social innovation at HEIs.

Originality/value

The study examines how attitudes of university members change whenever social innovation takes place at HEIs. This study includes data on the participation and empowerment of all HEI members in view of the important role that HEIs can play as supporters of social innovation.

Details

Social Enterprise Journal, vol. 18 no. 1
Type: Research Article
ISSN: 1750-8614

Keywords

Article
Publication date: 8 September 2023

Antigoni Papadimitriou and Sarah Maria Schiffecker

This study aimed to find possible answers to whether U.S. universities are merely looking good or doing good regarding their third mission using elements of the triple bottom line…

Abstract

Purpose

This study aimed to find possible answers to whether U.S. universities are merely looking good or doing good regarding their third mission using elements of the triple bottom line (people, planet, prosperity) and the 2030 Agenda.

Design/methodology/approach

Qualitative exploratory empirical study based on an in-depth analysis of publicly available documents (i.e. mission statements and strategic planning) and information from the Impact Rankings 2020 edition (webpages). The study uses a multilevel analysis to capture the parameters “looking good” and “doing good.” The sample consists of 15 U.S. universities.

Findings

The findings demonstrate that universities are looking good in terms of their effort to support their third mission. Data show that all universities covered themes related to people and prosperity in their mission statements and strategic planning. However, when the authors dived into the managerial metrics, KPIs, benchmarks and other evidence to characterize them as doing good, the authors encountered some challenges in identifying evidence. The data suggest that universities most likely participated in the Impact Ranking act as “cherry pickers” and might participate in unproblematic goals for their organization.

Originality/value

The 3Ps and the 17 Sustainable Development Goals used in this study to examine the university public mission never used in other studies. The goal in this study was not to evaluate those universities in terms of looking good and doing good but rather to contribute to the gap in the literature and provide suggestions to university C-suite.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 2 May 2017

Claudia Urdari, Teodora Viorica Farcas and Adriana Tiron-Tudor

This paper aims to inquire about the types of measurements used by international university rankings and their connection to the higher education institutions’ (HEIs) third mission

Abstract

Purpose

This paper aims to inquire about the types of measurements used by international university rankings and their connection to the higher education institutions’ (HEIs) third mission activities, namely, the contribution to society.

Design/methodology/approach

The paper is based on a review of literature and content analysis of nine international rankings.

Findings

This empirical study corroborates that rankings focus on teaching and research activities but rarely measure the HEIs’ connection to practice.

Originality/value

As the measurements used by international university rankings are claimed to have a huge impact on the structuring of the academic environment, this paper shows that international rankings fail to measure the HEIs’ success in developing third mission activities.

Details

Sustainability Accounting, Management and Policy Journal, vol. 8 no. 2
Type: Research Article
ISSN: 2040-8021

Keywords

Article
Publication date: 2 January 2018

Chiara Rinaldi, Alessio Cavicchi, Francesca Spigarelli, Luigi Lacchè and Arthur Rubens

The paper analyses the emerging role of Social Sciences and Humanities (SSH) universities in contemporary society via third- and fourth-mission activities. In particular, the…

1591

Abstract

Purpose

The paper analyses the emerging role of Social Sciences and Humanities (SSH) universities in contemporary society via third- and fourth-mission activities. In particular, the paper investigates the potential contributions that SSH universities can offer in developing and enhancing capacities, supporting the changing conception of innovation coherently through a Smart Specialisation Strategy (S3) approach.

Design/methodology/approach

The case study presents multiple third- and fourth-mission activities carried out by the University of Macerata (Italy). The activities are framed according to the roles universities could have in supporting S3.

Findings

Within third- and fourth-mission activities, SSH universities can play different and broader roles (generative, absorptive, collaborative and leadership), which could support regions in designing and implementing S3.

Practical implications

The paper shows the important contributions that SSH universities can make in their regions, both to support S3 and enhance the transition to sustainable development.

Social implications

The article emphasises SSH universities’ multiple contributions to sustainable development and to innovation in the knowledge society/economy framework.

Originality/value

This case study captures SSH universities’ contributions to S3 and the wider innovation paradigm, by highlighting their transformational effect on regional economies.

Details

International Journal of Sustainability in Higher Education, vol. 19 no. 1
Type: Research Article
ISSN: 1467-6370

Keywords

Article
Publication date: 10 June 2021

Chiara Fantauzzi, Nathalie Colasanti, Gloria Fiorani and Rocco Frondizi

This study aims, first of all, to analyze the extent to which Italian higher education institutions declare their mission statements in their official documents; then, to examine…

Abstract

Purpose

This study aims, first of all, to analyze the extent to which Italian higher education institutions declare their mission statements in their official documents; then, to examine their content; and finally, to investigate whether mission statements include considerations on sustainability dimensions.

Design/methodology/approach

After a theoretical background on the new strategic approach adopted by higher education institutions and the related disclosure of their mission statements, the study deepens their sustainable perspective presenting the concepts of social engagement and knowledge transfer from a literary point of view. Then, a documentary analysis on the content of Italian universities’ official mission declarations will be conducted, to understand the role they play in society, by individuating their actual interest in sustainable dimensions.

Findings

Findings suggest that 36% of the 98 Italian universities state their engagement in societal issues, but only 3 of them mention sustainability targets in their mission declarations.

Research limitations/implications

The study is limited, exclusively based on what higher education institutions share and, in terms of future perspective, the aim can be to investigate further official documents, especially for what concerns sustainability reports.

Practical implications

Practical implications regard the denounce of weak attention paid by Italian universities to sustainability, with the aim to foster them to increase connections with the external world, aware of the centrality of their role within society.

Originality/value

In a context that is not yet completely investigated, the originality of the paper regards the intent to study the sustainable propensity that characterizes the Italian higher education system.

Details

International Journal of Sustainability in Higher Education, vol. 22 no. 5
Type: Research Article
ISSN: 1467-6370

Keywords

Article
Publication date: 11 April 2016

Giustina Secundo, John Dumay, Giovanni Schiuma and Giuseppina Passiante

– The purpose of this paper is to provide a new framework for managing intellectual capital (IC) inside a university considering the collective intelligence perspective.

2345

Abstract

Purpose

The purpose of this paper is to provide a new framework for managing intellectual capital (IC) inside a university considering the collective intelligence perspective.

Design/methodology/approach

The research method uses the fourth stage of IC research and adopts the collective intelligence approach. The underlying assumption behind the framework is to consider the university as a collective intelligence system in which the tangible and intellectual assets are coordinated towards the achievement of strategic goals.

Findings

The conceptual framework for IC management harnesses the power of IC, collectively created by the engagement of multiple stakeholders inside the university network. The main components are the final goal of a university (what); the collective human capital to achieve the goal (who); the processes activated inside the university (how); and finally the motivations behind the achievement of the goal (why).

Research limitations/implications

The research is exploratory and the framework offers opportunities for refinement. Future research is needed to verify the application of the framework to other organisations in the public sector intended as collective intelligence systems. A new perspective for managing IC in universities adopting the collective intelligence approach is developed. Contribution to the fourth stage (ecosystem) of IC research is highlighted, expanding the concept of IC value creation beyond the university into wider society.

Practical implications

The framework can be used to manage IC strategically in all the systems interpreted as collective intelligence systems in which the role of IC creation from multiple actors is relevant. This makes possible the understanding of how IC helps create value for the society and the region in which the university operates.

Originality/value

The originality of the paper is in bringing together issues usually dealt within the literature in separate domains, such as IC management and collective intelligence perspective. The concept of collective intelligence remains an unexplored field in relation to IC management in the public sector. The collective intelligence approach provides a novel contribution to managing IC and is intended to inspire future research.

Details

Journal of Intellectual Capital, vol. 17 no. 2
Type: Research Article
ISSN: 1469-1930

Keywords

1 – 10 of over 33000