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The institution of the university has played a significant role in the economic, social, political, and cultural developments of society throughout history, which has resulted in presenting different but also contradictory views on university missions. After the middle of the twentieth century, some economic developments, especially technological ones, have led to the maximum domination of economic discourse over university missions and, consequently, the marginalization of other aspects of university missions, which constitute a significant part of the contribution of universities in society. In this regard, this study aimed to identify the missions of universities based on a comprehensive understanding of the contribution of universities in society. This study uses a systematic qualitative review strategy for collecting and investigating the data and a metasynthesis method to analyze and synthesize the findings. The data included 130 valid studies related to university missions. The research findings indicated 18 important university missions, 11 of which are considered transeconomic missions, including social, political, and cultural ones. Among the implications of this research are: the necessity of redefining higher education policy frameworks based on a more comprehensive understanding of the missions of universities and a warning about policy frameworks based on the exclusive authorization for their role in the knowledge-based economy.

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.

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

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.

Although ample literature and cases about universities’ third 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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

The purpose of this paper is to investigate the mission statements from 30 leading Brazilian universities, evaluating the statements based on a sustainable model that involves an environmental management system, public participation and social responsibility, and sustainable education and research.

Content analysis was conducted on the mission statements. The points used were based on the campus sustainability model of Alshuwaikhat and Abubakar. After grading, the Pearson correlation was verified for indicator and ranking points.

The authors find few universities with clear sustainability aspects in their mission statements; just 10 percent of institutions achieve five points out of a maximum of nine points.

This study analyses only mission statements, which do not provide substantiated real sustainable action as much as reporting does.

Higher education managers should review the universities’ mission statements in terms of a sustainability overview and improve the statements.

The authors criticize the real mission stated by leading Brazilian universities and their true role in society.

Studies frequently focus on reporting and this work instead focusses on mission statements, which are important for guiding reporting and acting as a strategic tool. The results highlight aspects that have only been rarely addressed by Brazilian universities.

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.

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 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.

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 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.

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.

A mission statement is the central axis of any organization and the cornerstone of its strategic planning. Universities have implemented this tool to define, among other things, its identity; however, the legal nature and functions of the mission statement have not been determined. In this article, the authors analyze the differences in the university mission statements of public and private higher education institutions in relation to the mission functions proposed by the 1992 legislation on higher education in Colombia – Law 30 – involving teaching, research, extension and social projection and internationalization.

Through content analysis, the authors analyze the mission statements of two groups of institutions that make up the totality of universities in Colombia – 32 public and 53 private universities. The analysis is conducted along the four dimensions defined by the law as comprising the higher education mission, i.e. teaching, research, extension and social projection, and internationalization, due to its importance in the high-quality institutional accreditation process.

Based on the differences identified in the mission statements, the authors establish the university functions and determine how they give back to society in their legal capacity as public or private institutions.

This research scenario is appropriate for answering research questions related to whether there are differences in the strategies of Colombian public and private universities based on their mission statements. Although the Colombian higher education system includes various types of tertiary institutions, only universities are included in the study.

Research has shown that regardless of their legal nature, based on their mission statements, Colombian universities are mainly geared towards teaching. However, when comparing additional dimensions, private universities are less involved in research processes and more focused on activities related to social impact than are public universities. Additionally, private universities are more engaged in internationalization than are public institutions, with mission statements focused on both national and international accreditation processes.

The results of this research are intended to help society comprehend the differences between public and private universities in Colombia based on mission statements, which can contribute to understanding, among other factors, the academic programs offered by universities and how they should guide their activities.

This is the first such study in Colombia, a country that provides higher education through public and private institutions in very similar proportions, that analyses the differences in university mission statements and whose findings contribute to understanding whether universities are strategically oriented towards their own established policies or to contributing to the development of new public policies aimed at supporting the country's development process.

Mission statements are perceived as effective strategic tools and foundations of an organization's objectives, driving the development of strategic plans to meet the established goals. A vast number of studies have investigated mission statements in industry; however, little is known on how mission statements affect institutes in the higher education sector. Every university is intrinsically different, with its own mission and goals. This study aims to explore how mission statements make the difference among universities, by understanding the values delivered by the mission statements.

This study attempts to understand the core values of universities through a content analysis of the mission statements of the top 250 universities worldwide.

The results show four core dimensions in university mission statements, namely, “Education Philosophies”, “Strategic Orientation”, “Social Responsibility” and “Values to Stakeholders”, while the most common core values are “Research”, “Educate” and “Student”.

Mission statements offer insightful venues for the analysis of the strategic directions of universities. The results show that top universities present their core values through their mission statements. Some mission statements are more service-oriented (towards students) and some are more social-oriented (towards society and stakeholders). These mission statements are communicated to various stakeholders. “Education philosophies” are communicated to educators and students, “Social responsibility” is to the society, “Values to the stakeholders” are towards the different parties involved in the education system and the last one “Strategic orientation” is for the strategy setting.

This paper proposes a new methodology of mission statement studies, covering not only studies on mission statements but also the internationalization strategies of universities, which attract attention from academics and education researchers.

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.

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.

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

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.

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.

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.