Abstract:

The role of universities in contemporary society has significantly expanded beyond the traditional missions of teaching and research. In the context of the knowledge society, where the ability of universities to engage meaningfully with societal challenges is both expected and essential, institutions are increasingly called upon to contribute to economic development and the resolution of wicked problems through what has been termed the “Third Mission.” However, despite its widespread use in academic literature and policy discourse, the concept remains vague, lacking clear boundaries, consistent terminology, and consensus on its meaning. This ambiguity has turned the Third Mission into an all-encompassing label for a wide variety of activities with diverse goals and actors. Activities that, despite being grouped under the same umbrella, diverge sharply in nature, such as knowledge commercialization, policy advising, and community engagement.

While these blurred boundaries allow for innovative models of interaction, they also create strategic blind spots for higher education managers. Without a structured understanding of the Third Mission’s operational dimensions, institutional leaders struggle to formulate coherent strategies, allocate resources effectively, and ensure the quality and impact of these initiatives.

This paper addresses this gap by proposing a strategic map to support decision-making in the management of university-society relations. Drawing on a scoping review of the literature, 180 distinct Third Mission activities were identified and analyzed. These were grouped into broader thematic clusters and organized into a visual tool that presents the activities according to their primary objectives: Commercial & Entrepreneurial Stimuli, Regional Development, and Social & Cultural Promotion.

Rather than offering a rigid classification, the proposed map serves as a decision-support tool, enabling university leaders to visualize the extent of Third Mission activities and assess their alignment with institutional goals and societal needs.

This work contributes to the field of educational management by operationalizing the Third Mission in a way that enhances its strategic visibility. By clearing the fog and offering a map, higher education managers are no longer left to navigate blindly through a landscape of vague expectations and fragmented initiatives. Instead, they are equipped to chart a deliberate course, guided by intentional, reflective, and evidence-based strategies to strengthen the university’s relationship with society.

Keywords:

Third Mission, Higher Education, Educational Management, Decision-making tool.