This paper reports in part on a major study, carried out in 2013, in which data were collected from university senior executives and academics in the five university business schools in the North East of England: it focuses on the quantitative findings produced. Whilst prima facie evidence would suggest that universities are strategically embedding and integrating third stream strategies alongside first and second stream activities, a critical analysis of the research data revealed that this was clearly not the case. Empirical evidence from the research indicates that there are strategic failings in universities. This research contributes to the existing literature which highlights the academic pressures in embedding the third stream in higher education institutions.
Al-DajaniH.DedoussisE.WatsonE.TzokasN. (2014), ‘Graduate entrepreneurship incubation environments: A framework of key success factors’, Industry and Higher Education, Vol 28, No 3, pp 201–213.
3.
ArcherL. (2008), ‘The new neoliberal subjects? Young/er academics' constructions of professional identity’, Journal of Education Policy, Vol 23, No 3, pp 265–285.
4.
BabbittB.NystromC.O. (1989), ‘Questionnaire construction manual annex: Questionnaires – literature survey and bibliography’, Research Product 89–21, US Army Research Institute, Alexandria, VA.
5.
BrennerN.PeckJ.TheodoreN.I.K. (2010), ‘Variegated neoliberalization: Geographies, modalities, pathways’, Global Networks, Vol 10, No 2, pp 182–222.
6.
BubelaT.M.CaulfieldT. (2010), ‘Role and reality: Technology transfer at Canadian universities’, Trends in Biotechnology, Vol 28, No 9, pp 447–451.
CableV.WillettsD. (2010), ‘Higher education funding for 2011–12 and beyond’, HEFCE, Bristol.
9.
CattsR.ChamingsD. (2006), ‘Recognising current competencies of volunteers in emergency service organisations’, Journal of Workplace Learning, Vol 18, No 7, pp 451–463.
10.
ClarkB. (1998), Creating Entrepreneurial Universities: Organisational Pathways of Transformation, International Association of Universities and Elsevier Science, Oxford.
11.
CohenL.ManionL.MorrisonK. (2007), Research Methods in Education, Taylor and Francis, London.
12.
CohenM.MarchJ. (1974), Leadership and Ambiguity: The American College President, McGraw-Hill, New York.
13.
CoyleP. (2014), ‘How entrepreneurial leadership can engage university staff in the development of an entrepreneurial culture’, Industry and Higher Education, Vol 28, No 4, pp 263–269.
14.
DeemR.BrehonyK. (2006), ‘Management as ideology: The case of “new managerialism” in higher education’, Oxford Review of Education, Vol 13, No 2, pp 213–231.
EtzkowitzH. (2014), ‘The entrepreneurial university wave: From ivory tower to global economic engine’, Industry and Higher Education, Vol 28, No 4 pp 223–232.
FergusonM. (2014), ‘Knowledge exchange between universities and the creative industries in the UK: A case study of current practice’, Industry and Higher Education, Vol 28, No 3, pp 177–183.
23.
FindlowS. (2012), ‘Higher education change and professional-academic identity in newly “academic” disciplines: The case of nurse education’, Higher Education, Vol 63, No 1, pp 117–133.
24.
FiniR.LaceteraN.ShaneS. (2010), ‘Inside or outside the IP system? Business creation in academia’, Research Policy, Vol 39, No 8, pp 1060–1069.
25.
FumasoliT.LeporiB. (2011), ‘Patterns of strategies in Swiss higher education institutions’, Higher Education, Vol 61, No 2, pp 157–178.
26.
GoodwillR.J. (2012), ‘Engaging staff communities in a knowledge transfer strategy: A case study at the University of Melbourne’, Journal of Higher Education Policy and Management, Vol 34, No 3, pp 285–294.
27.
HarmanG. (2010), ‘Australian university research commercialisation: Perceptions of technology transfer specialists and science and technology academics’, Journal of Higher Education Policy and Management, Vol 32, No 1, pp 69–83.
28.
HellstromT.JacobM.Wigren-KristofersonC. (2013), ‘Organizing for the Third Mission’, Industry and Higher Education, Vol 27, No 3, pp 193–204.
29.
HenkelM. (2005), ‘Academic identity and autonomy in a changing policy environment’, Higher Education, Vol 49, No 1, pp 155–176.
30.
HoffP.S. (2009), ‘Hutchins's University of Utopia: Institutional independence, academic freedom and radical restructuring’, Innovative Higher Education, Vol 34, No 4, pp 203–217.
31.
HughesT.BenceD.GrisoniL.O'ReganN.WornhamD. (2011), ‘Scholarship that matters: Academic–practitioner engagement in business and management’, Academy of Management Learning and Education, Vol 10, No 1, pp 40–57.
32.
ILO (1975), ‘Le rôle des universités dans I’éducation ouvrière’, Proceedings of 1973 Colloquium, International Labour Organisation, Geneva, http://staging.ilo.org/public/libdoc/ilo/1975/75B09_914.pdf (in French, accessed 09 March 2016).
33.
JacksonR. (1999), ‘The universities, government and society’, in SmithD.LangslowA.K., eds, The Idea of a University, Jessica Kingsley, London.
34.
JansenS.van de ZandeT.BrinkkemperS.StamE.VarmaV. (2015), ‘How education, stimulation and incubation encourage student entrepreneurship: Observations from MIT, IIIT and Utrecht University’, International Journal of Management Education, Vol 13, No 1, pp 170–181.
35.
JongbloedB.EndresJ.SalernoC. (2008), ‘Higher education and its communities: Interconnections, interdependencies and a research agenda’, Journal of Higher Education, Vol 56, No 3, pp 303–324.
36.
KillenC.P. (2013), ‘Evaluation of project interdependency visualizations through decision scenario experimentation’, International Journal of Project Management, Vol 31, No 6, pp 804–816.
37.
KoganM.BauerM.BleiklieI.HenkelM. (2006), ‘Change and continuity: Some conclusions’, in KoganM.BauerM.BleiklieI.HenkelM., eds, Transforming Higher Education, Springer, Dordrecht, pp 173–177.
38.
KothariS.HandscombeR.D. (2007), ‘Sweep or seep? Structure, culture, enterprise and universities’, Management Decision, Vol 45, No 1, pp 43–61.
39.
LandauD.DroriI.TerjesenS. (2014), ‘Multiple legitimacy narratives and planned organizational change’, Human Relations, Vol 67, No 11, pp 1321–1345.
40.
SmithLawton H.WatersR. (2015), ‘Regional synergies in Triple Helix regions’, Industry and Higher Education, Vol 29, No 1, pp 25–35.
41.
Li-HuaR.WilsonJ.AouadG.XiangL. (2011), ‘Strategic aspects of innovation and internationalization in higher education: The Salford PMI2 experience’, Journal of Chinese Entrepreneurship, Vol 3, No 1, pp 8–23.
42.
LockettA.WrightM.WildA. (2015), ‘The institutionalization of third stream activities in UK higher education: The role of discourse and metrics’, British Journal of Management, Vol 26, No 1, pp 78–92.
43.
LuiC.W.WarburtonK.J.BartlettH. (2009), ‘Doing good and feeling good: The experiences of older volunteers in a university research registry’, Journal of Educational Gerontology, Vol 35, No 6, pp 553–569.
44.
MarkeeN. (1997), Managing Curricular Innovation, Cambridge University Press, Cambridge.
45.
MarkuerkiagaL.ErrastiN.IgartuaJ.I. (2014), ‘Success factors for managing an entrepreneurial university’, Industry and Higher Education, Vol 28, No 4, pp 233–244.
MertonR.K. (1973), The Sociology of Science, University of Chicago Press, Chicago, IL.
49.
MoenR.DoyleK.O. (2011), ‘Measures of academic motivation: A conceptual review’, Journal of Research in Higher Education, Vol 8, No 1, pp 1–23.
50.
Molas-GallartJ.Castro-MartinezE. (2007), ‘Ambiguity and conflict in the development of “Third Mission” indicators’, Journal of Research Evaluation, Vol 16, No 4, pp 321–330.
51.
Molas-GallartJ.SalterA.PatelP.ScottA.DuranX. (2002), ‘Measuring third stream activities’, Final Report to the Russell Group of Universities, SPRU, University of Sussex, Brighton.
52.
MugendaO.M.MugendaA.G. (2003), Research Methods: Quantitative and Qualitative Approaches, African Centre for Technology Studies, ACTS Press, Nairobi.
53.
MurdockA.ShariffR.WildingK. (2013), ‘Knowledge exchange between academia and the third sector’, Evidence and Policy: A Journal of Research, Debate and Practice, Vol 9, No 3, pp 419–430.
54.
NedevaM. (2008), ‘New tricks and old dogs? The “third mission”and the reproduction of the university’, The World Yearbook of Education, Routledge, London, pp 85–105.
55.
NellesJ.VorleyT. (2010), ‘From policy to practice: Engaging and embedding the Third Mission in contemporary universities’, International Journal of Sociology and Social Policy, Vol 30, No 7, pp 341–353.
56.
OECD (2008), Review of Higher Education Institutes in Regional Development, OECD, Paris.
ParkerL.D. (2013), ‘Contemporary university strategising: The financial imperative’, Financial Accountability and Management, Vol 29, No 1, pp 1–25.
59.
PenalunaK.PenalunaA.JonesC.MatleyH. (2014), ‘When did you last predict a good idea? Exploring the case of assessing creativity through learning outcomes’, Industry and Higher Education, Vol 28, No 6, pp 399–410.
60.
PerkinsJ.F.TierneyW.G. (2014), ‘The Bayh–Dole Act, technology transfer and the public interest’, Industry and Higher Education, Vol 28, No 2, pp 143–151.
61.
PerkmannM.WalshK. (2007), ‘University–industry relationships and open innovation: Towards a research agenda’, International Journal of Management Reviews, Vol 9, pp 259–280.
62.
PhilpottK.DooleyL.O'ReillyC.LuptonG. (2011), ‘The entrepreneurial university: Examining the underlying academic tensions’, Technovation, Vol 31, No 4, pp 161–170.
63.
Ramos-VielbaI.Fernández-EsquinasM.Espinosa-de-los-MonterosE. (2010), ‘Measuring university–industry collaboration in a regional innovation system’, Scientometrics, Vol 84, No 3, pp 649–667.
64.
RatinhoT.HenriquesE. (2010), ‘The role of science parks and business incubators in converging countries: Evidence from Portugal’, Technovation, Vol 30, No 4, pp 278–290.
65.
ReinoA.JaaksonK. (2014), ‘Value conflicts embedded in service-oriented academic professions’, Industry and Higher Education, Vol 27, No 1, pp 15–25.
66.
ScottP. (1997), ‘The changing role of the university in the production of knowledge’, Tertiary Education and Management, Vol 3, No 1, pp 5–14.
67.
SecundoG.EliaG. (2014), ‘A performance measurement system for academic entrepreneurship: A case study’, Measuring Business Excellence, Vol 18, No 3, pp 23–27.
68.
ShoreC. (2012), ‘How commercialisation is redefining the mission and meaning of the university: A reply to Steve Hoffman’, Social Anthropology, Vol 19, No 4, pp 495–499.
69.
ShoreC.McLauchlanL. (2012), ‘“Third Mission” activities, commercialisation and academic entrepreneurs’, Social Anthropology, Vol 20, No 3, pp 267–286.
70.
SmallM.W.MinkesL. (2010), ‘On the nature of learning communities: A study of four organisations’, Journal of Management Development, Vol 29, No 9, pp 783–794.
71.
TennerE. (1997), Why Things Bite Back, Basic Books, London.
72.
VialeR.EtzkowitzH. (2010), The Capitalization of Knowledge: A Triple Helix of University–Industry–Government, Edward Elgar Publishing, Cheltenham.
73.
WatsonD.HallL. (2015) ‘Addressing the elephant in the room: Are universities committed to the Third Stream agenda’, International Journal of Academic Research in Management, Vol 4, No 2, pp 48–76.
74.
WhitchurchC. (2009), ‘The rise of the blended professional in higher education: A comparison between the United Kingdom, Australia and the United States’, Higher Education, Vol 58, No 3, pp 407–418.
75.
WilliamsG. (1996), ‘The many faces of privatisation’, Higher Education Management, Vol 8, No 3, pp 39–57.
WoollardD. (2010), ‘Towards a theory of university entrepreneurship: Developing a theoretical model’, Industry and Higher Education, Vol 24, No 6, pp 413–427.
