**Author details**

Therefore, it is necessary to identify how this perception could be included in the strategic plan, which includes mainly the integration of USR as philosophy of planning strategic actions (**Figure 2**). University strategic management should be oriented to evaluate the ful‐ filment of the needs and expectations of the stakeholders tracing the course of the univer‐

Thus, university strategic management will succeed if managers are able to respond to stake‐ holder's needs and create welfare and if they are capable of gaining trust and generating

The aim of this chapter is the formal inclusion of the university social responsibility into stra‐ tegic management, presenting an innovative conception of formulating strategies based on

University potential comes from the perception of its labor on educating future professionals, but higher education institutions have much more impact beyond that. This study highlights the potential of universities throw USR, by giving more attention to the academic authorities

Their strategic decisions affect to multiple stakeholders into organizational, educative, social and cognitive scopes, and the importance of this issue also comes from the perception that universities are a good opportunity to generate society welfare; on the basis that university strategic management is constantly in a decision‐making process. One important sugges‐ tion of this chapter is to include the university social responsibility as an inherent part of this decision‐making, considering every impact that university could cause from its strategic

Several contributions from corporate responsibility have been taken to explain the imple‐ mentation of social responsibility into universities, such as "the creation of shared value" [9], where companies look forward the integration of social needs into daily work, creating value

Also as special contribution of this chapter we based on strategic management process: design, implementation, evaluation and control [47, 48]. In this process, it is proposed to establish an orientation of the mission, objectives and specific strategic aimed at achieving university

In the same line, USR in the content analysis we made meets the conditions of Burke and Logsdon [12]: centrality, specificity, proactivity, voluntarism and visibility, suggesting that there is not too much difference between the CSR implementation and USR implementation in the practice. The work of Burke and Logsdon plays a relevant role in the identification of strategic USR practices. Moreover, the content analysis shed light on the identification of four strategic sections for implementing socially responsible actions: teaching, researching

sity, which must be based on the USR.

210 Corporate Governance and Strategic Decision Making

stakeholder's needs.

decision.

for organizations and for society.

organization and reflection concerns.

cooperation between all university stakeholders.

**7. Conclusions and future research lines**

that make strategic decisions within the university.

goals and evaluate if the social mission of university is fulfilled.

Elva L. Ramos‐Monge1 \*, Xavier Llinàs Audet1 and Jesús Barrena‐Martínez2

\*Address all correspondence to: elvaramos27@gmail.com

1 UNESCO Chair of Higher Education Management, Polytechnic University of Catalonia, Barcelona, Spain

2 Department of Business Organization, Faculty of Economics and Business, University of Cadiz, Cadiz, Spain
