**7. Conclusions and future research lines**

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 stakeholder's needs.

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 that make strategic decisions within the university.

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 decision.

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 for organizations and for society.

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

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 organization and reflection concerns.

Thus, the only way for USR to increase the university values is to be integrated into the strategic management of universities as a formal process. The university decision makers must establish a mission, objectives and specific strategic actions to respond to stakeholder's needs and expectations and coordinate all process by using the strategic plan as management tool. Once they create this plan, they should execute it and evaluate if university work truly accomplishes the stakeholder requirements. Consequently, university social responsibility should be placed as a philosophy to develop the strategic plan, and authorities should imple‐ ment strategies anticipating stakeholder's expectation.

Therefore, the complexity of this issue deserves more analysis in its different aspects, such as current demands of university stakeholders and how universities meet the expectations; what is the situation of USR into the university strategic management in other Spanish and European universities; and knowing from university decision makers whether they are really interested in implementing USR initiatives and monitoring these activities. These issues have to be considered by all people interested in university performance and development in future research lines.
