**1. Introduction**

Since the last two decades, socially responsible entrepreneurial universities have started playing a crucial role in economic and regional developments through the collaborations and partnerships they established with their internal and external stakeholders. Particularly, socially responsible entrepreneurial universities, which adopt a stakeholder approach within the scope of the university-industry collaboration (UIC) ecosystem, coordinate their internal structures, and try to increase their cooperation with their stakeholders.

In the digital era we live in, it is argued that there are ecosystems where different insights, models, and approaches in the administrative sense are adopted and applied very quickly, conventional and contemporary channels are used together, and thus change and transformation takes place in many areas.

In recent years, universities have started playing important economic roles through their collaborations with their stakeholders. In general, universities mainly benefit from the development of the societies that exist in social and cultural areas. While adopting the stakeholder approach within the scope of the University-Industry Collaboration (UIC), they coordinate their internal structures and increase their cooperation with their stakeholders [1]. It can be stated that the institutions, which are evaluated as research universities, have a leadership role in the fields of R&D, innovation, and scientific research in the national sense, and they are also represented in scientific activities with their international partners in the global sense. It is denoted that distinguished scientists working in research-oriented universities that have their autonomous structure have significant contributions in maintaining targeted achievements in a country's higher education system and affect the increase in institutional prestige and resources [2].

It can be asserted that beside universities, industry and business stakeholders have a significant impact on the processes of change and transformation. In recent years, the most controversial management innovations have been the emergence of organizations such as Start-up and Spin-off, which are characterized as "sprout enterprises" and derived from large-scale companies (through young entrepreneurs) or universities (through entrepreneur academics). At first glance, such innovative approaches have enabled areas that seem opposite, such as the public sector, university, industry, and the business stakeholders to take a more convergent position and pursue various ways of collaboration [3]. In addition, several borderline interactions, including joint research or consultancy projects, have interlinked an enterprise and a university [4]. In this framework, the academic entrepreneurship can be considered as a training area and pioneer of Spin-off activity. The academics, who have seen themselves separate from the business stakeholders before, have so far been perfectly aware of the fact that the managers at the head of research groups are also acknowledged as business entrepreneurs. They see themselves as having the necessary organizational and leadership skills that are adequate to arrange small and even medium-sized businesses [5].

An entrepreneurial university model has emerged to generate socio-economic value in synergy with institutions and industries that open the boundaries of the university to the community of external actors and stakeholders [6]. Entrepreneurial universities aim to increase the wealth and prosperity of their societies by promoting a culture of innovation and competitiveness [7]. There is a symbiotic/complementary relationship between entrepreneurial universities and their regions. Policymakers consider the regional economic effects of universities. Particular attention has been paid to the increasing students' "externships" through industrial participation by the faculty and students, Spin-off company establishment, and "non-traditional" university policy and outreach services [8]. Entrepreneurial universities can foster frugal innovation by providing the necessary skills, supporting entrepreneurship and innovation initiatives, and conducting applied research to meet societal necessities [9].

So far, social entrepreneurship has emerged and spread in many countries, abruptly. Social entrepreneurship is the process of applying business and entrepreneurship principles to social problems. Social initiatives are those that are dedicated to solving social matters. The reason for their existence is not to maximize the

#### *The Impact of the Strategic Interests and Communicative Actions between the Socially… DOI: http://dx.doi.org/10.5772/intechopen.94343*

direct returns to shareholders, rather create a positive social impact [10]. Likewise, social enterprises are private organizations that adopt business strategies to achieve socially focused goals [11]. Various interface units such as technology development zones, research centers, and technology transfer offices that are associated with the entrepreneurial universities have also been reconstructed in public universities which have less emphasis on research. Thus, these interface units started to expand the scope of their duties by promoting the first stages of the R&D process with commercial potential and focused on obtaining commercially available findings in the next stages [12]. Yet, both university administration and individuals have become a necessity for the UIC interactions, a top-down and bottom-up approach ought to be used together. In the case of a university has a desire to expand the UIC activities, it is recommended that the university administration should establish long-term strategies and follow a holistic strategy approach [13].

The public sector and universities can evaluate new scenarios of successful collaboration with companies in their research assignments. For instance, companies and organizations originating from the cooperation of the three parties actively participate in science and technology parks [14]. It is worth noting that public policies have the potential to increase innovation efficiency developed in science and technology parks by suggesting or encouraging companies to adopt corporate social responsibility (CSR) practices in their strategies [15]. In this context, the CSR is primarily concerned with achieving results from organizational decisions on specific topics and issues that have beneficial effects rather than negative impacts on relevant corporate stakeholders (according to some normative standards) [16]. The social responsibility of the enterprise covers the economic, legal, ethical, and philanthropic expectations that society has from institutions at a certain time [17].

The theoretical framework of this study has been associated with the use of multimedia opportunities used in communicative actions, the collaboration between stakeholders, and the effect of interfaces on interactions between university and industry. "Communication Theory of Action," "Stakeholder Approach and the CSR nexus" and "Triple Helix" approach have significant effects on the formation of collaborations and interactions. The originality of this study is that the Technology Development Zone (TDZ), which is one of the interface structures in the UIC ecosystem and collaboration process. In essence, it highlights the importance of socially responsible entrepreneur universities. The TDZs, which contribute more and more to the innovation and entrepreneurship ecosystem, lead a crucial role that enhances both economic and social life within the scope of national and international projects. Communication and actions of companies actively working in the TDZs were examined by using a case study related to the CSR. The relationships between stakeholders, companies, and the UIC interfaces were analyzed by taking into account the CSR actions and stakeholder theory.
