Introduction. Patterns of the public mission in colleges and universities -- Chapter 1. Recharging higher education’s social responsibility via anchor institutions as knowledge hubs of opportunity -- Chapter 2. Public-Private Partnerships: Community Engagement through Economic Redevelopment -- Chapter 3. From Northwood Plaza to Northwood Commons: Morgan State University’s Role in Community, Economic, and Business Development -- Chapter 4. University engagement and methodological concerns and challenges for developing Community Based Participation Collaborative Research -- Chapter 5. Cultivating a culture of faculty belonging: Exploring identity, congruence, and job choice theory at research universities -- Chapter 6. Vision Network: A community college’s process to plan and engage community -- Chapter 7. Higher Education and the Commitment to its Public Mission: The Case of Extension Projects in a Brazilian University -- Chapter 8. Conceptualization of the university’s third mission in Panama -- Chapter 9. A Multi-dimensional transparency tool for Community Engagement: TEFCE pilot at the University of Twente, the Netherlands -- Chapter 10. Community engagement in Italian higher education: University of Verona case study -- Chapter 11. Is Being Socially Responsible Always Responsible? Contextualizing University Social Responsibility: An Ethiopian Perspective -- Chapter 12. The Entrepreneurial State and the Public Mission of Higher Education Reinvented: Examining Knowledge Transfer Policies of Hong Kong’s Universities and Impact of the Academic Profession -- Chapter 13. Conclusions and Recommendations for Future Research in University’s Public Mission. .

This book covers initiatives related to higher education’s public mission such as university-community engagement, knowledge transfer, economic development, and social responsibility, using empirical and conceptual cases in the US, South America, Europe, Africa, and Asia. In order to develop a better understanding of public mission initiatives in higher education across the globe, the volume editors developed a theoretical framework emerging from organizational theory. Each chapter analysis uses both external environmental elements (political, economic, sociocultural, and technological), as well as internal institutional elements (mission, vision, leadership, and governance). Finally, each chapter highlights issues related to implementation and challenges with the intent of prompting readers to consider appropriate ways in which to adopt some of the lessons learned by the contributing authors.Chapter 10 is available open access under a Creative Commons Attribution 4.0 International License via link.springer.com.m.