Rethinking the Third Mission: Organizing dissonance in transformative universities
提出一个概念框架，将价值冲突置于分析核心，解释大学第三使命如何通过组织不协调而非消除它来推动变革，对政策制定和影响评估有启示。
Universities increasingly engage in sustainability transitions through Third Mission (TM) activities that confront “wicked” problems and conflicting value systems. In this paper, we develop a conceptual framework that explains how TM contributes to transformative change by placing value collisions at its analytical core. Drawing on Convention Theory, we distinguish two knowledge processes: equivalence-oriented processes that seek efficiency and alignment, and dissonance-oriented processes that deliberately engage divergent values. Crucially, we conceptualize dissonance not as a barrier but as a generative driver of transformation, making its organization a core task of transformative TM. Using this perspective, we assess which organizational forms and governance arrangements enable transformation by sustaining dissonance, identifying heterarchy and an intermediate space between academia and society as central. This delineation sets transformative universities apart from other models and yields far-reaching implications for TM-related policy mixes and impact assessment.