The academic profession traditionally consists of three roles: teaching, research and service. The service role includes not only university–industry and university–society relationships, but also academic professionals' obligations to their internal stakeholders, such as administrators and colleagues. This paper argues that the paradigm shift in universities in favour of the service role has generated several value conflicts for academic employees. Using a case study methodology, focus group interviews with academic employees of a public university in Estonia revealed numerous value conflicts regarding the service role. It is argued that such conflicts cause job stress and dissatisfaction and impede necessary changes being made by the organization. The authors discuss possible strategies for coping with these value conflicts.
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