Author(s)

Chengqi Shi, Lingyun Zhou

Department of Economics and Management, Shaanxi University of Science and Technology, Xi’an, China.

The digital economy has fundamentally changed the traditional way of economic development and industrial patterns. It provides a powerful impetus for sustained and healthy economic and social development. As the digital economy turns to the stage of deepening application, standardized development, and universal sharing. It is necessary to accelerate the transformation and industrialization of scientific and technological achievements, promote the integration of industry-university-research (IUR) and application, and support leading enterprises to integrate the strengths of scientific research institutes colleges, and colleges and universities. At present, China has practiced a lot of collaborative innovation among industries, universities, and research institutes and has achieved certain successes. However, at the present stage, collaborative innovations have problems such as insufficient cooperation and short-term behaviors. Promoting deep integration of industry-university-research is the key to overcoming the difficulties and promoting the high-quality development of the economy. Therefore, this study first investigated the literature and theories in the fields of the digital economy and industry-university-research technological chains (IURC), then proposed a multi-dimensional indicator system to measure the current collaborative innovation situation in IURC under the perspective of the digital economy, and finally, studied the performance enhancement paths of the industry-university-research collaborative innovation (IURI) through the fuzzy set qualitative comparative analysis (fsQCA) method.

Digital Economy, Industry-University-Research Technology Chains, Collaborative Innovation, fsQCA

Shi, C. and Zhou, L. (2024) The Paths to Enhance the Collaborative Innovation Performance of Industry-University-Research Technological Chains: A Perspective from the Digital Economy. Open Journal of Business and Management, 12, 3463-3484. doi: 10.4236/ojbm.2024.125173.