The Management Mechanism of Jiangsu's "Double-High Synergy Innovation" under the Triple Helix Theory: Dynamics, Operation, and Constraints

Abstract

To overcome institutional barriers in industry-university-research collaboration, Jiangsu Province has launched a major reform initiative that promotes collaborative innovation between high-tech zones and higher education institutions (referred to as "Double-High Synergy Innovation"). Drawing on the Triple Helix theory, this paper develops an analytical framework encompassing dynamic, operational, and constraint mechanisms to systematically analyze the interactive logic among universities, industries, and government within this policy context. The findings indicate that the "Double-High Synergy Innovation" initiative generates multiple driving forces through development needs, policy incentives, resource sharing, and mutual benefits. It fosters deep interaction via "hybrid organizations" and "role-playing," which are manifested in organizational coordination, platform co-construction, project-driven collaboration, and talent mobility. Furthermore, institutional friction is mitigated through a constraint system composed of clarified responsibilities, process supervision, and performance evaluation. This institutional design and innovative practice not only highlight the Chinese characteristics of the Triple Helix model in a strong-government context-where the government functions as both "architect" and "initial driver"-but also enrich the empirical foundation of Triple Helix theory through the model of "organized research + organized transformation," offering valuable insights for understanding and optimizing regional innovation ecosystems.