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<p>The digital transformation era has fundamentally reshaped the landscape of University-Industry Collaboration (UIC), necessitating innovative approaches to talent cultivation and collaborative mechanisms. While extant literature has explored various aspects of industry-education partnerships, the dynamic mechanisms, power relations, and synergistic effects of enterprise participation under digital transformation remain theoretically underexplored. Drawing upon symbiosis theory and critical political economy perspectives, this study develops a novel three-dimensional analytical framework encompassing symbiotic units, environment, and relationships to systematically investigate this phenomenon. Through 197 in-depth semi-structured interviews with 38 enterprises (115 interviews) and 28 partner universities (82 interviews) from January to May 2024, our findings reveal a dual-driven mechanism: internal driving forces emanating from enterprises’ innovation imperatives and interest alignment needs, and external driving forces stemming from institutional environment evolution and technological iteration. However, we critically demonstrate that these driving forces are not neutral facilitators but embed specific power logics and structural risks—including policy dependency, platform monopoly, and academic autonomy erosion. The study further identifies three dimensions of synergistic effects: resource synergy manifested in digital infrastructure sharing and knowledge fusion; process synergy reflected in collaborative innovation and talent co-cultivation; and value synergy demonstrated through ecosystem value co-creation. Importantly, we introduce a biological symbiosis typology revealing that UIC relationships are not naturally harmonious but dynamically evolve among mutualism (42.1% of cases), commensalism (28.9%), and parasitism (documented through curriculum capture, IP exclusivities, and platform dependency). Based on bilateral interview evidence, we propose comprehensive governance mechanisms addressing data sovereignty, academic autonomy, platform lock-in, and multi-stakeholder oversight. These findings contribute to both symbiosis theory and UIC literature by elucidating the complex power relations, interest distribution mechanisms, and governance imperatives in the digital context.</p>

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A Study on the Dynamic Mechanism and Synergistic Effects of Enterprise Participation in University-Industry Collaboration (UIC) Under Digital Transformation: Based on Symbiosis Theory

  • 期刊论文

  • 发表日期：

    2026年1月19日

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  • Jun Liu

摘要

The digital transformation era has fundamentally reshaped the landscape of University-Industry Collaboration (UIC), necessitating innovative approaches to talent cultivation and collaborative mechanisms. While extant literature has explored various aspects of industry-education partnerships, the dynamic mechanisms, power relations, and synergistic effects of enterprise participation under digital transformation remain theoretically underexplored. Drawing upon symbiosis theory and critical political economy perspectives, this study develops a novel three-dimensional analytical framework encompassing symbiotic units, environment, and relationships to systematically investigate this phenomenon. Through 197 in-depth semi-structured interviews with 38 enterprises (115 interviews) and 28 partner universities (82 interviews) from January to May 2024, our findings reveal a dual-driven mechanism: internal driving forces emanating from enterprises’ innovation imperatives and interest alignment needs, and external driving forces stemming from institutional environment evolution and technological iteration. However, we critically demonstrate that these driving forces are not neutral facilitators but embed specific power logics and structural risks—including policy dependency, platform monopoly, and academic autonomy erosion. The study further identifies three dimensions of synergistic effects: resource synergy manifested in digital infrastructure sharing and knowledge fusion; process synergy reflected in collaborative innovation and talent co-cultivation; and value synergy demonstrated through ecosystem value co-creation. Importantly, we introduce a biological symbiosis typology revealing that UIC relationships are not naturally harmonious but dynamically evolve among mutualism (42.1% of cases), commensalism (28.9%), and parasitism (documented through curriculum capture, IP exclusivities, and platform dependency). Based on bilateral interview evidence, we propose comprehensive governance mechanisms addressing data sovereignty, academic autonomy, platform lock-in, and multi-stakeholder oversight. These findings contribute to both symbiosis theory and UIC literature by elucidating the complex power relations, interest distribution mechanisms, and governance imperatives in the digital context.