INDUSTRY–EDUCATION INTEGRATION IN CHINA: GOVERNANCE MECHANISMS AND STRATEGIC LEADERSHIP

Abstract

Industry–education integration is central to China’s effort to improve vocational and application-oriented education, strengthen innovation, and support regional industrial transformation. Yet agreements and joint platforms do not automatically produce deep collaboration. This conceptual article examines the governance mechanisms and strategic leadership needed to convert policy mobilization into durable educational value. Using a structured review of collaborative-governance theory, the Triple Helix perspective, vocational-education scholarship, and Chinese laws and policy documents, the study identifies recurrent problems of fragmented authority, symbolic compliance, unequal incentives, enterprise short-termism, and overreliance on employment indicators. It then develops the BRIDGE Governance Framework: (1) Build shared strategic purpose; (2) Realign roles, rights, risks, and rewards; (3) Integrate curriculum, work, research, and talent development; (4) Develop dual-capable people and boundary-spanning leadership; (5) Govern resources, quality, data, and ethics transparently; and (6) Evaluate learning, equity, innovation, and sustainable value. Recent city-level industry–education alliances and sector communities in China are used as practical illustrations. The framework argues that China’s strong vertical policy capacity must be complemented by horizontal coordination, delegated decision rights, professional intermediary structures, reciprocal investment, and balanced accountability. Strategic leaders therefore need to translate policy requirements into locally credible routines while protecting educational standards and student interests. The article positions industry–education integration as a jointly governed educational ecosystem rather than a collection of projects.