Abstract: In China’s new development paradigm, sci-tech self-reliance and self-strengthening are important attributes of high-quality development, the core of which is to achieve independent control of key core technologies. At present, although the manufacturing industry in China has seen a substantial improvement in the overall strength of science and technology innovation, the situation with regards to the control of key core technologies has remained essentially unchanged. Building a technological innovation system with deep integration of industry, university and research has become an important path for China's manufacturing industry to break the western technological blockade and achieve technological self-sufficiency and self-improvement. Manufacturing leading enterprises, as the core force leading the scientific and technological progress and industrial development, must learn how to effectively lead and manage the integration of industry-university-research (IUR) in order to enable breakthroughs in core technologies. This is an urgent issue that must be explored both theoretically and practically. Going beyond previous studies that focused primarily on the structural characteristics of IUR integration in the context of alliance portfolios and the traditional corporate innovation performance of general types of firms, this study takes Chinese manufacturing leading enterprises as the research object and introduces the management perspective of IUR integration for the first time to reveal the influence mechanism and boundary conditions of the managerial decisions of enterprises' IUR integration on the key core technology breakthroughs. We divide the managerial decisions of enterprises' IUR integration into two types: the link integration and the subject integration, and investigate the influence and synergy of both on the breakthrough of key core technologies. Meanwhile, we also pay attention to the fact that group control and operation are distinct features of leading manufacturing enterprises, which requires greater effort in setting up an effective corporate power allocation to achieve efficient decision-making, implementation, and coordination of IUR resources at different organizational levels. In this way, we introduce the boundary conditions of corporate power concentration to test its moderating effect on the above relationships. Based on the data of group listed enterprises in China's top 500 manufacturing industries from 2012 to 2018, the study finds that (1) two managerial decisions of IUR integration (link integration and subject integration) can both promote the breakthrough of key core technologies; and (2) they have complementary synergistic effects and can further promote the breakthroughs; (3) the higher corporate power concentration weakens the role of IUR link integration in promoting breakthroughs, while strengthens the role of IUR subject integration in promoting breakthroughs. The findings of this paper provide a new analytical perspective and theoretical logic that contributes to a theoretical understanding of IUR alliances, as well as suggestions for additional quantitative research on key core technological breakthroughs. Furthermore, they offer useful policy recommendations and theoretical support to manufacturing leading enterprises regarding implementing managerial decisions related to IUR integration, maximizing synergy advantages among different decisions, and enhancing key breakthroughs in core technology through corporate power allocation. As part of the institutional mechanism level, the government should also promote establishing IUR integration systems, guide the transfer and gathering of high-quality innovation resources to the key chains and nodes of innovation activities, and pilot and promote new organizational models and institutional forms for IUR integration.