Collaborative Education and Corporate Governance in University–Employer Alliances: A Digital Governance Framework for Sustainable Organizations

University–employer alliances have expanded as a strategy to foster innovation, employability, and knowledge transfer; however, their growth often results in instrumental arrangements oriented toward short-term metrics (agreements, hours, deliverables) that weaken curricular transformation and Social Responsibility. This article proposes a governance architecture to design and audit sustainable Collaborative Education, understood as a technologically mediated multi-actor network organized by a shared principle of Social Responsibility. The method operates in two moves: (i) a conceptual ordering that uses the substance–accidents distinction and a formative telos to subordinate organizational and technological means to the educational purpose; and (ii) the translation of concepts into decision domains (who decides, with what evidence, under what risks, and with what safeguards), positioning Technological Mediation as governance infrastructure rather than a neutral support. The proposal delivers three managerial outputs: (a) a hierarchy of seven support entities (metaphysical question, Social Responsibility, projects and strategies, institutional management, institutional development, stakeholders, and benefits); (b) governance principles (primacy of purpose, multi-actor accountability, justifiable distribution of benefits and risks, and deliberative traceability); and (c) a compact matrix and checklist applicable through document auditing and platform design review, without requiring field data collection. Taken together, the framework shows how employer-side corporate governance can align incentives, rules of evidence, and data use to enable co-responsibility and avoid capture, strengthening the sustainability of collaboration over time across organizational contexts.