The interrelation between the “quintuple helix” model and esg principles in the context of the innovative development of the Republic of Kazakhstan

This study explores the integration of the "quintuple helix" model and esg (environmental, social, and governance) framework for sustainable business development, both critical for improving business processes and fostering systematic analysis. The research aims to reassess these frameworks and propose an innovative n-model of management. Validity is confirmed through analysis of kazakhstani and international literature, practical testing, and implementation of findings in real-world contexts.

The purpose of the study is to review and rethink approaches to the formation of the “five helix” and esg with the development of prerequisites for the development of the n-model of management.

Research methodology. Qualitative methods were employed, including observation of processes in natural environments and focus group discussions to analyze the significance of the "quintuple helix" model and esg transformation. Theoretical generalization identified commonalities and differences between the frameworks, highlighting priority directions for further research.

Originality (value) of the research. The "quintuple helix" model emphasizes dynamic knowledge exchange within a nation for sustainable development. Esg focuses on environmental responsibility, social accountability, and robust corporate governance. Both concepts are essential for addressing issues like low management quality and insufficient decision-making systems in kazakhstan.

Results of the study. The significance of the results and conclusions of the study lies in clarifying the characteristics and conditions that complicate innovative interaction. The five spiral model and the existence of prerequisites for adapting the esg education model show the qualitative changes that the relationships between participants in kazakhstan's innovative development are undergoing. The study concludes that the integration of the two concepts contributes to the development of the n-model of management, improving interaction between participants in the innovation process.

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