This paper explores the nexus between University-Industry Collaborations (UIC) in the Middle East and North Africa (MENA) region informed by a multiple-country-case study design. This study aims to explore the motives, opportunities and challenges, and propose effective practices in the MENA region context. Based on qualitative data retrieved through a series of 72 semi-structured interviews with university stakeholders (i.e., faculty, directors of corporate training, administrative staff, gatekeepers, company representatives and liaisons) conducted from March 2021 to September 2022. The sample was determined by a criterion sampling approach that enabled the development of cases from five countries in the MENA region (United Arab Emirates, Egypt, Algeria, Tunisia, and Morocco) with each country sample comprising five university cases on average. This study was designed on a Multiple Case Study Research Design Approach (Yin, 2013) and this was supplemented by Template Analysis (a form of thematic analysis), and to incorporate the cross-national comparative dimension, Yasin and Hafeez (2022) approaches were adopted. The findings illustrate a wide range of motives, challenges, opportunities, and effective factors that are linked to varying objectives such as (1) the vision and ownership structures, (2) the stakeholder connections of universities (3) the brand reputation of the university provider (4) the perception and ranking of universities as well as (5) approaches undertaken by the University representative to negotiate the expectations of live projects. As a result, a contextualized framework is proposed in this study as the "five [essential] keys" for successful collaborations for the nexus between university and industry collaborations. The originality of this study is inherent in the qualitative cases and contextualized influences in non-westernized countries that are empirically under-explored, as well as the five keys framework that is useful from a theoretical and practical standpoint for academics, policymakers, and university leadership.