The integration of industrial, innovation, capital, and talent chains (i.e., four-chain integration) has become a key driver of high-quality development in the intelligent connected vehicle (ICV) industry. In recent years, China's ICV industry has made remarkable progress; however, the process of achieving four-chain integration continues to face coordination challenges at both factor and organizational levels. As a new form of innovation organization, innovation consortia may contribute to the deep integration of the four chains. Drawing on practical challenges regarding four-chain integration in the ICV industry, and integrating insights from the organization theory, transaction cost theory, and related theoretical perspectives, this study uses the China Industry Innovation Alliance for the Intelligent and Connected Vehicles (CAICV) and the Huawei ICV innovation consortium as representative cases to explore the theoretical mechanisms through which innovation consortia facilitate four-chain integration. Specifically, the enabling mechanisms operate at three levels. At the strategic positioning level, innovation consortia align with national strategies and industrial development demands. At the operational model level, they promote deep coordination between the industrial and innovation chains by improving the "problem posing ‒ problem solving ‒ feedback" mechanism. At the governance structure level, they mobilize financial and talent resources through diversified funding mechanisms and university ‒ industry collaboration. Building on these insights, and in response to the practical requirements for vehicle ‒ road ‒ cloud integrated development of ICVs during the 15th Five-Year Plan period, this study further proposes policy recommendations from three perspectives: strengthening ecosystem construction, enhancing internal organizational capabilities, and improving policy guidance and support. These recommendations aim to provide valuable implications for enhancing the overall competitiveness of China's ICV industry.