Cooperative research centres (CRCs) increasingly foster Triple Helix (industry-university-government) collaboration and represent significant vehicles for cooperation across sectors, the promotion of knowledge and technology transfer and ultimately the acceleration of innovation. A growing social science literature on CRCs focuses on their management and best practices, mainly through success stories and rarely by describing and analysing CRC failures. The literature on CRCs can benefit by learning from failures, as has been seen in other areas of social science. Here the authors present four mini-cases of CRC failures--centres that were successfully launched but later declined and closed--and, in contrast, one mini-case of a success story. The analysis identifies: (a) likely contributing factors in the failures, mainly environmental influences and mismanagement of centre transitions; (b) themes in the failures, notably a tendency for problems in one area to magnify the impact of problems in other areas; and (c) learning points for CRCs concerning leadership and succession. The implications for Triple Helix organizations are discussed. (Contains 1 table.)