“十五五”人才队伍建设｜国有企业如何培养自己的科技型企业家？

Core Insights - The article discusses the systemic differences between state-owned enterprises (SOEs) and private enterprises in cultivating technology-oriented entrepreneurs, highlighting the challenges faced by SOEs in nurturing such talent [3][11][40] Group 1: Differences Between SOEs and Private Enterprises - Technology-oriented entrepreneurs predominantly emerge from private enterprises rather than SOEs, which face structural challenges in fostering innovation [3][9] - The analysis model identifies differences across four dimensions: goals, rules, capabilities, and ecology, providing insights into the growth and nurturing logic of entrepreneurs in different ownership structures [3][5][8] Group 2: Challenges in Cultivating Technology-oriented Entrepreneurs - SOEs encounter three main challenges: institutional constraints, imbalance of rights and responsibilities, and rigid constraints that hinder the development of technology-oriented entrepreneurs [11][40] - Institutional constraints arise from the blurred lines between government and enterprise management, leading to a misalignment with market demands [12][13] - The imbalance of rights and responsibilities results in a lack of decision-making power for technology-oriented entrepreneurs, which stifles innovation [16][17] - Rigid constraints impose short-term performance pressures that limit long-term innovation potential, as SOEs prioritize asset preservation over exploratory initiatives [18][19] Group 3: Pathways to Overcoming Challenges - To address these challenges, SOEs need to build a nurturing ecosystem for technology-oriented entrepreneurs through market-oriented selection, a supportive institutional environment, and a culture that promotes innovation [20][40] - Implementing a dual-track system for recruitment and promoting talent exchange between SOEs and private enterprises can enhance the pool of technology-oriented leaders [22][23] - Establishing a differentiated training system that aligns with the development stages of technology-oriented leaders is crucial for their growth [24][26] - Enhancing decision-making authority and aligning incentives with long-term innovation goals can empower technology-oriented entrepreneurs [29][30][33] - Cultivating an innovative culture that values risk-taking and long-term vision is essential for fostering a new generation of technology-oriented entrepreneurs [35][36][38]