1、资料名称：2025-2003年上市公司企业产业型战略股东持股比例数据、产业型战略股东持股时间数据 2、测算方式：参考顶刊《经济研究》蔡贵龙（2025）老师的做法，分为股东持股比例和股东持股时间。股东层面的特征如股东持股比例与持股时间， 反映 了股东参与公司治理的意愿和能力， 能够对股东资源协同的效果产生深刻影响。较高的持股比例意味着股东与企业的利益绑定更为紧密， 这将强化股东进 行长期资源投入与战略协同的动机；同时， 足够的股权份额也赋予了股东在董事会与重大决策中必要的话语权与影响力， 使其能够克服阻力， 确保包括创 新在内的长期战略得以推行因此， 若产业型战略股东对国企创 新 的 促 进 主 要 源 于 资 源 协 同 ， 当 产 业 型 战 略 股 东 持 股 比 例 更 大 时 ， 这 一 效 应 将 更 加 明显。本文按照法人股东总持股比例的行业年度中位数对样本进行分组回归。股东持股时间。股东持股时间作为股东承诺和参与意愿的重要体 现， 同样对协同效应的发挥存在影响。长期持股型投资者更愿意参与公司治理活动， 而短期持股型投资者往往 "用脚投票"。长期持股股东与企业在长期战 略目标上拥有更高的一致性 ...

1、资料名称：2025-2003年上市公司企业产业型战略股东持股比例数据、产业型战略股东持股时间数据 2、测算方式：参考顶刊《经济研究》蔡贵龙（2025）老师的做法，分为股东持股比例和股东持股时间。股东层面的特征如股东持股比例与持股时间， 反映 了股东参与公司治理的意愿和能力， 能够对股东资源协同的效果产生深刻影响。较高的持股比例意味着股东与企业的利益绑定更为紧密， 这将强化股东进 行长期资源投入与战略协同的动机；同时， 足够的股权份额也赋予了股东在董事会与重大决策中必要的话语权与影响力， 使其能够克服阻力， 确保包括创 新在内的长期战略得以推行因此， 若产业型战略股东对国企创 新 的 促 进 主 要 源 于 资 源 协 同 ， 当 产 业 型 战 略 股 东 持 股 比 例 更 大 时 ， 这 一 效 应 将 更 加 明显。本文按照法人股东总持股比例的行业年度中位数对样本进行分组回归。股东持股时间。股东持股时间作为股东承诺和参与意愿的重要体 现， 同样对协同效应的发挥存在影响。长期持股型投资者更愿意参与公司治理活动， 而短期持股型投资者往往 "用脚投票"。长期持股股东与企业在长期战 略目标上拥有更高的一致性 ...

Core Viewpoint - The seminar on "State-Owned Economy" highlighted the significant role of state-owned enterprises (SOEs) in China's economic transformation, emphasizing their contributions to national strategic missions and the stability of the economic environment for private enterprises [2][3]. Group 1: Role of State-Owned Enterprises - SOEs serve as a leading force in fulfilling national tasks and strategic missions, playing a crucial role in the transformation of the Chinese economy by focusing on safety, foresight, and public service industries [2]. - The essence of state capital in a socialist market economy reflects public, strategic, and instrumental characteristics, distinguishing it from Western notions of state capital as merely a market supplement [2]. - SOEs are described as "cornerstone organizations" that integrate economic functions, political responsibilities, and social construction, demonstrating strong mobilization and organizational capabilities [2]. Group 2: Innovation and Development - During the "14th Five-Year Plan" period, SOEs have significantly enhanced their innovation capabilities, becoming key players in overcoming critical core technology challenges [3]. - SOEs are encouraged to strengthen their mission, build an innovation ecosystem, optimize resource allocation, and increase basic research investment to enhance their innovation capacity [3]. - There is a need to explore new theories for fair market competition participation by SOEs and to improve their role in ESG practices [3]. Group 3: Value and Governance - Current issues of undervaluation of SOEs necessitate the establishment of a new value assessment system that reflects their social value under multiple objectives [3]. - SOEs should focus on strategic security, industry leadership, and public service functions to optimize the layout of state capital and enhance its value [3]. - Governance reforms in SOEs should aim to clarify the boundaries of various governance entities, improve board authorization mechanisms, and promote digital transformation in corporate governance [3].