**6. Heterogeneity Analysis of Talent**

Talent is an important driving force for the development of enterprise innovation. High-quality talent has become a solid foundation for enterprises to realize the highquality development of innovation. This paper discusses the impact of TMT experience heterogeneity on enterprise innovation quality. However, the role of technological talents in innovation quality still needs to be further discussed. As the main carrier of technological knowledge, technological talents can promote information and knowledge spillover and improve the enterprise innovation quality, which is an important driving force for the high-quality development of the enterprise economy. Enterprise technological talents may help an organization keep up with or surpass international advanced levels in advanced experimental technology and method innovation. In view of the important role of technical personnel, we explored how the main effect was impacted by the technological talent distribution's heterogeneity.

We used the median regression method. In the first step, the median proportion of enterprise technological talents was 0.166. The proportion of enterprise technical talents less than 0.166 was organized into the group of low technical talents, and the others were organized into the group of high technical talents. In the second step, regression analysis was carried out on the two groups, respectively. According to columns (1) and (2) of Table 8, it can be found that the FEH and IEH regression coefficients of enterprises with low and high technological talents proportions were significant at the 0.01 level and 0.1 level, respectively. The results show that regardless of the technological talents level, the relationship between the enterprises' FEH, IEH, and innovation quality is affected by the proportion of technological talents. Technical personnel play an important role in the highquality development of enterprises, which is conducive to the effective implementation of the R&D strategy formulated by the TMT, constantly improve the quality of the innovation of the enterprise's products or technologies, and thus make the enterprise handle the

leading position in the industry. Therefore, enterprises should pay attention to the structure of technological talents, improve management systems to attract technological talents effectively, and guarantee the high-quality development of enterprises. In the third step, the independent variables were tested separately using the inter-group coefficient difference test. It was found that the coefficients of both groups in FEH and IEH indicators were not significant, so the coefficients of the two groups could not be directly compared.


**Table 8.** Heterogeneity test of the proportion of technical talents.

Note: t statistics in parentheses; \* *p* < 0.1, \*\* *p* < 0.05, \*\*\* *p* < 0.01.

#### **7. Conclusions and Discussion**

Innovation is the strategic support for promoting high-quality development and building a modern economic system. The government of China has repeatedly emphasized that quality comes first. From a macro perspective, enhancing innovation quality is an inevitable requirement for China to promote the construction of quality power and lead high-quality development. From a micro perspective, it is the top priority for enterprises to maintain vitality and achieve sustainable development. Therefore, it is of great practical significance to explore the driving factors of innovation quality. This research takes the data of Chinese A-share market-listed companies from 2011 to 2020 as research samples. Based on the perspective of experience in tacit knowledge, this research investigates how TMT experience heterogeneity affects enterprise innovation quality, which provides enlightenment for the high-quality development path of China's enterprise innovation. Our findings comprise the following: (1) TMT functional experience heterogeneity positively affects partner diversity to promote innovation quality, while industrial experience heterogeneity shows the opposite result. Hypotheses 1 and 2 are supported. (2) Enterprise partner diversity partially mediates the relationship between TMT experience heterogeneity and

innovation quality. Hypotheses 3 and 4 are supported. (3) TMT technological participation positively regulates the relationship between TMT experience heterogeneity and enterprise partner diversity. Hypotheses 5 and 6 are supported.

The increasingly complex global market environment has put forward higher requirements for the stability and sustainability of the high-quality development of enterprise innovation. Accordingly, enterprises should coordinate the advantages of TMT functional and industry experience, build a reasonable and effective executive team, strengthen their awareness of market opportunities and threats, and support the continual improvement of enterprise innovation quality. In addtion, enterprises should utilize TMT functional and industry experience to carry out diverse cooperation with other enterprises, scientific research institutions, universities, government agencies, and organizations. In this way, they can realize the training, introduction, exchange, and sharing of technological talents so as to promote the long-term growth of enterprise innovation quality.

Specifically, firstly, optimize the TMT structure. Building an efficient TMT is not only a need that faces the complex market environment at home and abroad, but it is also an inevitable requirement for enterprises to maintain stability and development. This paper finds that functional experience heterogeneity can promote the improvement of innovation quality, while heterogeneous industry experience can inhibit the improvement of innovation quality. Therefore, enterprises should implement the job rotation system to enrich the working experience of senior executives in different functional positions, which can enhance the team's diversified thinking and innovation awareness and promote the improvement of innovation quality. At the same time, enterprises should hire experts or professional managers who have worked in the industry for many years and reduce the employment of personnel who change frequently in the industry so as to reduce the inhibitory effect of industry experience heterogeneity on innovation quality.

Secondly, establish diversified innovation cooperation relationships and promote technology exchange and sharing. High-quality innovation usually faces a longer R&D cycle and greater risks while putting forward higher requirements on the technology and resources of enterprises. Creating diverse innovation partnerships can, on the one hand, realize resource complementarity and promote knowledge creation and absorption. On the other hand, it can spread risk over a larger group of participants by creating technology co-ownership enabling companies to respond to the challenges posed by high-quality innovation. Therefore, in the process of improving the quality of enterprise innovation, TMT can make full use of the functional and industry experience to actively carry out stable and diversified cooperation with other enterprises, scientific research institutions, colleges and universities, organs, and organizations.

Thirdly, TMT should actively participate in the technology R&D process. TMT not only has a keen perception of the market, partners, and customers but also has the ability to integrate internal and external resources. When TMT members participate in technology R&D, they often have stricter requirements for innovation in order to maintain their professional reputation. An in-depth understanding of the innovation process and problems is conducive to improving the quality of innovation decision making. The enterprise should actively encourage the technical participation of TMT, which can increase the consistency between the innovation achievements and the market demand trend and strengthen the supervision of the enterprise's innovation process to improve the quality of innovation achievements.
