Abstract:     In recent years, the innovation environment of science and technology enterprises has been marked by heightened uncertainty, primarily driven by the impact of digital change, economic transformation and upgrading, and national policy adjustments, which has posed great challenges to regional and even national innovation and development. Strategic entrepreneurship, as a highly effective measure to cope with the intricate external environment, has gained significant attention in academic circles. To ensure continuous value creation and wealth accumulation in a volatile and complex environment, enterprises must undergo a paradigm shift in their leadership and management concepts, embracing strategic entrepreneurship as a crucial avenue for future survival and development.Taking the needs of enterprise leadership and management concept change as the starting point, this paper tried to clarify the logical relationship between platform leadership and strategic entrepreneurship of science and technology innovation enterprises, and discussed the key path of platform leadership affecting strategic entrepreneurship of enterprises through fault tolerance dynamics, as well as the boundary conditions of the subjective capability characteristics at individual and organizational levels in this process. By employing the method of empirical questionnaire, this study systematically uncovered the theoretical mechanism of the strategic entrepreneurship of innovative high-tech enterprises driven by platform leadership. The object of the questionnaire is innovative high-tech enterprises in the Guangdong-Hong Kong-Macao Greater Bay Area. A total of 322 valid questionnaires were obtained and the STATA 15.0 software and Bootstrap tool were used to test the main effect, mediating effect and regulating effect.This study drew the following conclusions: (1) Platform leadership has a positive influence on the strategic entrepreneurship of enterprises by means of employee empowerment and organizational learning mechanism. (2) Platform leadership is conducive to the formation of fault-tolerant dynamics, which in turn has a positive mediating effect on the relationship between platform leadership and strategic entrepreneurship of enterprises. (3) The reverse reinforcement effect of the fear of failure has no significant moderating effect on the relationship between platform leadership and strategic entrepreneurship. However, it is noteworthy that the fear of failure negatively moderates the relationship between platform leadership and fault-tolerant dynamics. (4) Organizational memory significantly negatively moderates the impact of fault-tolerant dynamics on the strategic entrepreneurship of enterprises.The theoretical contributions of this study are as follows: (1) Taking the matching of leadership management concept and strategic entrepreneurial needs of science and technology innovation enterprises as a breakthrough, this study demonstrated that platform leadership is a positive latent variable that can effectively predict both advantage-seeking and opportunity development in enterprises. (2) By incorporating the fault-tolerant dynamics and subjective capability characteristics into the study of how platform leadership affects the strategic entrepreneurship of enterprises, the paper constructed and empirically tested the growth theoretical model aimed at enhancing the strategic entrepreneurship ability of enterprises, and shed light on the black box that platform leadership drives the strategic entrepreneurship of science and technology enterprises in a volatile and complex environment. (3) The study explored the boundary conditions of platform leadership in relation to the strategic entrepreneurship of enterprises by incorporating the characteristic elements of subject competence, and the controversial issue about the potential effect of fear of failure in the practice of enterprise innovation management is answered.This study can be valuable for leaders to improve the strategic entrepreneurial ability of high-tech enterprises: (1) Leaders should accelerate the transformation from traditional bureaucracy or simple transformational, service-oriented and empowering leadership paradigms to platform-oriented leadership. (2) It is essential to cultivate an organizational culture and atmosphere that encourages exploration and experimentation, allow employees to make mistakes, and foster an organizational environment that is equal, safe, inclusive, supportive and motivating for all employees. Additionally, it is necessary to reward early experimenters for their performance, provide independent space for members to explore and form activities, actively respond to employees′ new ideas and practices, and provide a solid foundation for their ongoing pursuit of advantages and opportunity development. (3) Leaders should recognize the hidden harm of fear of failure, foster a positive psychological state, and take proactive measures to enhance risk resistance. (4) Leaders should establish an innovation management system of "forgetting the policy", encouraging the abandonment of outdated knowledge and past experience. It is important to promote internal and external knowledge exchanges and learning, accelerate the renewal of knowledge, and provide continuous motivation for strategic entrepreneurship in science and technology startups. 

Key words: platform leadership, fault-tolerant dynamics, fear of failure, organizational memory, strategic entrepreneurship