硬科技成果转化不是一次性技术交易，而是从技术可能性走向应用可信性、产业可行性的连续组织过程。既有研究已从组织创新角度提出科技商学院和科技转化经理人概念，并概括了技术识别、采用验证、资源组织、交易治理和规模放大五类能力。本文在既有研究基础上，进一步转向硬科技成果转化全过程组织问题，讨论科技转化经理人的角色边界、能力结构与培养机制。文章认为，科技转化经理人不是新的职业资格名称，而是在复杂科技成果转化项目中承担全过程组织责任的功能性角色。其能力并非一般商学知识、技术转移服务和科技企业管理知识的简单叠加，而是围绕技术、应用、资源、合作和放大五类不确定性形成的能力组合。科技转化经理人的培养，也不宜理解为短期培训或课程拼盘，而应依托真实复杂项目、专才协同、多导师反馈和项目复盘，在遴选、训练、锤炼和反思中逐步形成。文章指出，在硬科技创业团队中，科技转化经理人常与科技创业者高度重合，并可能集中体现于创业团队主要负责人或承担商业化统筹职责的联合创始人，但二者分别指向创业主体身份和全过程组织功能。

Hard-tech commercialization is not a one-off technology transaction, but a continuous organizing process that turns technological possibilities into credible applications and industrial viability. Building on previous research on science and technology business schools and technology commercialization managers, this paper focuses on whole-process organizing in hard-tech commercialization. It examines the role boundaries, capability structure, and development mechanisms of technology commercialization managers. The paper argues that such managers are not a new professional certification title, but a functional role responsible for organizing complex commercialization projects. Their capability structure can be understood as a five-capability model: technology identification, adoption validation, resource orchestration, transaction governance, and scaling-up. These capabilities correspond to technological, application, resource, collaboration, and scaling uncertainty. The development of technology commercialization managers should rely not on short-term training or a simple collection of courses, but on real projects, collaboration with specialized professionals, multi mentor feedback, and project-based reflection. This paper offers a conceptual framework for understanding and developing whole-process organizers in hard-tech commercialization.