当前经济全球化的形势下，各国越发重视国家知识产权战略的启动与实施以促进国家竞争力的提升。美国政府、日本政府先后制定和实施国家知识产权战略，并由此带来经济繁荣和技术发展。中国政府也从20世纪末开始将制定国家知识产权战略提上议事日程。近十年来，中国知识产权申请量的增长率远高于世界其他国家。知识产权行业的发展促进了专利与商标申请量的飞速增长，这必然促进知识产权代理行业的快速发展。但目前我国的知识产权代理服务机构还处于初级发展阶段，建立时间短、规模小，发展不规范、不成熟。为促进代理服务机构的发展跟进国家知识产权战略的步伐，专业管理人员作为其发掘与升华知识价值的代理人团队领导，其选拔、任用和管理尤其具有重要意义。近年来，胜任特征模型是人力资源管理与心理学研究的热点问题，但在知识产权代理行业的专业管理人员的研究十分稀少。因此，建立其胜任特征模型具有重要的理论和实践意义。基于传统中使用较多的关键行为事件访谈法有其在实际应用的基本要求，并不适合知识产权代理行业专业管理人员的胜任特征模型构建。因此，本研究综合使用工作分析、关键行为事件访谈、高绩效员工直接描述胜任特征及自身特质总结、问卷核检等方法，利用结构化访谈方法确保信效度。结构化访谈选取14名高绩效专业管理人员，参与填写胜任特征核检问卷调查的知识产权代理行业合伙人、专业管理人员、专业人员116人。研究结论得出知识产权代理行业专业管理人员的胜任特征模型包括：知人善任、团队建设能力、统筹规划能力、应变能力、人际开拓、组织认同、培养他人、成就导向、组织协调能力、人际维护、风险防控、影响力、关系平衡能力、时间管理能力、行业洞察力、行业认同、分析性思维、工作自主性、创新能力、客户服务导向、人际沟通能力、团队合作能力、概念析取能力、学习能力、信息寻求能力、专业知识与技能、自我调适能力27项胜任特征，并可归结为七大因素：职业特征、团队建设与管理、沟通协调、组织认知、风格特质、个人效能、行业认知与变革。本研究结论对知识产权代理行业专业管理人员的招聘选拔、绩效管理、培训发展等人力资源管理环节提供指导性建议，具有重要的实际应用价值。

Under the current situation of economic globalization, countries around the world increasingly attach importance to national intellectual property strategy to enhance national competitiveness. The U.S. government, the Japanese government have formulating and implementing national intellectual property strategy in sequence, resulting in economic prosperity and technology development. The Chinese government started to put national intellectual property strategy on the agenda from the late 20th century. In the last decade, the growth rate of China's intellectual property rights applications is far higher than the rest of the world. The development of intellectual property industry promotes patent and trademark applications in rapid growth, which will inevitably promote the rapid development of intellectual property agency industry. However, China's intellectual property agency service sectors are still in the early stage of development, newly established, small-scale, irregular and immature. To promote its further development following up the pace of national intellectual property strategy, as the team leader of knowledge value’s discovery and distillation, professional managers’ selection, appointment and management has particular significance. In recent years, competency model is a hotspot in human resources management and psychology, but its research on professional management in intellectual property agency is very rare. Therefore, establishing their competency model has important theoretical and practical significance. Because using the traditional and effective critical behavioral event interview method has basic condition in practical application, and it’s not suitable for building competency model of professional managers in intellectual property agency industry,. Therefore, this study combines the method of job analysis, critical behavioral event interview, high-performance interviewees directly describing the ideal model and summing up their own traits, and questionnaire method, using structured interview method to ensure the reliability and validity. There’re 14 high-performance professional managers taking structured interviews, 116 staff including partner, professional managers, professional agents filling in the checklist questionnaire. The conclusion of the professional managers in intellectual property agency industry's competency model has 27 competencies as followed: knowing subordinates and putting them in the right post, team building capacity, overall planning capability, adaptability, interpersonal development, organizational identification, training subordinates, achievement orientation, organization and coordination capability, interpersonal maintenance,, risk prevention and control, influence, relationship balancing, time management, industry insight, industry recognition, analytical thinking, working autonomy, innovation, customer service-oriented, interpersonal communication skills, teamwork, concept disjunction, learning ability, information seeking, professional knowledge and skills and self-adjustment ability. And they can be reduced to seven factors: occupational characteristics, team building and management, communication and coordination, organization recognition, style and traits, personal effectiveness, industry recognition and change.The conclusion provides guidance for recruitment and selection, performance management, training and development, along with other aspects of human resource management, has important practical value.