Based on a comparative case study of the Shuangtong Platform and HCH, this paper explores the construction paths of corporate incubator-led entrepreneurial ecosystems from the perspective of resource orchestration theory. The research findings show that under the impetus of different parent incubation contexts, corporate incubators complete the construction of an entrepreneurial ecosystem through three key processes: structuring platform resources, enabling service capabilities and leveraging multi-party collaboration. Due to the differences in the parent incubation contexts, Shuangtong Platform and HCH show significant distinctions in each link of resource orchestration, evolving into two unique construction paths: “dependent” and “leapfrog”. In the context of the parent company’s development bottleneck, the former follows a passive adaptation and efficiency-first construction logic. It tends to maximize the utilization of the parent company’s existing resources and control risks, ultimately forming a complementary and focused entrepreneurial ecosystem. Under the guidance of the parent company’s innovative trends, the latter adheres to the construction logic of proactive layout and innovative breakthroughs, focusing on the expansion of outward-oriented resources and the capture of cutting-edge opportunities, ultimately forming a diversified and complementary entrepreneurial ecosystem.