<p>Based on organizational psychology and social exchange theory (SET), this study focuses on the scenario of new ventures—an area where the application of SET has not been fully explored. The study aims to fill the research gap in “an exploration of the relationship between talent innovation training based on SET and enterprise performance in new ventures”. Meanwhile, it conducts an in-depth analysis of the interactive relationship between new ventures and employees, providing theoretical and practical support for accelerating the development of new ventures and talent training. The study constructs a theoretical and relational model of enterprise-employee exchange and designs a questionnaire by combining existing theories and expert opinions. Moreover, a cross-sectional quantitative survey method is adopted to research 315 employees from multiple new ventures in China. Data analysis is carried out using SPSS 25.0 software. The research results show that both enhancing organizational support and organizational justice significantly and positively impact employees’ sense of belonging. Employee’s sense of belonging further shows a significant positive correlation with multi-dimensional performance indicators such as work efficiency, team collaboration, and continuous learning; employee’s “sense of awe” towards the organization has no significant correlation with performance. This study indicates that new ventures can effectively improve enterprise performance by building a supportive and fair organizational environment to enhance employee’s sense of belonging. Based on this, it is suggested that new ventures adopt a democratic and open management model, create a positive team atmosphere, and rationally use incentive measures. The study provides targeted practical guidance for new ventures to optimize the talent innovation training mechanism and improve organizational performance, while enriching the application research of SET in the entrepreneurial context.</p>