【正文】 （ （英文參考文獻及譯文） 二〇一〇年六 月本科畢業(yè)論文 題 目： Innovation quality— a conceptual framework 創(chuàng)新質(zhì)量概念框架 學 生 姓 名 ： 陳 貴 飛 學 院 ： 管 理 學 院 系 別： 工 商 管 理 系 專 業(yè)： 工 商 管 理 班 級： 工管 063 班 指 導 教 師 ： 蘇 紅 梅 講師 學校代碼： 10128 學 號： 202020702088 內(nèi)蒙古工業(yè)大學本科畢業(yè)論文 1 Int. J. Production Economics 80 (2020) 31–37 Innovation quality—a conceptual framework UdoErnst Haner* Institute for Human Factors and Technology Management, University of Stuttgart, Nobelstr. 12, D70569 Stuttgart, Germany Abstract In this article a framework for a new concept—that of innovation quality—is presented and its relevance for considerations with respect to innovation and strategy is highlighted. The concept of innovation quality allows making a statement regarding the aggregated innovation performance in three different domains within an organization by paring the result, being it a product, process or service innovation, with the potential and considering the process on how the result has been achieved. The three domains of innovation quality are product/service, process and enterprise. After analyzing the foundation concepts of quality and innovation a short interpretation of the concept of ‘‘innovation quality’’ in contrast to ‘‘quality innovation’’ is given. In the second large section of this article the principle of innovation quality is presented, possibilities of determining and representing the concept are shown and a strong link among innovation quality and strategy is suggested. Keywords: Innovation。 Quality。 Measurement。 Strategy。 Framework 1. Introduction Innovation quality, a concept not found in literature yet, is—at .rst look—either a desirable and even ‘‘natural’’ condition or at the other extreme a forced bination of what one might conceive as inpatible and contradicting paradigms. While ‘‘innovation’’ has a strong link to newness, creativity and unconventionality, to ‘‘quality’’ concepts like standardization, low tolerance and systematic procedure adhere. Therefore bining the concepts of innovation and quality, which are powerful and extensive in themselves, requires at least a short analysis of both in order to purposefully integrate them and thereby generate a consistent framework for a new concept. 2. Managing quality and innovation 內(nèi)蒙古工業(yè)大學本科畢業(yè)論文 2 . Managing quality In the development of quality management four to .ve distinctive steps can be (., Grabowski, 1997, p. 9ff). In the 1930s and 1940s managing quality meant ensuring a product’s quality through an inspection at the production process. The function of ‘‘quality control’’ has been digital in nature, in the sense that either a product was conform to or it was not. The goal was to deliver products with no failures. The second steparound the 1950s and early 1960s is the one of static quality assurance. Here efforts were directed towards guaranteeing ‘‘stable’’, lowvariance processes. Thereby product and process quality became intertwined. In the late 1960s then the phase of the integrated quality assurance started. This quality management approach acknowledged that quality emerges from all direct value adding phases and therefore also suppliers and customers were integrated into the quality management perspective. This has lead to the establishment of the ISO9000+norms. The total quality management approach as pursued since the mid1980s included in its perspective additionally the of stakeholder needs, thereby adding more dimensions to the customer oriented view. It included for example employees and the society in general and their needs as a basic driver of quality. So when describing the different phases in the quality management .eld it bees obvious that over time always additional elements have been incorporated into it. These new elements together with their interactions to the previously considered ones have built new layers in a hierarchy of quality. Approaches towards a management of quali