外文翻譯---創(chuàng)新質(zhì)量概念框架

1、<p><b>　?。?lt;/b></p><p>　　（英文參考文獻(xiàn)及譯文）</p><p><b>　　二〇一〇年六月</b></p><p>　　Int. J. Production Economics 80 (2002) 31–37</p><p>　　Innovation quali

2、ty—a conceptual framework</p><p>　　Udo-Ernst Haner*</p><p>　　Institute for Human Factors and Technology Management, University of Stuttgart, Nobelstr. 12, D-70569 Stuttgart, Germany</p>&

3、lt;p><b>　　Abstract</b></p><p>　　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 strate

4、gy is highlighted. The concept of innovation quality allows making a statement regarding the aggregated innovation performance in three different domains within an organization by comparing the result, being it a product

5、, process or service innovation, with the potential and considering the process on how the result has been achieved. The</p><p>　　Keywords: Innovation; Quality; Measurement; Strategy; Framework</p>&l

6、t;p>　　1. Introduction</p><p>　　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 combination of

7、what one might conceive as incompatible and contradicting paradigms. While ‘‘innovation’’ has a strong link to newness, creativity and unconventionality, to ‘‘quality’’ concepts like standardization, low tolerance and sy

8、stematic procedure adhere. Therefore combining the concepts of innovation and quality, which are powerful a</p><p>　　2. Managing quality and innovation</p><p>　　2.1. Managing quality</p>

9、<p>　　In the development of quality management four to .ve distinctive steps can be identi.ed (e.g., Grabowski, 1997, p. 9ff). In the 1930s and 1940s managing quality meant ensuring a product’s quality through an in

10、spection at the production process. The function of ‘‘quality control’’ has been digital in nature, in the sense that either a product was conform to speci.cations or it was not. The goal was to deliver products with no

11、failures. The second steparound the 1950s and early 1960s is the one of</p><p>　　So when describing the different phases in the quality management .eld it becomes obvious that over time always additional ele

12、ments 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.</p><p>　　Approaches towards a mana

13、gement of quality have been limited in delivering contributions to solving problems which arise from the need for .exibility, handling shortening product and technology lifecycles and particularly in relation to the need

14、 for innovation in order to remain competitive on a global scale. In its latest model on how quality has to be managed the European Foundation for Quality Management (EFQM) has integrated the concept of innovation .</

15、p><p>　　2.2. Managing innovation</p><p>　　Already in 1912 Schumpeter (1912) has recognized innovation as a central driver of economic development. But only lately with intensifying competition on g

16、lobal markets and the need of bringing ef.ciency and effectiveness to higher (quality) levels, the issue of innovation and its management have become a prominent .eld in research and practice. According to Bullinger (199

17、4) an innovation is de.ned by the .rst economic utilization or application of an invention to achieve corporate goals. This d</p><p>　　2.3. Managing quality and innovation</p><p>　　On the most s

18、uper.cial level, combining the concepts of quality and innovation might lead to two results: quality innovation and innovation quality. In both cases the .rst concept has a restraining impact on the second.From this foll

19、ows that quality innovation refers to a distinctive characteristic of an innovation. </p><p>　　This view is incorporated by Swann (1986, p. 2) who de.ned the term as follows: ‘‘By quality innovation we mean

20、a particular form of product innovation: the introduction of a new (often improved) version of an existing product, rather than a completely new product. The quality innovation can be analyzed within an existing space of

21、 qualities or characteristics; the new product requires new dimensions’’. </p><p>　　3. Innovation quality</p><p>　　3.1. Principle</p><p>　　Innovation quality has—like its founding c

22、oncepts —three levels: a product/service level, a process level and an enterprise level.</p><p>　　With respect to products and services, innovation quality is de.ned through variables like amount, performanc

23、e, effectiveness, features, reliability, timing, costs, value to the customer, innovation degree, complexity, and many more. In this case innovation quality comprises all measures regarding new—innovative—products or ser

24、vices and thereby makes a statement on how good a company is at pursuing innovation in the product or service domain. Similar are things with respect to the process domain</p><p>　　Assessing innovation quali

25、ty within the three domains of product, process and enterprise allows for distinguishing activities within organizations with respect to their goal. While for example companies might focus their research on new products,

26、 others might aim at the rede.nition of the value chain or focus on introducing modern ways of working in order to attract and retain key personnel, the latter being a social innovation to be considered on the enterprise

27、 level. The concept of innovation </p><p>　　3.2. Determining innovation quality and its representation</p><p>　　To determine the innovation quality of a whole organization, one must assess .rst

28、the degree of innovation quality in the individual domains. These can be achieved by applying a set of measures and integrating them possibly through a functional relationship. Potential measures for the individual domai

29、ns are (see also Ahmed and Zairi, 2000):</p><p>　　(a) product/service-related measures:</p><p>　　* value-added to the customer,</p><p>　　* costs against targets,</p><p>

30、;　　* stability of design,</p><p>　　* product return on investment,</p><p>　　* product performance level,</p><p>　　(b) Process-related measures:</p><p>　　* time to marke

31、t,</p><p>　　* ef.ciency and productivity improvement,</p><p>　　* staf.ng level effectiveness in product development,</p><p>　　* project management effectiveness,</p><p>

32、;　　* .exibility increase,</p><p>　　(c) Enterprise-related measures:</p><p>　　* acceptance rate throughout the workforce,</p><p>　　* understanding customer needs,</p><p>

33、;　　* turnover generated with innovative products,</p><p>　　* patent ratio,</p><p>　　* rate of successful innovation attempts,</p><p>　　As can be seen from the few potential measures

34、 contributing to innovation quality mentioned here, the spectrum of these measures is very large. But they do have in common, that they all can be linked to an organization’s innovation management system and therefore ar

35、e in themselves indicators for innovation quality. Integrating these indicators is a matter of complexity allowance and value-added generation. How many measures should be applied and integrated into a statement? Does a

36、quantitative i</p><p>　　3.3. Innovation quality and strategy</p><p>　　As implied at the end of the previous section, different patterns of innovation quality might re.ect the states at different

37、 but similarly successful companies. While one might be strong in the product/service domain, another might be as strong in the process domain, but both are very successful. Evaluating one instance of an innovation quali

38、ty pattern by itself does not make any statement regarding the success of the company displaying this pattern—and it does not aim to do so! Measuring and di</p><p>　　For judging its appropriateness for the o

39、rganization, the innovation quality pattern needs to be evaluated in conjunction with the strategy this organization pursues. Here it is, where innovation quality can receive a subjective connotation that adheres to qual

40、ity concepts. With respect to product quality a consumer might be completely disappointed with a particular product’s quality, while for an other and for the company producing it, the quality level might just be optimal,

41、 possibly pro.t max</p><p>　　Two disguised examples of German companies will re.ect the notion that to successful companies different innovation quality patterns might belong. ‘‘A’’ is a medium sized enterpr

42、ise in the wood and plastic processing business and has an owner, which has been the creative head of the company for many decades. He is the originator of most product ideas, a multiple patent owner and to a large exten

43、t the reason for a high innovation quality rating in the product/service domain of his company. From t</p><p>　　These examples show that some patterns of innovation performance might be more consistent with

44、some business strategies than with others and thereby just establishing innovation quality in its most profound meaning. Furthermore, it can be expected that a company’s individual pattern of innovation quality is changi

45、ng over time, which— so a research hypothesis—re.ects a change in the company’s strategy.</p><p>　　4. Conclusion</p><p>　　In this article the framework of innovation quality and a way of represe

46、nting it have been introduced. Innovation quality can be determined based on three different domains: a product/ service domain, a process domain and an enterprise domain, each of which is comprising a set of measures. D

47、isplaying patterns of innovation quality aims at .rst on increasing awareness regarding the innovation activity within organizations.</p><p>　　For making a judgement regarding the appropriateness of a partic

48、ular outcome of an innovation quality assessment for a particular organization this outcome needs to be seen in the context of the organization. The same outcome can be interpreted differently in the light of the organiz

49、ation’s strategy in particular. It is suggested that the innovation quality pattern and the strategy of a successful company are corresponding within certain frames of time. Ensuring consistence can therefore become <

50、/p><p><b>　　英文翻譯</b></p><p>　　智力.經(jīng)濟(jì)學(xué)研究[j].產(chǎn)量80期(2002年)31-37創(chuàng)新質(zhì)量概念框架</p><p><b>　　摘要</b></p><p>　　本文對(duì)新創(chuàng)新質(zhì)量概念框架提出了其相關(guān)因素對(duì)創(chuàng)新和戰(zhàn)略重點(diǎn)。創(chuàng)新素質(zhì)的概念可以通過(guò)一個(gè)方法來(lái)研究,該方法

51、在三個(gè)不同的領(lǐng)域創(chuàng)新績(jī)效內(nèi)部審計(jì)機(jī)構(gòu)進(jìn)行了比較,通過(guò)比較，這一產(chǎn)品、過(guò)程和服務(wù)創(chuàng)新,以其潛力,并結(jié)合過(guò)程的結(jié)果已經(jīng)達(dá)到。這三個(gè)領(lǐng)域的創(chuàng)新素質(zhì)是產(chǎn)品/服務(wù)、過(guò)程和企業(yè)。分析了地基概念的質(zhì)量和創(chuàng)新的經(jīng)營(yíng)理念,創(chuàng)新素質(zhì)”與“創(chuàng)新”的質(zhì)量。在第二個(gè)大段文章原理的基礎(chǔ)上,給出了一種可能性。</p><p>　　關(guān)鍵詞:創(chuàng)新、質(zhì)量、計(jì)量、策略、框架</p><p><b>　　1.介紹<

52、;/b></p><p>　　創(chuàng)新素質(zhì),是一個(gè)新的文學(xué)觀念,而“創(chuàng)新”,具有很強(qiáng)的鏈接能力、創(chuàng)造力,以“質(zhì)量”的概念,遵循嚴(yán)格的標(biāo)準(zhǔn)化和較高的系統(tǒng)性程序。因此這個(gè)概念相結(jié)合的創(chuàng)新和高質(zhì)量,這是各強(qiáng)大和廣泛的概念,至少需要一個(gè)短暫的分析過(guò)程將它整合,從而產(chǎn)生一個(gè)統(tǒng)一的框架,一個(gè)全新的概念。</p><p><b>　　2.管理質(zhì)量和創(chuàng)新</b></p>

53、<p><b>　　2.1.管理質(zhì)量</b></p><p>　　在發(fā)展中,質(zhì)量管理通過(guò)四個(gè)步驟來(lái)實(shí)施(例如,Grabowski,1997,p。9ff)。在二十世紀(jì)三十年代和四十年代，管理質(zhì)量是通過(guò)檢查生產(chǎn)過(guò)程來(lái)保證產(chǎn)品的質(zhì)量?！百|(zhì)量的控制功能”在社會(huì)中一直是以數(shù)字存在的,在某種意義上來(lái)說(shuō),是指一個(gè)產(chǎn)品是不是符合目標(biāo)。這個(gè)目標(biāo)是為了保證產(chǎn)品的質(zhì)量。在二十世紀(jì)五十年代和六十年代初

54、,管理質(zhì)量是一個(gè)靜態(tài)的質(zhì)量保證。它的目標(biāo)是對(duì)產(chǎn)品質(zhì)量保證其“穩(wěn)定”的過(guò)程。因此產(chǎn)品的質(zhì)量和工藝的質(zhì)量變聯(lián)系在一起了。在二十世紀(jì)六十年代后期出現(xiàn)了綜合質(zhì)量保證這個(gè)新管理方法。這個(gè)質(zhì)量管理方法的出現(xiàn),致使供應(yīng)商和顧客也都開(kāi)始從質(zhì)量角度來(lái)考察產(chǎn)品，從而建立ISO9000 標(biāo)準(zhǔn)。接著在二十世紀(jì)八十年代中期隨著全面質(zhì)量管理的提出，它符合完全利益相關(guān)者的需求,從而增加更多的顧客導(dǎo)向的需求。它包括例如員工、社會(huì)大眾和他們的需求作為基礎(chǔ)的質(zhì)量。<

55、/p><p>　　所以在描述了不同階段的質(zhì)量管理的發(fā)展.顯而易見(jiàn),隨著時(shí)間的推移,總是有新的附加元素被納入其中。這些新的元素,以前被認(rèn)為是在一個(gè)層次上一層的質(zhì)量。</p><p>　　對(duì)于管理質(zhì)量一直局限于提供解決問(wèn)題的貢獻(xiàn)而產(chǎn)生的需要.在全球范圍內(nèi)，對(duì)于處理技術(shù)的使用周期和縮短產(chǎn)品的生產(chǎn)周期,尤其需要?jiǎng)?chuàng)新來(lái)保持其競(jìng)爭(zhēng)力。質(zhì)量管理的最新模型已成為歐洲基金管理質(zhì)量的創(chuàng)新理念。</p>

56、<p><b>　　2.2 管理創(chuàng)新,</b></p><p>　　在1912年，熊彼特已承認(rèn)創(chuàng)新作為國(guó)家經(jīng)濟(jì)發(fā)展的目標(biāo)。但最近才與全球市場(chǎng)競(jìng)爭(zhēng)加劇的需要聯(lián)系在一起,效率和有效性更高的(質(zhì)量)的水平,創(chuàng)新的問(wèn)題及其管理已經(jīng)成為一個(gè)值得的研究和實(shí)踐的領(lǐng)域。根據(jù)1994年Bullinger的理論，創(chuàng)新是由作為首要的經(jīng)濟(jì)利用的健康或一項(xiàng)發(fā)明來(lái)實(shí)現(xiàn)公司的目標(biāo)。這個(gè)定義的不同之處,第一是

57、沒(méi)有說(shuō)健康是首要的數(shù)量創(chuàng)新或程度的創(chuàng)新,第二是沒(méi)有關(guān)于大自然及其領(lǐng)域的創(chuàng)新，第三,很明顯的是, 無(wú)論什么類型的創(chuàng)新，都必須強(qiáng)調(diào)其工藝特點(diǎn)，為了實(shí)現(xiàn)一個(gè)創(chuàng)新，它的一系列步驟必須承擔(dān)。創(chuàng)新管理是通過(guò)創(chuàng)意的產(chǎn)生,提高篩選、評(píng)價(jià)和實(shí)施進(jìn)入市場(chǎng)的成功因素，從而打破所有阻礙創(chuàng)新進(jìn)入市場(chǎng)或公司外部和內(nèi)部的屏障。不同的時(shí)間可能有不同的革新。盡管產(chǎn)品和服務(wù)創(chuàng)新可能相當(dāng)迅速的變化,并實(shí)現(xiàn)了人類行為的企業(yè)文化,因此通常更費(fèi)時(shí)的。但必須考慮到結(jié)構(gòu)性的安排的程度

58、(騎士,1967年)是受到影響。</p><p>　　2.3 管理質(zhì)量和創(chuàng)新</p><p>　　結(jié)合質(zhì)量和創(chuàng)新，在最新水平的概念上可能出現(xiàn)兩個(gè)新的概念:質(zhì)量創(chuàng)新,創(chuàng)新素質(zhì)。健康是首要的概念,在這兩種情況有約束的影響。這意味著質(zhì)量創(chuàng)新指的是一種獨(dú)特的創(chuàng)新特征。這個(gè)觀點(diǎn)是引用·史旺(1986年)的觀點(diǎn)，他的定義如下:“品質(zhì)創(chuàng)新是指特定形式的產(chǎn)品創(chuàng)新:產(chǎn)品創(chuàng)新是指引進(jìn)一個(gè)新的(通常是

59、改進(jìn)現(xiàn)有的產(chǎn)品)的版本,而不是一個(gè)完全的新產(chǎn)品。質(zhì)量創(chuàng)新才能在現(xiàn)存的空間內(nèi)分析其性質(zhì)或特征;同時(shí)新產(chǎn)品要求的新維度”。</p><p><b>　　3．創(chuàng)新素質(zhì)</b></p><p><b>　　3.1 原則</b></p><p>　　創(chuàng)新素質(zhì)的概念可以通過(guò)產(chǎn)品水平/服務(wù)水平、工藝水平和一個(gè)企業(yè)的水平來(lái)闡釋。</

60、p><p>　　對(duì)產(chǎn)品和服務(wù)的質(zhì)量,創(chuàng)新是通過(guò)變量如金額、性能、有效性、特點(diǎn)、可靠性、時(shí)間、成本、價(jià)值對(duì)顧客、創(chuàng)新程度、復(fù)雜性等來(lái)衡量的。在這種情況下,創(chuàng)新素質(zhì)包括所有關(guān)于新創(chuàng)新產(chǎn)品或服務(wù)的措施。從而使一個(gè)優(yōu)秀的公司追求創(chuàng)新的產(chǎn)品或服務(wù)的領(lǐng)域。類似的事情還有公司是通過(guò)追求過(guò)程域的創(chuàng)新素質(zhì)。該公司還通過(guò)它所追求的過(guò)程，從中考慮所有措施來(lái)決定創(chuàng)新的新工藝和質(zhì)量的品質(zhì)如何實(shí)現(xiàn)，并確定在企業(yè)創(chuàng)新素質(zhì)水平上并沒(méi)有改變,也沒(méi)有比

61、其他兩域原則上的改變,因?yàn)樗雌饋?lái)也是潛能、過(guò)程與結(jié)果,但在一定程度上可能增加更多的挑戰(zhàn)性。由于復(fù)雜的識(shí)別催化劑(見(jiàn)Bullinger和Haner,2001年),需要整合到所謂的軟測(cè)量的問(wèn)題。這是一種內(nèi)在的概念，根據(jù)Grabowski(1997年)的觀點(diǎn)，這個(gè)概念已經(jīng)進(jìn)入企業(yè)質(zhì)量的范圍,并能夠滿足若干人的需要。</p><p>　　創(chuàng)新素質(zhì)評(píng)主要價(jià)三個(gè)領(lǐng)域內(nèi)的產(chǎn)品、過(guò)程和企業(yè)可以識(shí)別活動(dòng)在組織中與他們的目標(biāo)來(lái)體現(xiàn)

62、。例如公司可能會(huì)研發(fā)新產(chǎn)品,其他人可能會(huì)瞄準(zhǔn)價(jià)值鏈或集中介紹現(xiàn)代的工作方式,以吸引和留住關(guān)鍵人員,后者是一個(gè)社會(huì)創(chuàng)新,被認(rèn)為是對(duì)企業(yè)的水平。</p><p>　　3.2 創(chuàng)新素質(zhì)及其表現(xiàn)決定</p><p>　　確定整個(gè)組織的創(chuàng)新素質(zhì),在個(gè)別領(lǐng)域內(nèi)一個(gè)人必須評(píng)估健康是首要的程度的創(chuàng)新素質(zhì)。這些可以通過(guò)運(yùn)用一系列措施或者是通過(guò)一個(gè)功能的關(guān)系來(lái)確定。具體措施如下：</p><

63、;p>　　(一)產(chǎn)品/服務(wù)業(yè)的措施</p><p><b>　　*增值客戶</b></p><p><b>　　*目標(biāo)成本</b></p><p><b>　　*穩(wěn)定的設(shè)計(jì)</b></p><p><b>　　*產(chǎn)品的投資回報(bào)率</b></p&

64、gt;<p><b>　　*產(chǎn)品性能水平</b></p><p>　　(二)有關(guān)工藝專業(yè)的措施</p><p>　　*產(chǎn)品進(jìn)入市場(chǎng)的時(shí)間</p><p>　　*效率和生產(chǎn)力的提高</p><p><b>　　*設(shè)計(jì)水平效果</b></p><p><b&g

65、t;　　*產(chǎn)品開(kāi)發(fā)</b></p><p><b>　　*項(xiàng)目管理效能</b></p><p><b>　　* 性能增加</b></p><p>　　(三)有關(guān)企業(yè)水平的措施</p><p><b>　　*錄取率勞動(dòng)力</b></p><p>

66、;<b>　　*了解客戶需求</b></p><p><b>　　*創(chuàng)新的產(chǎn)品銷售額</b></p><p><b>　　*專利的比率</b></p><p><b>　　*成功的創(chuàng)新嘗試率</b></p><p>　　在這里提到的這些措施對(duì)于創(chuàng)新素質(zhì)的衡

67、量是至關(guān)重要的。但他們的共同點(diǎn)是都能被連接到一個(gè)組織的創(chuàng)新管理體制內(nèi),因此擁有自身的創(chuàng)新素質(zhì)指標(biāo)。這些指標(biāo)相結(jié)合是一種復(fù)雜的津貼。有多少措施應(yīng)該得到應(yīng)用,以及一個(gè)完整的聲明嗎?一個(gè)定量整合產(chǎn)生更高價(jià)值超過(guò)一個(gè)定性集成嗎?這是兩個(gè)問(wèn)題要處理申請(qǐng)時(shí),創(chuàng)新素質(zhì)的概念。創(chuàng)新素質(zhì)的表現(xiàn)可以用雷達(dá)圖表,像那些描繪在圖5。那里;y軸x1代表參數(shù),打碎的創(chuàng)新素質(zhì)的企業(yè)領(lǐng)域,而1;y,y4和z1;y、z4代表參數(shù)的過(guò)程中,創(chuàng)新素質(zhì)的產(chǎn)品領(lǐng)域。這個(gè)值越高,

68、這些參數(shù),更好的創(chuàng)新素質(zhì)是假設(shè)是,進(jìn)一步從圖表上顯示的中心各參數(shù)會(huì)發(fā)生。</p><p>　　3.3 創(chuàng)新素質(zhì)和策略</p><p>　　作為隱含在年底前節(jié)、不同模式的創(chuàng)新素質(zhì)可以在不同的領(lǐng)域。但同樣的成功的公司，一個(gè)可能有強(qiáng)大的產(chǎn)品/服務(wù)領(lǐng)域,另一個(gè)可能成為強(qiáng)大的過(guò)程域,但都是非常成功的。評(píng)估人的創(chuàng)新素質(zhì)模式本身并不作出任何聲明,關(guān)于公司的成功展示這個(gè)形式，它目的并不是要去做的事情。創(chuàng)新

69、素質(zhì)是測(cè)量和顯示在一個(gè)健康是首要意識(shí)增加的方法組織內(nèi)以其創(chuàng)新的模式。</p><p>　　對(duì)于判斷其適用性,創(chuàng)新素質(zhì)模式需要會(huì)同該組織的戰(zhàn)略的追求。在這里,創(chuàng)新素質(zhì)可以得到一個(gè)主觀的內(nèi)涵,堅(jiān)持“以人為本”的質(zhì)量概念。對(duì)產(chǎn)品質(zhì)量的消費(fèi)者可能徹底失望與某一特定產(chǎn)品的質(zhì)量,而對(duì)另一位為公司生產(chǎn)和質(zhì)量水平,可能就是最佳的,可能是價(jià)值最大化。同樣的,對(duì)于創(chuàng)新素質(zhì):一個(gè)公司在一個(gè)特定的市場(chǎng)策略,以某一特定的創(chuàng)新素質(zhì)模式可能只

70、是最優(yōu),而在不同的公司同一市場(chǎng)上相同的模式,將被視為完全滿意。</p><p><b>　　4．結(jié)論</b></p><p>　　在這篇文章里的框架下的講述了一種方法,就是介紹的創(chuàng)新素質(zhì)。創(chuàng)新素質(zhì)可以根據(jù)三種不同的領(lǐng)域:產(chǎn)品/服務(wù)領(lǐng)域,過(guò)程域和企業(yè)領(lǐng)域來(lái)衡量,每一種領(lǐng)域都是有一系列的措施。創(chuàng)新素質(zhì)的顯示模式,旨在提高意識(shí)對(duì)于健康是首要的創(chuàng)新活動(dòng)的組織。</p&g

71、t;<p>　　為使一個(gè)判斷關(guān)于是否恰當(dāng)?shù)哪骋惶囟ǖ膭?chuàng)新素質(zhì)評(píng)價(jià)為某一特定組織這樣的結(jié)果需要在上下文的組織。同樣的結(jié)果——可被理解成不同的組織的戰(zhàn)略。創(chuàng)新戰(zhàn)略模式和質(zhì)量是一個(gè)成功的公司在一定時(shí)間的相應(yīng)框架，為確保一致性,使其能夠成為一個(gè)強(qiáng)大的方式支持決策。進(jìn)一步的研究正在進(jìn)行中，研究是集中建立一個(gè)一致的測(cè)量系統(tǒng)創(chuàng)新素質(zhì),評(píng)估策略和戰(zhàn)略行動(dòng)與創(chuàng)新領(lǐng)域的應(yīng)用,并調(diào)整策略和創(chuàng)新素質(zhì)方面允許建議增加創(chuàng)新素質(zhì)。</p>