Based on an innovative audit on the innovative performance evaluation scorecard

[Abstract] performance evaluation of Innovation in the review of previous studies based on the classic Innovation audit model a brief introduction, details of the Fraunhofer Innovation audit scorecard tool and look forward to an innovative audit in Chinese enterprises application.

[Keywords] Innovation performance Innovation performance evaluation audit

With the increasingly competitive society, how to improve through continuous innovation and the competitiveness of all enterprises have become the focus of attention. Innovation audit as a product of the times and society, theoretical research, how to use innovative audit approach innovation performance of enterprises evaluation, but also scholars of research.

An innovation audit
1. The concept of innovation audit
Since the late 1980s, many foreign scholars have put forward innovative audit model. Vittorio Chiesa (1996), who believes that "innovation audit refers to the measure of innovation, based on their own or through third-party audit of the use of the innovative activities of enterprises assess the location, identify the current situation and expectations of the innovation gap between the situation to determine where the problem is and the need to improve the link, so as to improve the management of innovation to provide the necessary information, and promote the improvement of implementation of the scheme. "Simple, innovation is the use of audit auditing principles, methods, the whole process of innovation review, monitoring and management activities [1].

(2) innovation audit model
Domestic and foreign scholars on innovation, innovation process, innovation performance, in terms of innovation for innovation and a comprehensive audit of a variety of innovative audit model (Table 1), as a business object and a clear audit of the basic framework of the audit ideas, but also companies to determine audit and indicator system of the basic premise.

The four different innovation audit models are starting from different requirements and settings. Foreign innovation audit model is based on a survey of businesses established, and domestic scholars in the building audit model generally determined by reference Chiesa audit model.

Second, the innovation and application audit scorecard
1. Innovation scorecard example audit
Fraunhofer Institute has designed two innovative audit tools. The first is innovation audit scorecard, another innovation for innovation continue to control the card. Innovation scorecard to a four-audit system to assess the results of the audit qualitative classification of different levels have different performance characteristics, a full audit to determine a collection of signs, each containing a large number of tags directly to determine the measures and proposals to the Innovation audit mainly on four areas of innovation, every innovation in many areas including auditing standards, such as innovation strategy, including competitive analysis, market analysis, customer analysis, business analysis, internal audit standards established for each audit criterion is based on the main issues to audit, and each is divided into a number of major issues the details. "corporate internal analysis." The auditing standards, for example, can be major problem "how to determine the company's strengths, weaknesses and core competencies" into a number of details, such as "through a systematic analysis to determine the company's strengths and weaknesses?", "Analysis of the results (strengths and weaknesses to respond to opportunities and risks facing businesses do? ", etc. Figure 1 shows the four innovation audit scorecard evaluation system in the" internal analysis "of the auditing standards in the application.

Innovation audit scorecard
Auditing standards: internal analysis
Level 1 - there is a clear need for measures
For little is known about their strengths and weaknesses
Level 2 - now have to take measures necessary to
Basic understanding of their strengths and weaknesses, there is no positive attention it
Level 3 - good, but there is still room for improvement
Through business analysis about their own advantages, the weak cognition, and standing business strategy and innovation strategy attaches great importance to it. The technical potential for their own only after this stage can be improved.

Level 4 - the situation is very good, for the moment only a small room for improvement
Figure 1 The classification of innovation audit scorecard
Card innovation audit tool is not the strict sense, because it is an independent audit and innovation, mainly for the usual long-term innovation management control process. Fraunhofer innovation in card design, will examine four areas of the nine areas: innovation strategy (strategic planning, core technology, market Development, Product and service innovation process (the process of innovation, project management, innovation and structure (organization-cum-partner, core competencies-cum-knowledge structure), culture of innovation (innovation culture. Innovation cards include the following: areas, key factors, indicators, stages of implementation and maturity models, each defined in a number of key areas of special factors, and corresponding indicators to measure these specific factors to reflect the values ​​of these indicators the innovation capability of enterprises. 2 to market Development, for example, key factors and indicators showing the relationship between the Links to free download http://www.hi138.com
Indicator values ​​can be determined by the degree of maturity level, first, to define a level of maturity of each threshold, then the comparison of each indicator or target value and the measured values ​​compares the value and weight and then weighted get a score when the score exceeds a threshold, that is, to achieve the appropriate level of maturity. innovation capability maturity model will be divided into five levels, focusing on the innovation process, can be explained by the innovation on the card to obtain the abstract success factors and indicators of value, and for each area of ​​improvements made as a direct proposal, the results can be used as measures to improve the basis for innovation capacity, each a level of maturity, at least one success factor As a representative, each higher level must be more than the previous level to meet the requirements of this at all levels to ensure observation of the integrity of the enterprise.

(2) the application of innovative audit
Innovation in the implementation of the audit is divided into the following phases:
(1 preparation phase: identification of target analysis, interviews with selected survey of departments and objects, models and indicators of Development of the audit system, and identify innovative inputs and innovative program results according to corporate strategic objectives designed to measure indicators.

(2 audit operational phase: the auditors according to the dominant ideology, to promote the implementation of the audit, and expert interviews to discuss the form of implementation of the survey, recording data (interviews, observations, talks, comments and other.

(3 analysis and evaluation stage: interviews and discussions on the results of analysis and evaluation, writing audit reports, and prior to the establishment of standards for comparison, in-depth analysis of the existing differences, finding problems and problem-oriented improvements.

Third, the prospect of China's innovation audit and research
Most scholars focus on theoretical discussion and summary of the law, lack of innovation management system of norms, and the emergence of innovative audit to fill this gap. The application and promotion of audit tools, will lead to widespread dissemination of advanced experience, and promote industrial innovation in China all-round Development because of infrastructure, technology, economic, cultural and social aspects of different, China's enterprises in the application of audit tools must be designed to meet the actual situation of their own models. In addition, the audit process innovation should be a continuous feedback, and continuously updated dynamic system, the need for the entire dynamic of the performance audit activity and continuously monitor and correct the audit process innovation. In short, innovation is the evaluation of internal audit activities in a more innovative good way to improve business innovation through innovative audit capabilities, will help companies to better face the tough competition in the market, to survive in the competition, and better Development opportunities.

References:
[1] V. Chiesa, P. Coughlan, CAVoss. Development of a technical innovation audit [J]. Journal of Product Innovation Management, 1996 (13) ,105-136
[2] RABurgelman, TJKosnik, M.vanden.Poel.Toward an Innovative Capabilities Audit Framework [J]. Strategic Management of technology and innovation, 1988,31 - 44
[3] Adler, Paul S. Strategic Management of Technical Functions [J]. Sloan Management Review, 1992,33 (2): 19 - 37
[4] Chen Jin Gong Yan: Benchmarking of technological innovation: a new theoretical model building and analysis [J]. Engineering and Engineering Management, 2002,16 (4) :28-32

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