http://csl.chinawuliu.com.cn/upload/files/636019557181806640.doc
    虽然质量管理在上世纪80年代和90年代已经开始流行，21世纪的企业仍然对此而苦恼。通用汽车和丰田汽车近期产品召回就是严重质量管理问题的显著例子，因质量差的而使得成本增加，导致了巨额利润损失。服务企业在提供价格合理的护理方面有很多质量问题，在服务设计和交付流程创新方面也有创新。这些常年质量提出了以下问题：在质量管理的道路上我们现处何处；21世纪的企业中，为了满足需求和客户期望，传统质量管理的实践和方法在产品开发阶段、产品周期压缩和员工压力方面，为我们解决了哪些挑战。

最近的一项研究（斯里尼瓦桑和Kurey，2014年）证实，通过每一个员工都有激情去灌输，而不是简单地跟随世俗的基于规则的技术（例如，质量控制工具或者最佳程序的模仿），这样真正的企业文化可以创造优良的品质环境。通过领导重视，消息可信度，同行参与，员工持股和自主创造的激情可能会大幅降低不良质量成本和质量计划的总成本（斯里尼瓦桑和Kurey，2014年）。劣质的成本估计占制造业和服务业公司总销售额的5％-30％（Metricstream报告，2014年）。好消息是，一个拥有高度发达的文化品质的公司，平均花费350万美元，少于拥有不发达的质量文化的公司（斯里尼瓦桑和Kurey，2014年）。

显然，21世纪企业的经济表现，为了捕捉客户对质量的期望，除了有章可循的技巧以外，同行驱动的目标设定，基层自治，员工授权，良好的信誉和责任是很重要的焦点。这个问题的目的是要压缩混合质量的软方面（人力方面）和进化策略，战术和方法的挑战来创建质量文化。目标是确定质量的软硬控制界限来处理问题，如缺乏灵活性，高水平定制，冗长的供应链，和供应商的监控等问题。重点是探索质量的创新商业应用。经济，商业和决策，而不是统计质量控制技术，会在意见书中发挥重要的作用。这期特刊的目的是作为新的质量管理研究成果的交流论坛，同时专注于为二十一世纪的企业创造合适的环境，文化和质量改进策略。

研究人员可以贡献自己的关于如何建立新的品质文化观点，以及为了提高企业的经济绩效，如何适当注意战略，战术和方法包括人为的方面。21世纪企业质量管理的一些潜在的研究课题给出如下：

•质量在企业的经济表现中所起的基本角色

•与现代质量管理相关的决策模型

•与客户的期望和信誉相关的低质量成本决策模型

•当代精益技术和经济对制造业和服务业的影响

•新的绩效指标和同行驱动目标设置的指标以及客户期望

•21物流和供应链运营中外包/离岸外包带来的质量挑战

•持续改进策略和模式导致在最短的可行的变化和旋转

•商业模式和策略，为企业内部员工参与同行

•最小化可行变化和旋转的持续改进策略和模式

•企业内部员工同行提升的商业模式和策略

•为获得可持续的竞争优势，精致的质量标准，规范和方法， 

•新兴哲学和看起来超越全面质量管理的商业策略和六西格玛

•研究多元文化环境中质量管理的影响力的商业模式

•技术，自动化和IT/ IS在质量管理中的作用及与员工授权关系

•产品创新，设计（R＆D）和基层自治在质量管理中的作用

•实现经济可持续发展中领导重视和过程的灵活性

•限定功能配置方面捕捉消息的可靠性和供应商参与的影响

我们在21世纪企业的质量管理中，追求前沿的发展，有趣的概念，创新实践和研究机会。我们强烈鼓励作者提交的实证研究和与研究对应的方法论，可以从数学模型到仿真，以及有合适的案例研究或大规模调查的概念模型。

手稿应提交不迟于2015年11月30日，应确认为生产经济国际期刊的格式（见IJPE网@http://www.elsevier.com/journals/international-journal-of-production-economics/0925-5273/guide-for-authors对于笔者的指南）。请通过EEShttp：//ees.elsevier.com/ijpe/提交您的文章，在提交过程中，当它提示“文章类型”时，选择“特刊：质量管理”。

参考文献

Srinivasan, A., Kurey, B. (2014). Creating a culture of quality.Harvard Business Review. Apr, 92(4): 23-25.

Metricstream report (2014). What is Your Company's Cost of PoorQuality (CoPQ) - Tools for calculating and reducing 

it.http://www.metricstream.com/insights/costofPoorQuality_home.htm(Lastaccessed on 16th April 2014).

发布计划：

•投稿：2015年11月30日

•审阅报告：2016年4月30日

•修改论文提交：2016年7月30日

•到发布终稿提交：2016年11月30日

特邀编辑：

Angappa Gunasekaran教授（总编）

决策与信息科学系

查尔顿商学院，马萨诸塞州大学

北达特茅斯，MA 02747-2300，USA

联系电话：+1（508）999-9187

电子邮件：agunasekaran@umassd.edu

Nachiappan Subramanian教授

诺丁汉大学商学院中国

宁波诺丁汉大学

宁波315 100，中国

电话：+86 574 8818 0197

电子邮件：Nachiappan.Subramanian@nottingham.edu.cn

倪伟教授

管理与营销系

香港理工大学

中国香港

电话：+852 2766 7296

电子邮件：mswtngai@polyu.edu.hk

Call for Papers: Quality Management in the 21stCentury Enterprises

Although quality management became popular in the 80’s and 90’s, 21st century enterprises are still struggling with the concept. Recent product recalls by General Motors and Toyota are notable examples of serious quality management issues that have led to substantial profit losses because of the increase in the costs of poor quality. Service enterprises have multiple quality challenges in offering affordable care and innovation through service design and delivery processes. These perennial quality challenges raise the questions of where we are in the quality journey and how far traditional quality management practices and methods have absorbed changes in product development stages, cycle time compression, and employee strain to match demand and customer expectations in the 21st century enterprises.

A recent study (Srinivasan and Kurey, 2014) confirms that an excellent quality environment can be created through a true culture where every employee should have a passion to imbue rather than simply follow mundane rule-based techniques, such as quality control tools or imitation of best procedures.Creating passion through leadership emphasis, message credibility, peer involvement, employee ownership, and autonomy may substantially reduce the cost of poor quality and the total cost for quality initiatives (Srinivasan andKurey, 2014). The cost of poor quality is estimated to range from 5% to 30% of gross sales for manufacturing and service companies (Metricstream report,2014). The good news is that companies with a highly developed culture of quality spend on average $350 million less than companies with poorly developed quality cultures (Srinivasan and Kurey, 2014).

Clearly, due focus is essential in capturing the human aspects of quality dimensions in meeting customer expectations, peer-driven target setting, grass roots autonomy, employee empowerment, good credibility, and accountability inaddition to rule-based techniques in the economic performance of 21st century enterprises. The purpose of this issue is to unpack the challenges in blending the soft aspects (human aspects) of quality and the evolutionary strategies,tactics and methods to create quality culture. The target is to identify the soft and hard control limits of quality to deal with problems, such as inflexibility, high levels of customization, lengthy supply chains, and monitoring of suppliers. The focus is on exploring innovative business applications of quality. Economics, business, and decision-making will play an important role in the submissions, rather than statistical quality control techniques. This special issue aims to serve as a forum of exchange of new research results in quality management, while focusing on creating the right climate, cultures, and strategies for quality improvement in the 21st century enterprises.

Researchers can contribute their perspective on how to build a novel quality culture that pays due attention to strategies, tactics and methods that include, human dimensions to improve firm’s economic performance. Some potential research topics on quality management in the 21st century enterprises are given below:

·        The basic role that quality plays in the economic performance of companies

·        Decision models related to contemporary quality management

·        Costs of poor quality decision models with customer expectations and credibility

·        Contemporary lean techniques and economical influences in manufacturing and services

·        New performance measures and metrics for peer-driven target settings and customer expectations

·        Outsourcing/offshoring quality challenges in the 21st logistics and supply chain operations

·        Continuous improvement strategies and models that results in minimal viable change and pivoting

·        Business models and tactics for peer involvement of employees within enterprises

·        Sophistication in quality standards, practices and methods to gain sustainable competitive advantage

·        Emerging philosophies and business tactics that looks beyond total quality management and six sigma

·        Business models that studies quality management influencein a multi-cultural environment

·        Role of technology, automation and IT/IS in quality management and its relationship with employee empowerment

·        Role of product innovation, design (R&D) and gross root autonomy in quality management

·        Leadership emphasis and process flexibility in achieving economical sustainability

·        Capturing message credibility and supplier involvement aspects in qualify function deployment

We seek cutting edge developments, interesting concepts, innovative practices and research opportunities in quality management for the 21st century enterprises.We highly encourage authors to submit empirical studies and methodologies adapted in the studies that could extend from mathematical models to simulation, and conceptual models with suitable case studies or large scale survey.

Manuscriptsshould be submitted not later than 30 November 2015 and should confirm to international journal of production economics format (see IJPE website @ http://www.elsevier.com/journals/international-journal-of-production-economics/0925-5273/guide-for-authors forauthor guidelines). Please submit your article via the EEShttp://ees.elsevier.com/ijpe/ and select “Special Issue: Quality Management” when it prompts to indicate the“Article Type” in the submission

References: 

Srinivasan,A., Kurey, B. (2014). Creating a culture of quality. Harvard BusinessReview. Apr, 92(4): 23-25.

Metricstreamreport (2014). What is Your Company's Cost of Poor Quality (CoPQ) - Tools forcalculating and reducing it.http://www.metricstream.com/insights/costofPoorQuality_home.htm(Lastaccessed on 16th April 2014).

PublicationSchedule:

·        Manuscript submission: 30 November 2015

·        Reviewer reports: 30 April 2016

·        Revised paper submission: 30 July 2016

·        Final manuscript submissions to publisher: 30 November2016

GuestEditors:

Professor Angappa Gunasekaran (Managing Editor)
Department of Decision and Information Sciences
Charlton College of Business, University of Massachusetts
North Dartmouth, MA 02747-2300, USA
Tel: +1 (508) 999-9187
Email: agunasekaran@umassd.edu

Professor Nachiappan Subramanian
Nottingham University Business School China
University of Nottingham, Ningbo
Ningbo 315 100, China
Tel: +86 574 8818 0197
Nachiappan.Subramanian@nottingham.edu.cn

Professor Eric Ngai
Department of Management and Marketing
The Hong Kong Polytechnic University
Hong Kong, China
Tel: +852 2766 7296
Email: mswtngai@polyu.edu.hk