2016-外文翻译
建筑施工质量管理体系外文翻译参考文献
建筑施工质量管理体系外文翻译参考文献1. GB/T -2016 英文名称：Quality management systems--Requirements《质量管理体系要求》2. GB/T -2016 英文名称：Quality management systems--Guidelines for the application of ISO 9001:2015《质量管理体系应用指南》3. GB -2013 英文名称：Code for construction quality acceptance of building engineering《建筑工程质量验收规范》4. GB -2011 英文名称：Code for acceptance of constructional quality of masonry engineering《砌体工程施工质量验收规范》5. GB -2010 英文名称：Code for design of concrete structures《混凝土结构设计规范》6. GB -2013 英文名称：Standard for building drawing standardization《建筑施工图件编制规范》7. GB -2001 英文名称：Code for acceptance of construction quality of pile foundation engineering《桩基工程施工质量验收规范》8. /T 11-2017 英文名称：Technical specification for concrete structure of tall building《高层建筑混凝土结构技术规范》9. 63-2013 英文名称：Technical specification for strengthening of building structures using carbon fiber reinforced plastics 《建筑结构加固碳纤维布增强复合材料技术规范》10. 81-2002 英文名称：Technical specification for application of sprayed mortar in building construction and acceptance of quality 《建筑喷涂砂浆工程施工及质量验收技术规定》。
毕业论文外文译文
毕业论文外文译文Due to the increasing globalization and internationalization of the business world, the ability to communicate effectively in a foreign language has become a crucial skill for graduates. However, many studies have shown that traditional language education methods are not always effective in developing this skill. This paper explores the use of communicative language teaching (CLT) as a more effective approach to foreign language instruction.CLT is an approach to language teaching that emphasizes the importance of communication and interactions in the language learning process. Traditional language education methods often focus on grammar and vocabulary drills, which prioritize accuracy over communicative competence. In contrast, CLT promotes the use of authentic materials and real-life situations to encourage learners to actively engage in meaningful communication.One of the main advantages of CLT is that it enhances learners' motivation and engagement in the language learning process. Traditional language education methods can be dry and repetitive, which can lead to boredom and disinterest among learners. In contrast, CLT provides learners with opportunities to use the language in practical, real-life situations, making the learning experience more meaningful and enjoyable.Furthermore, CLT enables learners to develop not only their linguistic competence but also their communicative competence. Communicative competence refers to the ability to use language appropriately and effectively in different social and cultural contexts. Traditional language education methods often prioritizethe acquisition of grammar rules and vocabulary, neglecting the importance of sociolinguistic and pragmatic aspects of language use. In contrast, CLT emphasizes the importance of developing all aspects of communicative competence, including cultural awareness and interpersonal skills.Another advantage of CLT is that it promotes the development of critical thinking and problem-solving skills. Traditional language education methods often focus on rote memorization and repetition, which limit learners' ability to think critically and apply their knowledge to real-life situations. In contrast, CLT encourages learners to engage in meaningful communication, which requires them to think critically, make decisions, and solve problems in the target language.In conclusion, CLT offers several advantages over traditional language education methods. It enhances learners' motivation and engagement, promotes the development of communicative competence, and fosters critical thinking and problem-solving skills. Therefore, it can be a more effective approach to foreign language instruction in the context of increasing globalization and internationalization.。
外文文献翻译(英文+中文对照)
外文文献翻译 例如例如：：下面是一个样板下面是一个样板，，如需要更多的机械相关专业的外文文献可以联系QQ: 763077177 (非诚勿扰) Coating thickness effects on diamond coated cutting tools F. Qin, Y.K. Chou,D. Nolen and R.G. ThompsonAvailable online 12 June 2009. Abstract ：Chemical vapor deposition (CVD)-grown diamond films have found applications as a hard coating for cutting tools. Even though the use of conventional diamond coatings seems to be accepted in the cutting tool industry, selections of proper coating thickness for different machining operations have not been often studied. Coating thickness affects the characteristics of diamond coated cutting tools in different perspectives that may mutually impact the tool performance in machining in a complex way.In this study, coating thickness effects on the deposition residual stresses, particularly around a cutting edge, and on coating failure modes were numerically investigated. On the other hand, coating thickness effects on tool surface smoothness and cutting edge radii were experimentally investigated. In addition, machining Al matrix composites using diamond coated tools with varied coating thicknesses was conducted to evaluate the effects on cutting forces, part surface finish and tool wear.The results are summarized as follows. Increasing coating thickness will increase the residual stresses at the coating–substrate interface. On the other hand, increasing coating thickness will generally increase the resistance of coating cracking and delamination. Thicker coatings will result in larger edge radii; however, the extent of the effect on cutting forces also depends upon the machining condition. For the thickness range tested, the life of diamond coated tools increases with the coating thickness because of delay of delaminations. Keywords: Coating thickness; Diamond coating; Finite element; Machining; Tool wear1. IntroductionDiamond coatings produced by chemical vapor deposition (CVD) technologies have been increasingly explored for cutting tool applications. Diamond coated tools have great potential in various machining applications and an advantage in fabrications of cutting tools with complex geometry such as drills. Increased usages of lightweight high-strength components have also resulted in significant interests in diamond coating tools. Hot-filament CVD is one of common processes of diamond coatings and diamond films as thick as 50 µm have been deposited on various materials including cobalt-cemented tungsten carbide (WC-Co) . There have also been different CVD technologies, e.g., microwave plasma assisted CVD , developed to enhance the deposition process as well as the film quality too. However, despite the superior tribological and mechanical properties, the practical applications of diamond coated tools are still limited.Coating thickness is one of the most important attributes to the coating system performance. Coating thickness effects on tribological performance have been widely studied. In general, thicker coatings exhibited better scratch/wear resistance performance than thinner ones due to their better load-carrying capacity. However, there are also reports that claim otherwise and . For example, Dorner et al. discovered, that the thickness of diamond-like-coating (DLC), in a range of 0.7–3.5 µm, does not influence the wear resistance of the DLC–Ti6Al4V . For cutting tool applications, however, coating thickness may have a more complicated role since its effects may be augmented around the cutting edge. Coating thickness effects on diamond coated tools are not frequently reported. Kanda et al. conducted cutting tests using diamond-coated tooling . The author claimed that the increased film thickness is generally favorable to tool life. However, thicker films will result in the decrease in the transverse rupture strength that greatly impacts the performance in high speed or interrupted machining. In addition, higher cutting forces were observed for the tools with increased diamond coating thickness due to the increased cutting edge radius. Quadrini et al. studied diamond coated small mills for dental applications . The authors tested different coating thickness and noted that thick coatings induce high cutting forces due to increased coating surface roughness and enlarged edge rounding. Such effects may contribute to the tool failure in milling ceramic materials. The authors further indicated tools with thin coatings results in optimal cutting of polymer matrix composite . Further, Torres et al. studied diamondcoated micro-endmills with two levels of coating thickness . The authors also indicated that the thinner coating can further reduce cutting forces which are attributed to the decrease in the frictional force and adhesion.Coating thickness effects of different coating-material tools have also been studied. For single layer systems, an optimal coating thickness may exist for machining performance. For example, Tuffy et al. reported that an optimal coating thickness of TiN by PVD technology exists for specific machining conditions . Based on testing results, for a range from 1.75 to 7.5 µm TiN coating, thickness of 3.5 µm exhibit the best turning performance. In a separate study, Malik et al. also suggested that there is an optimal thickness of TiN coating on HSS cutting tools when machining free cutting steels . However, for multilayer coating systems, no such an optimum coating thickness exists for machining performance .The objective of this study was to experimentally investigate coating thickness effects of diamond coated tools on machining performance — tool wear and cutting forces. Diamond coated tools were fabricated, by microwave plasma assisted CVD, with different coating thicknesses. The diamond coated tools were examined in morphology and edge radii by white-light interferometry. The diamond coated tools were then evaluated by machining aluminum matrix composite in dry. In addition, deposition thermal residual stresses and critical load for coating failures that affect the performance of diamond coated tools were analytically examined.2. Experimental investigationThe substrates used for diamond coating experiments, square-shaped inserts (SPG422), were fine-grain WC with 6 wt.% cobalt. The edge radius and surface textures of cutting inserts prior to coating was measured by a white-light interferometer, NT1100 from Veeco Metrology.Prior to the deposition, chemical etching treatment was conducted on inserts to remove the surface cobalt and roughen substrate surface. Moreover, all tool inserts were ultrasonically vibrated in diamond/water slurry to increase the nucleation density. For the coating process, diamond films were deposited using a high-power microwave plasma-assisted CVD process.A gas mixture of methane in hydrogen, 750–1000 sccm with 4.4–7.3% of methane/hydrogen ratio, was used as the feedstock gas. Nitrogen gas, 2.75–5.5 sccm, was inserted to obtain nanostructures by preventing columnar growth. The pressure was about 30–55 Torr and the substrate temperature was about 685–830 °C. A forward power of 4.5–5.0 kW with a low deposition rate obtained a thin coating; a greater forward power of 8.0–8.5 kW with a highdeposition rate obtained thick coatings, two thicknesses by varying deposition time. The coated inserts were further inspected by the interferometer.A computer numerical control lathe, Hardinge Cobra 42, was used to perform machining experiments, outer diameter turning, to evaluate the tool wear of diamond coated tools. With the tool holder used, the diamond coated cutting inserts formed a 0° rake angle, 11° relief angle, and 75° lead angle. The workpieces were round bars made of A359/SiC-20p composite. The machining conditions used were 4 m/s cutting speed, 0.15 mm/rev feed, 1 mm depth of cut and no coolant was applied. The selection of machining parameters was based upon previous experiences. For each coating thickness, two tests were repeated. During machining testing, the cutting inserts were periodically inspected by optical microscopy to measure the flank wear-land size. Worn tools after testing were also examined by scanning electron microscopy (SEM). In addition, cutting forces were monitored during machining using a Kistler dynamometer.5. ConclusionsIn this study, the coating thickness effects on diamond coated cutting tools were studied from different perspectives. Deposition residual stresses in the tool due to thermal mismatch were investigated by FE simulations and coating thickness effects on the interface stresses were quantified. In addition, indentation simulations of a diamond coated WC substrate with the interface modeled by the cohesive zone were applied to analyze the coating system failures. Moreover, diamond coated tools with different thicknesses were fabricated and experimentally investigated on surface morphology, edge rounding, as well as tool wear and cutting forces in machining. The major results are summarized as follows.(1) Increase of coating thickness significantly increases the interface residual stresses, though little change in bulk surface stresses.(2) For thick coatings, the critical load for coating failure decreases with increasing coating thickness. However, such a trend is opposite for thin coatings, for which radial cracking is the coating failure mode. Moreover, thicker coatings have greater delamination resistance.(3) In addition, increasing the coating thickness will increase the edge radius. However, for the coating thickness range studied, 4–29 µm, and with the large feed used, cutting forces were affected only marginally.(4) Despite of greater interface residual stresses, increasing the diamond coating thickness, for the range studied, seem to increase tool life by delay of coating delaminations.AcknowledgementsThis research is supported by National Science Foundation, Grant No.: CMMI 0728228. P. Lu provided assistance in some analyses.金刚石涂层刀具的涂层厚度的影响作者：F. Qin, Y.K. Chou,D. Nolen and R.G. Thompson发表日期：2009摘要：化学气相沉积法（CVD），金刚石薄膜的发现，作为涂层刀具的应用。
中英文文献以及翻译(化工类)
Foreign material：Chemical Industry1.Origins of the Chemical IndustryAlthough the use of chemicals dates back to the ancient civilizations, the evolution of what we know as the modern chemical industry started much more recently. It may be considered to have begun during the Industrial Revolution, about 1800, and developed to provide chemicals roe use by other industries. Examples are alkali for soapmaking, bleaching powder for cotton, and silica and sodium carbonate for glassmaking. It will be noted that these are all inorganic chemicals. The organic chemicals industry started in the 1860s with the exploitation of William Henry Perkin’s discovery if the first synthetic dyestuff—mauve. At the start of the twentieth century the emphasis on research on the applied aspects of chemistry in Germany had paid off handsomely, and by 1914 had resulted in the German chemical industry having 75% of the world market in chemicals. This was based on the discovery of new dyestuffs plus the development of both the contact process for sulphuric acid and the Haber process for ammonia. The later required a major technological breakthrough that of being able to carry out chemical reactions under conditions of very high pressure for the first time. The experience gained with this was to stand Germany in good stead, particularly with the rapidly increased demand for nitrogen-based compounds (ammonium salts for fertilizers and nitric acid for explosives manufacture) with the outbreak of world warⅠin 1914. This initiated profound changes which continued during the inter-war years (1918-1939).Since 1940 the chemical industry has grown at a remarkable rate, although this has slowed significantly in recent years. The lion’s share of this growth has been in the organic chemicals sector due to the development and growth of the petrochemicals area since 1950s. The explosives growth in petrochemicals in the 1960s and 1970s was largely due to the enormous increase in demand for synthetic polymers such as polyethylene, polypropylene, nylon, polyesters and epoxy resins.The chemical industry today is a very diverse sector of manufacturing industry, within which it plays a central role. It makes thousands of different chemicals whichthe general public only usually encounter as end or consumer products. These products are purchased because they have the required properties which make them suitable for some particular application, e.g. a non-stick coating for pans or a weedkiller. Thus chemicals are ultimately sold for the effects that they produce.2. Definition of the Chemical IndustryAt the turn of the century there would have been little difficulty in defining what constituted the chemical industry since only a very limited range of products was manufactured and these were clearly chemicals, e.g., alkali, sulphuric acid. At present, however, many intermediates to products produced, from raw materials like crude oil through (in some cases) many intermediates to products which may be used directly as consumer goods, or readily converted into them. The difficulty cones in deciding at which point in this sequence the particular operation ceases to be part of the chemical industry’s sphere of activities. To consider a specific example to illustrate this dilemma, emulsion paints may contain poly (vinyl chloride) / poly (vinyl acetate). Clearly, synthesis of vinyl chloride (or acetate) and its polymerization are chemical activities. However, if formulation and mixing of the paint, including the polymer, is carried out by a branch of the multinational chemical company which manufactured the ingredients, is this still part of the chemical industry of does it mow belong in the decorating industry?It is therefore apparent that, because of its diversity of operations and close links in many areas with other industries, there is no simple definition of the chemical industry. Instead each official body which collects and publishes statistics on manufacturing industry will have its definition as to which operations are classified as the chemical industry. It is important to bear this in mind when comparing statistical information which is derived from several sources.3. The Need for Chemical IndustryThe chemical industry is concerned with converting raw materials, such as crude oil, firstly into chemical intermediates and then into a tremendous variety of other chemicals. These are then used to produce consumer products, which make our livesmore comfortable or, in some cases such as pharmaceutical produces, help to maintain our well-being or even life itself. At each stage of these operations value is added to the produce and provided this added exceeds the raw material plus processing costs then a profit will be made on the operation. It is the aim of chemical industry to achieve this.It may seem strange in textbook this one to pose the question “do we need a chemical industry?” However trying to answer this question will provide(ⅰ) an indication of the range of the chemical industry’s activities, (ⅱ) its influence on our lives in everyday terms, and (ⅲ) how great is society’s need for a chemical industry. Our approach in answering the question will be to consider the industry’s co ntribution to meeting and satisfying our major needs. What are these? Clearly food (and drink) and health are paramount. Other which we shall consider in their turn are clothing and (briefly) shelter, leisure and transport.(1)Food. The chemical industry makes a major contribution to food production in at least three ways. Firstly, by making available large quantities of artificial fertilizers which are used to replace the elements (mainly nitrogen, phosphorus and potassium) which are removed as nutrients by the growing crops during modern intensive farming. Secondly, by manufacturing crop protection chemicals, i.e., pesticides, which markedly reduce the proportion of the crops consumed by pests. Thirdly, by producing veterinary products which protect livestock from disease or cure their infections.(2)Health. We are all aware of the major contribution which the pharmaceutical sector of the industry has made to help keep us all healthy, e.g. by curing bacterial infections with antibiotics, and even extending life itself, e.g. ß–blockers to lower blood pressure.(3)Clothing. The improvement in properties of modern synthetic fibers over the traditional clothing materials (e.g. cotton and wool) has been quite remarkable. Thus shirts, dresses and suits made from polyesters like Terylene and polyamides like Nylon are crease-resistant, machine-washable, and drip-dry or non-iron. They are also cheaper than natural materials.Parallel developments in the discovery of modern synthetic dyes and the technology to “bond” th em to the fiber has resulted in a tremendous increase in the variety of colors available to the fashion designer. Indeed they now span almost every color and hue of the visible spectrum. Indeed if a suitable shade is not available, structural modification of an existing dye to achieve this canreadily be carried out, provided there is a satisfactory market for the product.Other major advances in this sphere have been in color-fastness, i.e., resistance to the dye being washed out when the garment is cleaned.(4)Shelter, leisure and transport. In terms of shelter the contribution of modern synthetic polymers has been substantial. Plastics are tending to replace traditional building materials like wood because they are lighter, maintenance-free (i.e. they are resistant to weathering and do not need painting). Other polymers, e.g. urea-formaldehyde and polyurethanes, are important insulating materials f or reducing heat losses and hence reducing energy usage.Plastics and polymers have made a considerable impact on leisure activities with applications ranging from all-weather artificial surfaces for athletic tracks, football pitches and tennis courts to nylon strings for racquets and items like golf balls and footballs made entirely from synthetic materials.Like wise the chemical industry’s contribution to transport over the years has led to major improvements. Thus development of improved additives like anti-oxidants and viscosity index improves for engine oil has enabled routine servicing intervals to increase from 3000 to 6000 to 12000 miles. Research and development work has also resulted in improved lubricating oils and greases, and better brake fluids. Yet again the contribution of polymers and plastics has been very striking with the proportion of the total automobile derived from these materials—dashboard, steering wheel, seat padding and covering etc.—now exceeding 40%.So it is quite apparent even from a brief look at the chemical industry’s contribution to meeting our major needs that life in the world would be very different without the products of the industry. Indeed the level of a country’s development may be judged by the production level and sophistication of its chemical industry4. Research and Development (R&D) in Chemical IndustriesOne of the main reasons for the rapid growth of the chemical industry in the developed world has been its great commitment to, and investment in research and development (R&D). A typical figure is 5% of sales income, with this figure being almost doubled for the most research intensive sector, pharmaceuticals. It is important to emphasize that we are quoting percentages here not of profits but of sales income, i.e. the total money received, which has to pay for raw materials, overheads, staff salaries, etc. as well. In the past this tremendous investment has paid off well, leading to many useful and valuable products being introduced to the market. Examplesinclude synthetic polymers like nylons and polyesters, and drugs and pesticides. Although the number of new products introduced to the market has declined significantly in recent years, and in times of recession the research department is usually one of the first to suffer cutbacks, the commitment to R&D remains at a very high level.The chemical industry is a very high technology industry which takes full advantage of the latest advances in electronics and engineering. Computers are very widely used for all sorts of applications, from automatic control of chemical plants, to molecular modeling of structures of new compounds, to the control of analytical instruments in the laboratory.Individual manufacturing plants have capacities ranging from just a few tones per year in the fine chemicals area to the real giants in the fertilizer and petrochemical sectors which range up to 500,000 tonnes. The latter requires enormous capital investment, since a single plant of this size can now cost $520 million! This, coupled with the widespread use of automatic control equipment, helps to explain why the chemical industry is capital-rather than labor-intensive.The major chemical companies are truly multinational and operate their sales and marketing activities in most of the countries of the world, and they also have manufacturing units in a number of countries. This international outlook for operations, or globalization, is a growing trend within the chemical industry, with companies expanding their activities either by erecting manufacturing units in other countries or by taking over companies which are already operating there.化学工业1.化学工业的起源尽管化学品的使用可以追溯到古代文明时代，我们所谓的现代化学工业的发展却是非常近代（才开始的）。
中小企业盈利能力分析外文翻译文献
文献信息：文献标题：Skills that improve profitability: The relationship between project management, IT skills, and small to medium enterprise profitability（提高盈利能力的技能: 项目管理、IT 技能和中小型企业盈利能力之间的关系）国外作者：Julien Pollack，Daniel Adler文献出处：《International Journal of Project Management》,2016,34 (5):831-838字数统计：英2683单词，15092字符；中文4479汉字外文文献：Skills that improve profitability:The relationship between project management, IT skills, and small to medium enterprise profitability Abstract It is commonly assumed that using project management and IT skills are good for business performance. This research explored this assumption by testing whether the use of project management and IT skills have a positive affect on business' total sales and profitability. The research data was drawn from two longitudinal Government surveys of small to medium enterprises in Australia. Models were created to describe the relationship between project management, IT skills, profitability and total sales using multiple linear regression and binary logistic regression. The results show that when controlling for the influence of other business skills, project management and IT skills have a significant positive influence on sales and profitability.Keywords:Project management; Information technology; Small to medium enterprise; Profitability; Sales; Business skills1.IntroductionIt is a basic and fundamental assumption that developing business skills in your employees improves the profitability of your business. Although it may be difficult to test each step in the long and diffuse causal chain from an improved employee skill set to a better bottom line, the link between developing employee capability and improved company performance is typically taken as so obvious that it is rarely questioned. This assumption is held for skills such as the ability to manage projects, where it is taken for granted that using project management to reach strategic and operational objectives improves performance. Similarly, we tend to assume that increased information technology (IT) staff capability helps businesses not only survive, but excel in our currently changing technological climate. Were these assumptions false, there would be little justification to support the significant investments that organisations and individuals make on personnel development in these disciplines.Many researchers have commented that project management improves the likelihood of an organisation being successful. The benefits of project management to organisations have been expressed as an improvement in productivity (McHugh and Hogan, 2011; Cleland, 1984), effectiveness (Shenhar et al., 2001), efficiency (Stimpson, 2008), and performance (Abbasi and Al-Mharmah, 2000), while the benefits of IT investment are commonly cited as providing strategic value (Carr, 2003), improved productivity (Hwang et al., 2015), and improved levels of organisational internal entrepreneurship (Benitez-Amando et al., 2010). This body of research appears to provide strong justification for sustaining the assumption that project management and IT skills support financial performance.However, this assumption remains largely unexamined. In the project management literature, the debate more commonly focuses on developing idealised, or contingent, models of project management, ways of implementing these, and the examination of criteria that contribute to the success and failure of projects. In this regard, the IT literature is not that different, with an added emphasis on the impacts and opportunities associated with specific technological developments. In 2012,Hällgren (2012)called for an increased emphasis on research that explores the basic assumptions that underpin project management research and practice, and this research responds to that call by questioning whether the use of project management and IT as core business skills have an impact on businesses' financial performance, focusing on the roles these skills play in Australian small to medium enterprises (SMEs).2.Literature reviewThere is a large body of research that examines the ways in which project management can be improved, developed and refined, so that organisational objectives are delivered more effectively (e.g. Hagen and Park, 2013; Kloppenborg et al., 2014). For instance, there have been a variety of studies that have linked personality types to project success (Creasy and Anantatmula, 2013; Cohen et al., 2013), or factors that impact productivity on projects (Ng et al., 2004). Other research has focused on process related issues, such as the link between project management process maturity and project success (Mir and Pinnington, 2014), or links between the maturity of the portfolio management system in an organisation and project success (Reyck et al., 2005). One consistent emphasis in these studies is that they focus on project success rather than organisational performance. The relationship between project and business success is usually left to implication only.It is more common for research to examine the relationship between IT and organisational performance. However, this “… literature has traditionally shown contradictory results regarding the impact of the IT artefact on firm performance” (Benitez-Amando et al., 2010, p. 551). Taking e-commerce as an example, Hau et al. (2015) found that e-commerce affected the gross operating profit for some categories of hotel, while a cross-sector study by Hwang et al. (2015) found no link between e-commerce and business performance. Other studies have taken an indirect approach, often based on the assumption that IT is an enabler of business functions but not necessarily one that directly impacts upon performance. For example, IT capability has been found to indirectly affect business performance through customer orientation(Nakata et al., 2008). Investment in IT has also been found to positively affect a company's internal entrepreneurship culture, which then indirectly affects company performance (Benitez-Amando et al., 2010), and to enable a proactive environmental strategy, which can in turn mediate the effect of IT on business performance (Benitez-Amando and Walczuch, 2012).In addition to a lack of research that tests the assumption that there is a link between project management skills or IT skills, and financial performance, there is a tendency in the project management literature to focus on mega-projects (e.g. Flyvbjerg, 2014; Eweje et al., 2012; Winch, 2013; Brady and Davies, 2014). In contrast to this prevailing trend, the research presented in this paper focuses on the impact of business skills on small to medium enterprise (SME) performance. The tendency to focus on larger projects is understandable, given how entertaining it is to read of their spectacular failures and successes, and the air of glamour associated with the large sums invested in mega-projects. However, the importance of SMEs to the social and economic health of countries has long been recognised (Beck et al., 2005; Schiffer and Weder, 2001; Ayyagari et al., 2007). It is acknowledged that SMEs may, and do, contribute to larger projects, but SMEs more commonly work on smaller projects. SMEs account for 40–70% of the value added by the business sector, and 70–90% of all enterprises in OECD countries are SMEs (OECD, 2013a, 2013b). This is consistent with data from Australia; the context in which this research is set. In Australia, there were over one million SMEs operating in 2012, representing over 90% of the business sector (ABS, 2012a,b) making SME profitability critical to the broader economy. In these SMEs, the Australian Bureau of Statistics (ABS) found IT professional skills in use in one in six SMEs, and project management used by one in eight SMEs (ABS, 2013a).Project management research has often been submerged in the general management research into human resources, sales and marketing (Hudson et al., 2001; Turner et al., 2009; Turner et al., 2010). However, given that project management is a vital skill for SMEs (Turner et al., 2012), the critical role that project management plays in small business success (Sádaba et al.,2014), and the frequency with which ITprofessional skills and project management skills are used in SMEs, there is surprisingly little research which examines how these skills are used by SMEs, and how they affect business profitability.3.MethodologyData for this research was sourced from the ABS Business Longitudinal Database (BLD). The BLD includes data relevant to understanding the performance of Australian businesses. It is compiled from a number of sources, including Australian Government tax records and questionnaire responses. The ABS uses a data quality framework based on the Statistics Canada Quality Assurance Framework (Statistics Canada, 2002) and the European Statistics Code of Practice (Eurostat, 2011). In the case of the survey data used in this research, a quality declaration was issued indicating a response rate of over 95%, and a relative sampling error of less than 10%.In the 2004–2005 financial year, the ABS selected a panel of SMEs based on them being representative of their industry or population group. Business details were sourced from the Australian Business Register (ABR), a database that contains the names and addresses of all businesses that have a registered Australian Business Number (ABN) with the Australian Taxation Office (ATO). Panel members were asked to respond to a survey for five consecutive years. The surveys were addressed to the owner/manager of the business, as listed in the ABR, asking them to complete and return the survey. Panel size was determined based on the expected dropout rate, and designed to ensure that a sufficiently large number of businesses remained in each industry sector and size classification for statistical analysis at the end of the five year period. New members were not introduced to the panel after the first year.This research makes reference to two panels. Panel 1 includes data from the 2004–2005 financial year to 2009–2010, and Panel 2 includes data from the 2006–2007 to the 2010–2011 financial year. The BLD uses a variety of selection criteria for panel inclusion, including the requirements that businesses have less than 200 employees, that the business has a simple structure, and has only a single ABN (ABS,2013b). The Oslo Manual survey development guidelines for measuring business innovation (OECD/Eurostat, 2005) were referenced in the development of the survey, and the BLD integrates with limited data from the ATO. These panels are of interest because they included questions regarding the core business skills that respondents used in conducting their business (ABS, 2012a,b).4. Data analysisThe data analysis presented in this paper focuses on three questions:(1)During the previous year, were any of the following types of skills used by the business in undertaking its core activities: engineering (ENG); scientific and research (SCI); IT professionals (ITP); IT support technicians (ITS); trades (TRA); transport; plant and machinery operation (MAC); marketing (MAR); project management (PM); business management (BUS); and financial (FIN).(2)Total sales, as reported in Australian Tax Office Business Activity Statements.(3)Compared with the previous year, did profitability decrease, stay the same, or increase?5.DiscussionIt was found that project management skills, IT professional and support skills, financial skills and business management skills had a significant positive relationship with the SME's total reported sales in both panels. Of the business skills tested in the BLD, project management skills were shown to have the strongest positive correlation to total sales. The results for transport, plant and machinery operation skills were inconclusive, as they only significantly affected sales results in one panel. Marketing and trades skills were not found to have a significant influence on sales results, the former of which is particularly noteworthy given its general disciplinary focus. It is also interesting to note that while scientific and research skills did show an influence on total sales in both panels, it was a negative. A possible explanation for this result can be attributed to the high-risks often associated with research and development. An alternative explanation is that research and development return on investment mayonly become apparent over a longer time scale than this survey has captured. Profitable research and development may be more viable in larger organisations than those that participated in the BLD, as larger organisations are more likely to be able to support the overheads associated with specialist scientific equipment, and have the contingency to survive the inevitable costs of failure associated with discovery.The intention of this research is to explore whether a reliable relationship exists between a selection of skills that SMEs sometimes use in undertaking their core business, their profitability, and their sales figures. It is important to note that the research purpose has not been to develop predictive models that include all factors influencing the dependent variable. This distinction is important, and the authors acknowledge that many variables influencing SME profitability and sales have not been considered in this research. The skills that individuals bring to a business will certainly affect how profitable it is, and it is arguable that the skills of any one individual will be proportionally more influential in an SME than a large corporation, but business skills by no means exclusively determine business profitability and sales. This research makes no comment about other factors that may be relevant, such as the maturity of the business, the competitive environment, government policies, the prevailing business climate, or organisational culture.Three other limitations to this research should also be observed. firstly, the responses to the question about changing profitability will have been affected by the ability of respondents to accurately perceive this change. However, this possible source of error will at least have partly been ameliorated by the creation of the second set of models that described changes in sales figures. Second, the panels also exclusively focus on businesses with less than 200 employees in Australia. This should be considered when extending these research findings to businesses in other countries, or to larger organisations. Third, it is expected that there will have been a variation in how the respondents understood what it is to use these business skills, as the survey instrument did not provide definitions. One respondent may have considered that creating a simple time line on a spread sheet counts as using project management, while another may have thought project management to be practicedonly by those with a higher degree. Similar variation may have occurred in how respondents interpreted IT skills, what it means for these skills to have been used ‘by the business’, and variation in the degree to which these skills played a role in the businesses. However, it is likely that there has been some convergence towards a common understanding of these business skills given the sample size. Other areas for future research could involve exploration of the boundary between when different business skills are considered to be used in a SME's core business, how this may vary in larger organisations, and factors that affect how changes in profitability are perceived.6.ConclusionIn response to Hällgren's (2012) call for an increased emphasis on research that explores the basic assumptions that underpin project management research and practice, this paper has explored whether project management and IT skills improve business results. The research was conducted using two longitudinal databases, and it was found that the surveyed businesses that used project management more commonly reported an increase in profitability, and less commonly reported a decrease in profitability. At least 10% more of the population that used project management reported increasing profitability, and 5% less of the population reported a decrease in profitability, compared to those who did not use project management. Furthermore, businesses that used project management reported sales figures that were on average three times higher than those that did not.The hypotheses that project management and IT professional skills have a significant positive relationship with SME profitability were tested using binomial logistic regression. When controlling for the influence of other comparable business skills, project management and IT professional skills were found to have a significant positive influence on the likelihood of a SME reporting an increase in profitability. The hypotheses that project management and IT professional skills have a significant impact on SME total sales were tested using multiple linear regression. When controlling for the influence of other business skills, it was found that projectmanagement and IT professional skills have a significant positive relationship with total sales.The results presented in this paper indicate that using project management and IT professional skills to undertake core business activities make a significant contribution to improving the financial performance of small to medium enterprises.Companies often have to make difficult decisions about investment in resources. This is particularly significant for small to medium enterprises, where both human and financial resources may be scarce. Strategic decisions about investment in personnel and their development can have a significant impact on company performance. When considering which skills it is worthwhile developing as organisational capabilities, this research has shown that investment in project management and IT professional skills may have the greatest impact on an organisation's performance.中文译文：提高盈利能力的技能：项目管理、IT技能和中小型企业盈利能力之间的关系摘要通常假设，使用项目管理和IT技能对业务绩效有好处。
16年英语2t3译文
16年英语2t3译文英文回答：The article discusses the impact of technology on human relationships. It argues that while technology canfacilitate communication and bring people closer together, it can also have negative effects on relationships. For example, excessive use of social media can lead toisolation and loneliness, and the constant availability of communication devices can lead to a sense of pressure to be always "on" and connected.The author suggests that it is important to strike a balance between using technology to enhance our relationships and using it in moderation to avoid its negative effects. They recommend setting boundaries around technology use, such as limiting time spent on social media or turning off devices at certain times of the day. They also suggest using technology to connect with people in meaningful ways, such as video calling friends and familymembers who live far away or using online platforms to find new hobbies and interests.Overall, the article provides a nuanced and balanced perspective on the impact of technology on human relationships. It acknowledges both the benefits and risks of technology use, and suggests ways to use it wisely to enhance our relationships rather than detract from them.中文回答：这篇文章讨论了技术对人际关系的影响。
外文文献翻译-工商管理企业管理创新
外文翻译Analysis of enterprise management innovation measures FORM:Elliott Renwick.Analysis of enterprise management innovation measures[J].Journal of Enterprise Reform and Management,2016(08):180-182. Abstract：The effective management of the scientific enterprise is an important factor in the development of enterprises and innovation. Now with the continuous improvement and development of the international market economy, China's enterprises in the development of continuous innovation and change. How to improve the ability of management innovation, how to promote the development of enterprises is an important issue in the development of enterprises at present. This article from the aspects of how to carry out the innovation of enterprise management is analyzed, to provide a scientific theoretical basis for enterprise management, make a contribution to the innovation of enterprise management.Keyword：enterprise management; innovation; measures;浅析企业管理创新的措施来源：Elliott Renwick.浅析企业管理创新的措施[J].企业改革与管理杂志，2016(08):180-182.摘要：企业科学有效的管理是企业发展和创新的重要因素。
企业服务营销策略外文文献翻译最新2016年
企业服务营销策略外文文献翻译最新2016年XXX market。
simply offering high-quality products is not XXX customer service and create a strong brand image in order to XXX marketing strategies。
including customer nship management。
service n。
and service recovery。
and provides examples of XXX.摘要本文探讨了企业开发有效的服务营销策略的重要性。
作者认为，在当今竞争激烈的市场中，仅仅提供高质量的产品是不足以的。
企业必须还提供优秀的客户服务，并创建强大的品牌形象，以吸引和留住客户。
本文研究了各种服务营销策略，包括客户关系管理、服务创新和服务恢复，并提供了成功实施的示例。
作者得出结论，优先考虑服务营销的企业将更好地为长期成功做好准备。
nXXX market。
XXX simply providing high-quality productsis no XXX success。
In order to stand out from the n。
XXX astrong brand image。
This requires the development of effective service marketing XXX.介绍在当今全球化和高度竞争的市场中，企业面临前所未有的挑战。
仅仅提供高质量的产品的传统方法已经不足以保证成功。
为了在竞争中脱颖而出，企业还必须专注于提供优秀的客户服务和创建强大的品牌形象。
这需要开发有效的服务营销策略，帮助企业区别于竞争对手，吸引和留住客户。
XXXXXX new field that has emerged in response to the growing importance of services in the global XXX marketing。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
广西科技大学普通本科毕业设计外文翻译文献名称环氧丙烷的聚合学院生物与化学工程学院专业化学工程与工艺班级化工121学号 201200601005姓名谢敏指导教师姚志湘环氧丙烷的聚合唐先生和约翰·J·西蒙斯威尔斯，即:杜邦公司公司，化工技术，特拉华威尔明顿.聚丙烯醚二醇是合成市售的柔性聚氨酯泡沫弹性体常用的中间体。
为了最大限度地提高聚氨酯的分子量和聚合物性能，同时使聚氨酯具有双功能性，因此，中间体也必须具有双功能。
由聚丙烯醚二醇的碱性催化聚合制备环氧丙烷，这种聚合产物副反应产生的链端，一端为羟基链端与丙烯或丙烯基组，另一端则为单功能性基团。
此外，乙二醇常含有杂质，由光谱检测时，红外区的有羰基的吸收峰，并发现从乙二醇制备的聚氨酯杂质与质量浓度成反比的。
这个吸收峰的出现，表明这是一个具有二次单功能性的杂质。
对环氧丙烷聚合化学的研究，目的之一是观察到一些导致羰基功能恢复和形成的反应。
1.实验部分用图1所示的装置在常压下聚合环氧丙烷。
氧化物置于滴液漏斗B；1，2-丙二醇（引发剂）和氢氧化钾（催化剂）放置在反应容器中，将溶液加热至100°C.在液相中不断注入氮气，并不断对装置中液体进行搅拌，并在氢氧化钾溶解后，慢慢加入环氧丙烷。
反应器的反应程度是通过控制油浴的温度来调控的，油浴中的浸渍被加热到高于所需的聚合温度约20℃。
在缓慢进料的途中，一些单体在蒸馏途中馏出反应器，通过冷凝器冷凝后，馏出物返回到滴液漏斗B。
充分搅拌可以促使大量的单体进行蒸发。
在聚合过程中，需要对容器内提供一个正的氮气压力，以防止较高压的环氧丙烷蒸汽进入反应器。
下面的公式是根据满足生产所需的平均分子量高达3000的乙二醇所需的原料所建立的平衡方程式：在这里，M(PPG)代表PPG的期望值，M(PO)、M( H2O)，M（KOH）是环氧丙烷、水和氢氧化钾的摩尔质量。
其中1-丙二醇（分子量= 76。
1）、环氧丙烷（分子量= 58.1）图1。
环氧丙烷聚合装置在上述方程中的水，作为一种反应物引入,可作为氢的氢氧化氢钾催化剂。
试剂级的氢氧化钠通常含有约15%的水。
所有其他试剂在使用前均干燥（环氧丙烷干燥回流的固体、氢氧化钾固体或氢化钙）后再进行精馏。
1，2-丙二醇经减压蒸馏；大量组分被馏出，以确保去除所有的水。
上述方程所表示出的有效性，意味着水不仅引发丙二醇聚合也由会影响氢氧化钾的聚合过程。
聚合物的制备包含以下反应过程：氢氧化钾颗粒（4.445克；0.0674摩尔氢氧化钾，0.0370摩尔水）溶解在9.69克（0.127摩尔）乙二醇中，在90-100°采用氮气搅拌；过程中共滴加300毫升环氧丙烷（249克，4.29摩尔）进行聚合，主要在90 ~ 95°C.（内部温度）反应，有时气温会上升到100°C，但只能是在短时间，聚合时间约为11.5小时。
待反应混合物冷却，然后搅拌3小时。
每300ml.水加入浓盐酸6.5毫升。
在长时间的反应周期中，保持搅拌是必要的，因为最后的一部分乙二醇的反应速率非常缓慢，因此要反应完成较为缓慢。
整个混合物由碳酸氢钠溶液（54g左右）滴定至pH＝6，可增加水相的密度，从而促进乙二醇层快速分离。
分离出乙二醇层，在100毫升干燥皿中干燥越一个小时，冷却，最后得到干燥后的高分子产物。
该产品有96~98个羟基，用上述方程计算出的总相对分子量约为1160。
2.结果与讨论2.1丙二醇中羰基的来源和结构在聚丙烯醚二醇成品中，样品的羰基基团仍然存在，这些羰基基团本该出现在特定的二元醇聚醚链端或在氧化或聚合后的链端，然而，在大多数这些样品的羰基功能表现为一个尖锐的吸收带在5.75 μ 的红外线，这表明它是作为一个单独的酯基。
由于氧化过氧化物分解所产生的各种羰基化合物的吸收范围在5.8到6 μ，此外，初步的实验室规模的实验，排除空气中杂质后，聚合物乙二醇仍然显示羰基吸收峰在5.75 μ。
乙二醇合成的环氧丙烷不同批次的供应商的四羰基含量明显不同，且与任何给定的样本氧化物片段总是含有相同的羰基，但供应的氧化物样品本身不含羰基化合物。
上述观察表明，环氧丙烷样品中含有不同量的杂质，表示出在某些时候，羰基中的一些物质转化为了氧化物，采用环氧丙烷中乙二醇具有最高的羰基含量的样品，通过仔细搜索了找到杂质，其吸收峰在6.2 μ，氧化物样品的红外光谱十分的弱，或完全没有显示。
其他样品中一个小的“画中画”，含有0.18%氯，而其他氧化物样品中含有少量氯。
含杂质的氯被集中到一个非常缓慢的氧化蒸馏产物中，通过对产物旋光性的测定，其峰值约在120nm，从1800ml中取出3-ml.上清液，含有1.2%氯，其具有高于6.2 μ的强吸收峰。
该数据表明，杂质氯乙烯非常接近环氧丙烷的峰值，具有很强的吸收带，集中在6.2 μ左右，并可能引起终端醋酸组用于聚合丙烯氧化条件下，这一点得到了氯被添加在制备乙二醇环氧丙烷的反应中，对这些二醇类，偏氯乙烯羰基含量比例的增加量，相当于对反应体系加入氧化剂的比例，证明气相色谱法所检验得到的杂质是偏氯乙烯。
在环氧丙烷对三乙二醇柱得到污染物的洗脱时间（400秒洗脱时间）和一个三-间甲苯基磷酸酯柱（洗脱时间1158秒），证明与偏氯乙烯的真实样品是相同的。
通过下列两种反应可能发生乙二醇制备过程中偏氯乙酰氧基端基转化:乙酰氧基端基在急速搅拌过程中与乙二醇等体积的10%氢氧化钠溶液，在100°C下反应，3小时后取出。
这种处理方法去除去单变量反应源，提高乙二醇作为聚氨酯弹性体的制备中的性能。
在环氧丙烷的偏二氯乙烯的来源中，还不能确定在这项工作中使用的商业样品中偏二氯乙烯是来自丙的氯醇法，或者偏氯乙烯制环氧丙烷反应过程中的一些副反应。
不饱和聚丙烯醚二醇聚丙烯醚二醇的碱催化聚合制备含有烯烃和丙烯基醚组的环氧丙烷时。
我们观察到的不饱和键的形成取决于环氧丙烷的存在。
因此，如果一个热碱性聚合物单体有没有提供不饱和无明显增加，但如果环氧丙烷再送入反应器中，不饱和度的增加明显。
这一观察表明，不饱和环氧丙烷直接从反应物中分离出来的，而不是出现在链引发、链转移和链终止过程中。
这些研究表明，越来越多的链端负氧原子脱出出六个氢原子，因此就需要添加阴离子的消除：无论是烯丙基或聚丙烯醚二醇的形成，取决于氢是形成甲基还是亚甲基。
然而，如果这种机制是正确的，我们希望通过加热碱性聚合物来增加不饱和度。
由于负链端到目前聚合反应过程中发生中和，则在环氧丙烷的存在下，聚丙烯二醇双键形成的直接据。
我们认为基催化氧化丙烯二丙醇，然后发生了的单官能团的重排。
已经有关于一些由酸或碱催化环氧化合物形成不饱和醇的记录。
此外，我们认为丙烯基醚基团发生碱催化重排的一个类似于烷基苯的重组为丙基苯的烯丙基醚方式。
由于机制假定为丙烯氧基端点出的形成是以环氧丙烷作的一个质子发出为第一步，任何证明环氧丙烷具有酸性质子的例子都会增加该方案的成立度。
我们发现，环氧丙烷有足够的“酸性”与金属钠易发生反应，同时产生氢气、异丙醇、丙醇，和其他产品含有不饱和键的物质：在式中可以看出，环氧丙烷的活性氢原子位于甲基基团内，通过观察氧化苯乙烯是否释放出质子与钠离子接触，可以发现其含有羟基和不饱和醚基。
因而提出了从环氧丙烷为丙烯醚组形成的中间体中碳原子的活泼粒子。
环氧丙烷基团催化聚合过程中形成的双键的量与温度的高低是具有很大的相关性的，随着温度的升高迅速增加，双键的量随之迅速增加，同时，在恒定的聚合温度下，双键的浓度的增加而使得产生的聚合物乙二醇的分子量迅速增加。
表中的数据可以显示出温度对碳碳双键量的影响。
表1 聚合温度和总不饱和制备乙二醇分子量的影响由上述实验过程制备的乙二醇和过量的稀盐酸搅拌3小时，移除其中的羰基基团，这项实验方案是可行的，这种酸性水解的链为丙烯基醚链组，因此，不饱和值主要代表残余丙烯醚组。
由聚氨酯泡沫塑料部委员会以及纽约S. Y.公司对于不饱和的醋酸汞进行的分析中，提出了本实验可作为美国环氧丙烷聚合材料测试的一个标准分析方法。
在双键浓度迅速增加的聚乙二醇分子量的增加表明，聚合速率降低相对形成不饱和率。
这一结果可以很容易地占通过假设以下条件：C(PO)、C（EG）分别是环氧丙烷、羟端基基团的浓度。
在我们的聚合体系中，环氧丙烷的浓度可以被假定为恒定，因为溶液保持饱和的氧化物状态。
因此，反应式由于聚合反应，环氧丙烷的量追逐减少。
因此，聚合下降的速率必须是形成双键，因而一个是具有两个基团的产物，而乙烯基浓度只取决于一个一级反应。
通过观测化合物乙二醇系统，我们发现丙烯基团通过相关性重排形成烯丙基醚，。
因此，回流环氧丙烷（15毫升）和氢氧化钾（1.5克）30分钟，再由红外光谱图分析得（见图2）。
图2。
对丙烯基醚进行红外光谱分析：（A）无溶剂（6.06μ段是由于烯丙醚组产生的峰值）；（H）对氢氧化钾进行闪蒸蒸馏后减压加热的产物波段（在5.92μ至13.75μ都属于减压蒸馏波段）。
在酸性水溶液中处理的水解不稳定的丙烯基醚丙醛可得到重排产物，其可发现到双甲酮衍生物。
有趣的是，重组似乎是一个平衡反应，因为回流时间超过30分钟，却未出现大幅增加的丙烯基醚量。
乙二醇系统也出现了相似的结果。
以常用的方式在110℃制备一个分子量为1000的聚乙二醇样本，这个样本经10%硫酸沸腾10小时，显示一个双键（烯烃类）浓度的0.0137mg/g，碱性聚合物的其余部分在酸性溶液中加热至160℃，持续加热一个小时，这种材料有一个残余浓度为0.0035mg/g的物质，在酸性加热处理一小时后再进行碱性聚物，最终产品中的双键数量没有大幅减少，再次支持数据的结论：重排反应是一个平衡反应。