企业数据建模外文翻译文献

合集下载

外国企业文化文献

外国企业文化文献1. Hofstede, G. (1980). Culture's Consequences: International Differences in Work-Related Values. Beverly Hills, CA: Sage Publications.- This book explores the impact of culture on work-related values and behaviors in different countries. It provides a comprehensive framework for understanding and comparing cultural differences and their implications for multinational companies.2. Trompenaars, F., & Hampden-Turner, C. (1997). Riding the waves of culture: Understanding cultural diversity in business. New York: McGraw-Hill.- This book offers insights into cultural differences in business practices and provides practical advice for managing cultural diversity in multinational companies. It presents a model for understanding and navigating cultural differences in different business contexts.3. Adler, N. J. (2008). International dimensions of organizational behavior. Mason, OH: South-Western/Cengage Learning.- This textbook provides an overview of various aspects of organizational behavior in an international context. It covers topics such as cross-cultural communication, leadership, motivation, andteamwork, offering insights into the challenges and opportunities of managing multinational teams.4. Hall, E. T. (1976). Beyond culture. New York: Doubleday.- In this book, Edward T. Hall explores the concept of culture and its impact on communication and behavior. It delves into the differences between high-context and low-context cultures and provides valuable insights for understanding and navigating cultural differences in international business settings.5. Schein, E. H. (2010). Organizational culture and leadership. San Francisco, CA: Jossey-Bass.- This book examines the role of organizational culture in shaping the behavior and performance of companies. It explores the various layers of culture within organizations and offers practical guidance for managing and transforming company culture in a global context.These references provide a range of perspectives on the topic of foreign company culture and can serve as valuable resources for understanding and managing cultural differences in international business.。

基于BOM的产品质量建模方法外文翻译（可编辑）

基于BOM的产品质量建模方法外文翻译外文翻译原文Method of Product Modeling on BomMaterial Source:International Journal of Production Research Author:XueMing NiuWith the growing competition in the market, the quality of products as enterprises can succeed, and the survival of one of the decisive factors. Enterprises from their owndevelopment needs, put forward the application of information technology to achieve acomprehensive quality management urgent needs. Faced with mass production enterprise quality workshop of the complexity of the information itself, diversity,changeability, and how accurately the quality of information on the workshop management, how to establish a relationship between the quality of the integratedenvironment information systems development framework we are facing problems.Recalling history of the development of quality management in the world can beroughly divided into three stages: "After inspection," the main stage of the traditional quality management, "prevention first" statistical quality control stage and the "total quality control" TotalQuality Management stage. Three stages of quality management theory and model different stages of the advantages and disadvantages are not the same.Total quality management theory by extending from the "Six Sigma Quality Management", "Computer Aided Quality Information System" and the "Quality of statistical methods" to varying degrees, to meet the modern enterprise quality management needs, but these methods are to the quality of information and data for the effective management of the fundamental premise. This means that "data used words,"these methods is a common feature.However, in actual operation of the quality management process, the quality ofinformation are being distributed independently of the functions in the enterprise sector,the quality is often seen as historical records of activities and services, quality inspection records to the way spelled cards together, leading to a quality Informationdisorderly and discontinuity, and even in the same quality of information among different sectors inconsistent. The solution, therefore, the above problem is the fundamental way through the complete and systematic and effective form oforganization to manage a variety of qualitative data, in-depth study further the quality of the application complete information model, and optimize enterprise quality information management processes, will be scattered throughout the enterprise Allrelevant departments in the quality of coordination functions, which allow the enterprise to all the development, maintenance and improvement of the quality of activities constitute an effective whole, and facilitate the quality of statistical methodsand tools used, and ultimately be conducive to the overall quality of the managementof actual implementation. Construction quality of the data so effective organization form and solve the above problems is the fundamental way.The quality of information is scattered, random, complex diversity of features, it is necessary to establish a viable information management and quality control system.The system should be in the product BOM product mix and configuration data sources, in succession product BOM properties and methods at the same time, based on the quality of management rules, a number of process and method overloading, and increase the quality of new properties and , derivatives used for quality management system BOM, quality BOM system. The quality management system model with the following characteristics: the integrity of the quality of information collection, the quality of information classification accuracy, quality, a high degree of integration ofinformation and quality of information, leading five main characteristics. And traditional compared to the quality of informationmanagement, product quality BOMBOM data source, no longer an independent view of quality, but the quality as a product attributes, the quality of information as part of product information, for the fundamental purpose of quality control achieve every aspect of the product life cycle,the quality of information and seamless integration of product information, allowingfor the formation of the various quality of data to be complete, effective and accuratecollection and organization.According to the quality of modern management theory, we can see the quality ofinformation reflects the quality of products and enterprise production and business activities of all aspects of the quality of intelligence, information and protocol, etcItincludes products from the market demand investigation has been started to withdrawfrom the market throughout the life cycle and quality-related information.As the quality of products to a large extent determine the quality of the manufacturing process to be processed effectively target the quality of information management is to reduce waste and improve productquality and competitiveness ofproducts of the important aspects. Product configuration for guidance, and the establishment of manufacturing quality BOM, as the production of all relevant information the manufacturing quality of the organizational form, can not only realizethe quality of manufactured products can be recorded and traceability from the point of view of information technology, ensured that manufacturers a better quality information to the integrity, effectiveness, orderly and open. Product Configuration inherited the manufacturing BOM is quality tree structure, and in accordance with the object-oriented point of view, the BOM for each material item is an object, which describes the shape of an object with properties and methods, these were including allof the material in the manufacture or assembly of parts and components in the process, that is, products, the assembly of parts and components for end-of-life products, hascompleted assembly of the finished product, such as in the Treasury. Therefore we cansay that the quality of manufacturing BOM description of the product structure is based on the configuration of various materials made of manufacturing quality attributes and the quality control of the manufacturing operation. Manufacturing quality BOM information,including assembly structure, methods and assembly instructions, assembly processes operating norms, the assembly quality requirements and inspection methods, processes used by the machine tool equipment equipment type, size parameters, movement parameters and dynamic parameters, etc. and process equipment fixture positioning and intensify volume, the types of cutting tools, materials and point of view, Tools and assistive device, the process allowance total cushion and processes cushion, the process size and tolerance, the process of cutting consumption, the key process details, and materials Machinable information materials, processing quality requirements and test methods. The manufacturing quality BOM generation retains the design, BOM of the basic product design and process information, inherited the basic structure of the product configuration information, and to expand the quality of the product characteristics such as: products of different specifications, including the basic standardized tests, key indicators of the quality of these basic product quality information, quality manufacturing BOM constitute the basic framework of information, the same specifications of the various products targeted by the common quality attributes, adding to the quality of the products targeted properties such as product inspection records, the record of failure, etc. and, through their own example, object-oriented and specific product BOM reflected in the number of assembly and assembly, to the entire product life cycletracking each product and all its components parts manufacturing quality information.As the quality of products formed during the entire process, the quality of the formation processes occupies a very important position. In the process quality in the process of formation, we always want to or not less nonconforming product. Thus the need to examine two issues: First, how to make the production process with no guarantee that the non-ability in the second is how to ensure that the production ofsuch goods can not fail to maintain the ability to continue, if this can not be the abilityto ensure quality maintained, should be able to early detection, timely intelligence toidentify reasons, and to take measures to ensure the quality of such ability to stabilize,maintain and truly take precautions. Based on the introduction of quality controlprocesses on the basis of theory, analysis of the two types of control charts and histograms quality control statistical methods, and integration in the system development.Workshop at the end of an enterprise quality management functional requirements,analysis of the integration environment workshop-class product quality management model based on component technology toestablish the quality management system architecture framework, the development of the network environment workshop production-class quality management system solve the workshop quality data and the sharing of information on the effective control of product quality, increase workshop production efficiency and reduce the cost of production to achieve a workshop management system and other systems integration of information management, planning and scheduling, manpower resources, inventory management, equipment management integrated, modular components for the design of the follow-up system development module provides a convenient maintenance.译文基于BOM的产品质量建模方法资料来源:国际生产研究作者:牛学敏随着市场竞争的不断加剧,产品质量成为企业能否赢得成功、求的生存的决定性因素之一。

外文翻译---企业信用数据库和担保体系的开发

外文翻译之二THE DEVELOPMENT OF CORPORATE CREDIT INFORMATION DATABASE AND CREDIT GUARANTEE SYSTEMFINAL DRAFT REPORT作者：Dr. Sharifah Mariam Alhabshi，Mr. Abdullah Azmi Abd. KhalidProf. Dr. Barjoyai Bardai国籍：Malaysia出处：U niversity of Malaya原文正文：1、conclusionFirstly, government efforts toward enhancing the capability and capacity of SMEs as the country growth engine has been remarkable. Continuous multi-types assistance has been introduced for all levels of SMEs. Broadly success has been evident but not in all areas. Firstly, institutional issues relating to comprehending the various schemes and identifying implementing agencies that run the schemes have confused not only SMEs but also financial institutions.Secondly, SME is dominated by micro enterprises. Demands and needs of micro enterprises may differ from small and definitely with medium enterprises. Therefore despite various efforts being introduced to enhance SMEs complaints are abound because the needs of micro enterprises have not been understood and therefore not met. For example, micro enterprises which started as cottage industries seldom have financial documentation to support their financial application and some have limited or no knowledge of the various financial schemes provided by government or financial institutions.Thirdly, the changing global environment has seen a mushrooming of of SMEs in Malaysia. The government has been developing and promoting SMEs but the results have been mixed, partly because policymakers were late in classifying the different needs and characteristics of micro, small and medium enterprises. The developmentsof diverse and internationally competitive SMEs are central towards achieving sustainable economic growth. SMEs have a key role to play in the wider development agenda, especially in relation to poverty eradication and equitabledevelopment among the various ethnic groups in Malaysia.2、CGC: Issues and Problems1. Being a public credit guarantee institution, CGC has capitalized itsmonopolistic position in the SME financial market. In terms of capitalization and continuous funding, BNM and the financial institutions have always backed it. Without competition, it is able to completely control the credit guarantee market. This is unhealthy, particularly in terms of an effective check and balance.2. The usual complaints from the participating banks is that the CGC is slow toprocess its guarantee covers and that the guarantee fees that it charges are, on the whole, too high. This is on top of the processing fees charged by the banks and CGC (in the case of the DAGS) and the interest payments.3. CGC’s response to the above is that the guarantee fee it charges is not a burden,considering the fact that it is covering 80% of the risk as compared to the 20% risk carried by the banks. The guarantee fee is one of the sources of income for CGC. CGC states that this issue needs to be corrected and resolved immediately through a negotiated policy decision.4. Many SMEs have voiced their grievances on the long bureaucratic time forCGC to arrive at its decisions for the guarantee covers. There have been cases where documents already submitted have either been misplaced or lost. On the issue of delays in processing the loans and guarantees, the CGC states that this is often due to the submission of incomplete documents and late submission of documents or information by the applicants.5. From the CGC’s perspective, this asymmetrical information is mainly due tothe inexperience and an inadequate understanding by the SMEs in preparing loan documentation process. The CGC also stress that the business proposal from SMEs must be viable and based on its internal 5Cs criteria - Credit, Character, Capacity, Collateral and Condition.6. Additionally, to improve the information flow in the application process, CGCsuggests that this could be done by expanding advisory and hand-holding services. One avenue would be leveraging on the services of the SME Credit Bureau, which serves as a one-stop centre of information on SMEs. But this would take some time since the SME Credit Bureau which is owned by CGC only started operations in 2008.7. There have also been cases where the participating banks have approved theloans (non-DAGS) of some SMEs but were finally rejected by the CGC. No concrete reasons were given for the rejections.8. The public image of the CGC and its employees is not that good. This could bedue to its complacency as a monopolistic public guarantee provider. It has rarely communicated well with the public. To this criticism, CGC mentions that it has a well-packaged on-going corporate communication programme including road shows and media coverage, except television.3、Policy Discussion, Future Development of SMEs and CreditGuarantee CooperationBroadly this study examines the current situation of the credit registries and bureaus in Malaysia, and the future prospects for their development; to scrutinise adequate institutional frameworks of credit information database for firms, especially SMEs; to consider a suitable regional cooperation mechanism to create a harmonised information sharing system; to review the current situation of the credit guarantee system, and identify the challenges for developing the credit guarantee system. Accordingly, we have surveyed 652 SMEs and interviewed the Credit Guarantee Corporation (CGC), the SME Credit Bureau, selected commercial banks, development financial institutions and government agencies. These surveys and interviews may be subject to various limitations, bearing in mind the time and financial constraints. Nevertheless, the policy suggestions that we put forward for consideration regarding the future development of the credit registry/ bureau and the credit guarantee system in Malaysia are aimed at enhancing and strengthening the SMEs in Malaysia.In line with the ASEAN blueprint which encourages synergy between private and public sectors in enhancing SMEs development, commercial banks, DFIs and government agencies in Malaysia are rigorously collaborating with, guiding and financing for SMEs development. The blueprint is confirming the improvement that has been made by SMEs within a period of less than five years (this is based on DOS survey of 2003 and Bank Negara Report 2007). Nevertheless for reasons explained in this report, (Table 5.1) many SMEs are still dissatisfied with services provided to them. One can look at this discontent from two perspectives. On the one hand government agencies, financial institutions have succeeded in educating and exposing the SME of available opportunities. Indeed some have taken the challenge even to the extent of exploring the possibility of entering the international market. On the other hand, some, due to technical and social reasons, simply cannot keep pace rapid development of SMEs. The gap is incrementally been bridged as discussed in this concluding chapter.4、Possible Routes of Developing the CGC in Malaysia in Meeting SMEs’Financing NeedsIt would be possible to have another credit guarantee provider to cater for the large number of SMEs which require financing. This could be a financially sound and stable private entity with a well-established credit bureau. The rationale for this is to generate competition so that the credit guarantee companies, both public and private, can provide better products and services. The goal is to strive for greater effectiveness and efficiency in the critical areas of operations, delivery systems and customer service levels.If that is not possible, then another way is to eventually turn CGC into a fully independent private entity. A hint of this is already evident in CGC’s transformation plan. However, this would have some major policy implications, particularly regarding ownership and control. The question is to what extent would BNM reduce its dominance in CGC, bearing in mind the political and social dimensions in the larger SME framework and the total financial sector in Malaysia. The intellectual challenge would be to strike a right balance between government intervention and free enterprise.Being a partner and supporter of the SMEs and an important link between the SMEs and financial institutions, GCG’s role and functions would definitely become more complex and multi-faceted. As it makes forays into new and exciting areas like securitization and equity financing and possibly other sophisticated financial instruments in the future in line with its aim to become financially sustainable, it must not lose sight on the increasing significance of micro-financing of SMEs. In the context of CGC, the range of loan size guaranteed between RM1,000 -100,000 could indicate the micro-financing. However, it is interesting to note that although the number of loans guaranteed in this bracket was the highest (2007), reported as 5,693 or 43.8% of the total, but in terms of value, it was the lowest, recording only RM282.2 million or 7.1% of the total facility. Since BNM has indicated a trend towards an expansion in micro-financing in the near future, the challenge for CGC is to improve and strengthen its micro-financing component and to find creative and innovative ways to smoothen the risk management aspect of micro-financing. One possible solution would be to establish a subsidiary which could focus on providing an array of less cumbersome guarantee schemes to really assist the SMEs that actually need micro- financing.Currently, the policies pertaining to the CGC’s functions and roles are well in place. But in the larger SME framework in Malaysia, the CGC is also classified as a Development Financial Institution (DFI). There is no clarit y about CGC’s functions and responsibilities as a DFI. Can a public credit guarantee company at the same time be a DFI? Do they have the same roles, functions and responsibilities? Logically, it means complexity and haziness. If the CGC is mandated to be a DFI, then it should publicly explain and clarify this issue, to avoid confusion.企业信用数据库和担保体系的开发作者：Sharifah Mariam Alhabshi博士Abdullah Azmi Abd. Khalid先生Barjoyai Bardai教授（博士）国籍：马来西亚出处：马来亚大学中文译文：一、总结首先、政府在提高中小企业的能力作为国家经济增长的引擎方面的努力已经变得十分明显。

企业发展能力英文文献

企业发展能力英文文献Title: Corporate Development CapabilityAbstract:This article discusses the concept of corporate development capability in the context of business growth and competitiveness. It aims to provide a comprehensive understanding of the various dimensions and factors that contribute to an organization's ability to develop and sustain its competitive advantage. The article emphasizes the importance of strategic planning, resource allocation, innovation, and customer-centricity in enhancing corporate development capability. Furthermore, it explores the role of leadership, organizational culture, and learning in fostering a conducive environment for continuous improvement and growth. The conclusion highlights the need for organizations to invest in developing and nurturing their corporate development capability to ensure long-term success in today's dynamic and competitive business landscape.Introduction:Corporate development capability refers to an organization's ability to develop and sustain its competitive advantage through continuous improvement, innovation, and strategic adaptation. In today's rapidly changing business environment, it has become essential for organizations to possess the necessary capabilities to navigate through uncertainties and exploit emerging opportunities. This article aims to explore the dimensions and factors that contribute to corporate development capability and shed light on its importance for long-term business success.Dimensions of Corporate Development Capability:1. Strategic Planning: Effective strategic planning ensures alignment between an organization's goals, resources, and market opportunities. It involves setting clear objectives, developing a coherent strategy, and implementing suitable initiatives to achieve desired outcomes.2. Resource Allocation: Efficient allocation of resources, including financial, human, and technological resources, is critical for corporate development capability. Organizations need to identify and prioritize resource needs based on strategic priorities and allocate them effectively to maximize returns.3. Innovation: Innovation plays a pivotal role in enhancing corporate development capability. Organizations must foster a culture of creativity, encourage idea generation, and invest in research and development to stay ahead of the competition and meet changing customer demands.4. Customer-centricity: Understanding customer needs, preferences, and expectations is paramount for corporate development capability. Organizations should focus on delivering superior customer value, strengthening relationships, and continuously improving customer experience to gain a competitive edge. Factors Influencing Corporate Development Capability:1. Leadership: Effective leadership is crucial in driving corporate development capability. Leaders should provide a clear vision, inspire and motivate employees, and promote a culture of learning and innovation.2. Organizational Culture: Culture plays a significant role in shaping an organization's development capability. A culture that encourages collaboration, experimentation, and learning fosters creativity, adaptability, and continuous improvement.3. Learning: Continuous learning and knowledge acquisition are vital for corporate development capability. Organizations should promote a learning culture, invest in employee training and development, and encourage knowledge sharing to build intellectual capital.4. External Collaborations: Partnerships, alliances, and collaborations with external stakeholders can enhance an organization's development capability. By leveraging external expertise and resources, organizations can access new markets, technologies, and knowledge to drive growth.Conclusion:Corporate development capability is an essential aspect of organizational success in today's competitive business landscape. By focusing on strategic planning, resource allocation, innovation, and customer-centricity, organizations can strengthen their ability to adapt and thrive. Effective leadership, a supportive organizational culture, and a commitment to continuous learning are also critical factors in fostering corporate development capability. Investing in the development and nurturing of these capabilities will enable organizations to stay ahead of the competition and achieve sustainable growth in the long run.。

企业聚集英文文献

衡水学院毕业论文（设计）英文文献翻译学生姓名: 魏立娟系别: 经济学与管理学系专业: 国际经济与贸易年级: 2012级学号: 201221118113指导教师: 张强衡水学院教务处印制原文Enterprise Cluster Entity Modeling Based on Product1. AbstractStarting from the product life cycle, this paper established the modeling of enterprise cluster entity at the base of analyzing the various products of the enterprise cluster.The modeling comprises the process dimension, resource dimension and organization dimension. Every dimension was expressed by the analysis of product view. Then, based on the complex network theory, we obtained the distribution of the products by the product network. Finally, we got the relationship of enterprise cluster entity from the result of the product network.2. IntroductionEnterprise cluster is a complex system which is a combination of many heterogeneous entities such as enterprise,research institutions,agencies,government departments.The relationship of those entities has the characteristic of diversity,dynamic,layered and complexity.The study of diversity relationship among enterprise cluster entities is very important to the sustainable development of them.In order to research the relationship among the enterprise cluster entities, we must construct the model of them firstly.At present [1-3],many people construct the enterprise modeling by the use of multi-views,but,few articles are written to research the construction of enterprise cluster modeling.Among them, Chang-Yue GE from Zhejiang University has studied the construction of enterprise cluster from hree aspects of the whole cluster, cluster enterprise and cluster environment. Studying the diversity and differential product as the center, starting from the product life cycle, through the construction of process view, resource view and organization view, this paper will construct the modeling of enterprise cluster entity.3. Construct the Modeling of Enterprise Cluster EntitiesThe final purpose of the enterprise cluster is to manufacture diversified and differential products.Therefore, the production process should reflect the relationship among the enterprise cluster entities. Begin with the analysis of product structure, process view can be established from the demand on the process of the nodes of product modeling. Then, construct the resource view and organization view from the demand of process view. Thus, establish a way of constructing model which guided by the product view. Show in fig. 1, the entities modeling of enterprise cluster can be described from three aspects of process dimension, resource dimension and organization dimension.The cubic shown in the figure indicated that the entity have three properties, process, organization and resource. Process dimension: with the analysis of product life cycle and product view, it can get the process view. The process view describes all the stages of enterprise cluster entities in the manufacturing process. Such as market research (MR), product design (PD), materials preparing (MP), outsourcing and manufacturing (OM), product testing (PT), sales and service (SS). Organization dimension: organization view comes from product view. It describes the organization relationship among the enterprise cluster entities. Such as group (GROUP), organization unit (OU) and basic organization unit (BOU). Resource dimension: resource view can be obtained from the resource requirement in the manufacturing process. It describes all the stages of resource entities.The resource dimension contains social resource (SR), design resource (DR), logistics resource (LR), manufacturing resource (MR), service and recovery resource (SRR). According to the entity modeling of enterprise cluster, the relationship among enterprise cluster entities can be obtained by the analysis of product of product platform.3.3 Process View of Enterprise Cluster EntityThe manufacturing process of product reflects the course of activities of enterprise cluster entities. Affiliation among the components and parts reflects the sequence of enterprise cluster entity’s activities. Begin with the analysis of product structure; it can establish the process view from the demand of nodes in product modeling. Fig. 2 shows, circle express entity’s activities to complete a mission. The arcs express the activities’process of enterprise cluster entities.3.4 Organization View of Enterprise Cluster EntityFrom the product structure indicated in product view, it can get the situation of organization unit and the hierarchy between organization and role in all activities’stages. Then, the organization view of enterprise cluster entity can be established, such as Fig. 3. Corresponding with product, GROUP shows a combination of enterprise entities in enterprise cluster to manufacturing a product. OU, corresponding with components, is the organization unit. It shows the entities of enterprise cluster. BOU, corresponding with parts, is the basic organization unit. It shows the units that can not be subdivided in a mission in an entity.4. Resource View of Enterprise Cluster EntityAccording to the organizational relationship of enterprise cluster entity and the resource requirement of manufacturing process,the resource view of enterprise cluster entities can be established. As shown in Fig. 4.Relationship between Product and Enterprise Cluster EntityProducts are produced by enterprise cluster entities.Therefore,products certainlyindicate the relationship among enterprise cluster entities. The product structure can be analyzed by using of the enterprise cluster entity modeling. Then, we can get the relationship among various entities.(1) In the longitudinal aspect, the complexity of the product structure indicates thepartnership of enterprise cluster entities. Every parts of the product are closely linked with the entities. Through the process dimension, resource dimension and organization dimension of enterprise cluster entity’s modeling, links can be established between product parts and entities. In one way, the more complex the product is, the more closely in enterprise cluster entity’s cooperation. On the otherhand, the relationship of constraints and promotion exists in all stages of the manufacturing process.(2) In the transverse aspect, the similarity of the product’s performance and structure indicates thecompetition of enterprise cluster entities. The outputs of the enterprisecluster are products withsome similarity in structure, material and parameter. Among them, some parts of the product are produced by enterprise with the same production capacity. These enterprise’s production process,resource and organization forms are having some similarity. Therefore, in the process ofmanufacturing, different enterprise cluster entities are competing on procurement of raw materials,quality assurance and product sales. The more similarity of the product or part in performance andstructure is the more intense competition among entities.Application and Analysis of the Model of Enterprise Cluster EntityThe injection molding machine companies in Ningbo are large in number and wide in classification.They have formed into an enterprise cluster. A research about 4776 kinds of injection moldingmachine products from 59 injection molding machine companies in this area has finished. Then, thedistribution of product can be obtained by using the complex network theory. The distribution ofproduct expresses the relationship of the enterprise cluster entities in Ningbo area. We use everydifferent injection molding machine product as the node and the same or similar parameters amongproducts as the connection side, to establish the networks of injection molding machine product.Here, we establish the product networks by three combinations of parameters. They are screwdiameter and injection weight, clamping force and toggle stroke and last combination is thecombination of the four parameters. Fig. 5 shows the products network and the node degreedistribution by parameters of screw diameter and injection weight. We can use matlab programminglanguage to calculate the average distance, average clustering coefficient and the network density.Complex network parameter can be used to analyze the characteristics of product. Meanwhile,the characteristics of product indicate the relationship of the enterprise cluster entities. Therefore,the conclusions of analysis:(1) The competitive environment of the whole enterprise cluster in Ningbo is not very intense.As Table 1 show, the network density of network 1 and network 2 is closely, but, the networkdensity of network 3 is much smaller. This situation explains that the probability of product withfour same parameters is small. It also express that products produced by injection molding machineenterprise in Ningbo are heterogeneous. From the model of enterprise cluster entities we can findthat products have close relationship with enterprise entity’s activities process, resource andorganization. In the process of manufacturing, enterprise entities have more choices in procurementresource, producing and product sales. There, the competitive environment of the whole enterprisecluster is not very intense. The injection molding machine enterprise cluster also has a largerpotential in development in the future.(2)In a small-scale of the injection molding machine enterprise cluster in Ningbo, the competitionamong enterprise cluster entities is drastic.Table 1 show that the average clustering coefficients of all the three networks are bigger than0.9.This indicates that these product networks have high clustering coefficient. Meanwhile, theaverage distance is small too. In accordance with the definition from WATTS [5], if a network bothhaving the high average clustering coefficient and small average distance, we refer to as so-calledsmall world effect. This shows products from the enterprise cluster have the similar performance ina limit products assembly. These enterprises have the similar resource requirement, manufacturingprocess and organization form. Thereby, they will compete with each other drastically inmanufacturing and sales.ConclusionsIn this paper, based on the analysis of product structure, the model of enterprise cluster entities hasbeen established. Using the modeling, we can build the contact between product and enterprisecluster entity from the three aspects of process view, resource view and organization view. Then, therelationship of injection molding machine enterprise cluster entities in Ningbo can be obtained fromthe distribution of products. On this basis, the contact among enterprise cluster entity will be closer.This can promote the further development of enterprise cluster in Ningbo.译文浅谈中国大学生就业困难的原因分析1.研究背景中国的高等教育进入大众化阶段后，大学毕业生人数激增，就业形势日趋严峻，大学生就业难已经是一个社会关注的热点话题。

企业多元化经营外文文献翻译3000多字译文

文献出处：Gronum S. The research of small and medium-sized enterprise diversification [J]. Journal of Small Business Management, 2015, 10(2): 257-266.原文The research of small and medium-sized enterprise diversificationGronum SAbstractCorporate diversification business success is based on the correct business strategy combination, specific diversification strategies related to the enterprise group management. Diversification strategy is a must be considered in the process of enterprise development, enterprise management direction and management structure determines the enterprise can fully use limited management resources and ability, to establish their own business advantages. Diversification is a kind of important enterprise growth and natural selection, small and medium enterprises to implement diversification, improve the understanding of diversity is the key, to create the conditions of diversified enterprise operation mechanism, relevant policies and regulations, such as diversification strategy will directly affect the effect of the small and medium-sized enterprises to implement diversification.Keywords: SME; Diversification; Core competence1 IntroductionDiversity as a kind of management strategy is widely adopted by modern enterprises. The famous American economist, money, thinks: generally speaking, whether the diversification, is one of the main difference between modern enterprises and traditional enterprises. Larger enterprises want to gain more market, establish the competitive advantage, the enterprise bigger and stronger, diversified management strategy has become an inevitable choice, which has become the consensus of economists and researchers. But as a large number of small and medium enterprises, how to choose appropriate diversification strategy and how to effectively implement the strategy of diversification, still under discussion, most researchers are also worth studying. So how to choose and large enterprise diversification strategy to make yourself strong rapidly, choose diversification strategy for small and mediumenterprises suitable or not and how to effectively implement the strategy of diversification, the problem is particularly important. Increasingly is the attention of economists and managers.2 Theoretical backgroundReduce the management risk rapid growth is small and medium-sized companies and enterprises to adopt diversification strategy are an important reason. The economies of scale theory and portfolio theory are the basis of diversified choices. Small and medium-sized enterprise relative to the big enterprise itself has some disadvantages: small size, less assets, liabilities ability is limited, lack of good credit, credit line co., LTD., are susceptible to the influence of operating environment, variables, such as risk, caused the enterprise anti-risk ability is weak, the development of easy to hit, it is difficult to based on the original main business has a better development. So for small and medium enterprises, the diversification is important, but also wants to see your choice of business activities can bring benefit for you. Choose diversification strategy, small and medium-sized enterprises want to succeed must first eyes inward, to oneself have a clear understanding, to know what they lack. Such as the project itself does not have development potential, serious deficiency in the operation and management, capital waste, poor sales channels, etc., if the enterprise did not recognize these problems, even if he also is very difficult to solve the problem of development through diversification. At the same time, also want to see the core competitiveness of the enterprise itself or advantage, and the correlation of choice diversification, these are the key to choose or not.3 Summary of diversification3.1 DiversificationDiversification, also known as diversification or diversification management, refers to the enterprises in a number of related or unrelated industries at the same time, a number of different business strategies. Diversification as the securities portfolio theory, the theoretical basis of the portfolio can consist of a variety of securities, from the investor's point of view, the most important is not the returns and risk of individual securities, but the returns and risk of investment portfolio. Investors through differentsecurities holdings scatter risk implicit in the individual securities, the risk is called diversifiable risk, and it is the risk of special events caused by the company, but also has risk. It is by the war, such as inflation and recession of comprehensive factors, which affect the company.Securities portfolio theory has proved that composed of several kinds of stock portfolio, its revenue is the weighted average of the stock, but the risk is lower than the weighted average, and the portfolio will reduce the investment risk. Portfolio's ultimate goal is to improve the yield, scattered or weaken the investment risk, to really improve the level of portfolio returns. Securities portfolio theory application in the enterprise production and business operation activities is called diversification, according to the securities group theory; the enterprise will be in the same period to market extension of different industries, different products, hope to do long attack, a comprehensive victory. But here to make it clear that the business risk is the management risk and financial risk, rather than the securities portfolio of the system and non-system risk. Management risk refers to the enterprise profit changes caused by the reasons for the risks, the influencing factors of every enterprise management risk is not exactly the same; generally have a product price, product demand, product cost, fixed cost and price adjustment ability, etc. Financial risk refers to the change of debt ratio of total capital risk, namely refers to debt financing to investors on the risks of income level, factors affecting the profits and liabilities of the cost of capital and equity ratio, etc.3.2 Enterprise diversification and core competitivenessThe motivation of enterprise diversification is a risk dispersedly, enter the new industry is faced with new risks, however, sometimes due to not adapt to the new requirements at a competitive disadvantage. Into industry with relatively high capital requirements than into a bigger risk of low capital requirements of industry; Into the problem of high rate of product updates is lower than from entering the product update rate of industry risk. So for effective industry analysis and industry choice also is helpful for enterprises to evade the risk of diversification.Diversity means that companies will move into new areas, because of the newinformation in the field of master, incomplete and lack of corresponding expertise to bear than in their own familiar with the main business areas of higher risk, combined with the enterprise can't be in the new field rapidly to reap rewards to balance the high risk, so if you want to succeed in new business areas and based, must have a main business provide stable funding and accumulated in main business on the basis of the full development of diversification of necessary industry which the enterprise exclusive management and general management skills. Enterprises should first focus on the enterprise to develop into industry with high visibility, with the core of the respect such as technology and marketing advantages, in the "market leader" status, fully enjoy the economic interests of the main business scale of enterprises, for the enterprise to the development of other industry gathered enough strength. If the main business, companies are not only the lack of adequate resources to build the advantage in the field of new, even can make original business areas are involved and direct threat to the enterprise survival.Enterprise core competitive ability is the enterprise formed for a long period of time, contain in the essence of enterprise, enterprises unique, support the enterprise competitive advantage, and make the enterprise internal competitive environment for a long time can make active core competencies. It transcends the specific products and business units, to the enterprise competition gives a new meaning, that is not a simple enterprise resources and the strength of competition, but how to scheduling, allocating resources, greater competition to be effective. Focus on core competitiveness than confined to specific products and business unit strategy, which can more accurately reflect the enterprise long-term development objective need.Diversification will greatly influence the enterprise's core competitiveness, if the diversification strategy is successful, will greatly improve enterprise's core competitive ability, help enterprise to maintain its competitive advantage: if diversification strategy fails, not only conducive to promotion enterprise's core competitiveness, may make the original core competitiveness drops instead, or even lose their competitive advantage. Diversified management can continue to find and improve the enterprise's core competition force and core competitive power should beunderstood as a dynamic concept. Such as scientific and technological progress, industrial structure upgrading, product life cycle and the consumption habits can lead to companies such as the change of the original core technology and core products ability of recession. So enterprises also need to continuous innovation, diversified road, constantly find and improve the core competitiveness of the enterprise. The core competitiveness of ductile characteristics demand diversification to support, only prominent main business, strengthen the core business, formed its own unique advantages, in establishing the core competence on the basis of surrounding its implement diversification, to more efficient use of existing advantages, and ultimately achieve the success of diversification.4 Related diversification and unrelated diversificationCorrelation diversity refers to the enterprise to expand business activities to the original product, the market had a higher correlation industry, through combination between internal business units and sharing common resources, for the transplantation of core competence, thus reducing the production cost of enterprises, or enterprise related business department have relative to the competition of differentiation advantage. High correlation can make the enterprise in the field of a business to accumulate the expansion of the core competence or competitive advantage is more easily to the related business areas, so as to expand the scope of the enterprise the competitive advantage and strength, to improve the competitive advantage of enterprises on the whole. The correlation diversification is to point to in the process of implementing diversification, from industry; now entering has nothing to do with the products and markets now products and markets. It mainly has two forms: financial type, this kind of business to its various subsidiaries engaged in production and business operation activities of has nothing to do with each other to provide funds, perform strategic planning functions, but does not participate in strategic management decisions, and ultimately financial risk; Managed, such companies are not only undertake the financial and control function, but also to all economic entities responsible for the management decision-making and provide management consulting, staff training and other services. Either type, they have a common feature andcorrelation between the biggest differences is to focus on the financial management and capital appreciation value.译文中小型企业多元化经营问题研究Gronum S摘要企业多元化经营成功基于正确的经营策略组合，具体多元化策略关系到企业集团经营命运。

企业信息化建设外文翻译文献

企业信息化建设外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Analysis on the informatization construction of small and medium-sized enterprisesWorsley Susan【Abstract】:with the rapid development of information technology, the domestic,small and medium-sized enterprise informatization construction has entered a new stage ofdeve1opment, small and medium-sized enterprise informatization has become the small and medium enterprises out of its own advantage, improve competitive,advantage to enhance competition ability and development ability is an important choice. This paper analyzes the important role of informatization in small and medium-sized enterprises, summarizes the main problems in information system construction, and puts forwardthe countermeasures to solve the problem.IntroductionA l ong w ith the information technique change rapid l y deve l opme n t, eco n omic g lo ba l iz a ti o n a nd th e knowle dg e e co n o m y r ap id de vel opmen t,mar ket c o m pe titi o n b e co m ing i nc r easi n gly fi e rc e, man y s m all a nd m e d i um en t e rp ri se s q u i cke n th e informatiza t io n co n s tr uc t ion, ente rp rise i nformat i zation leve l direc tl y affects the com p e t itiveness o f ente rp rises. Enter p rise info r mat i zation i s t o show the en t erpr i se i s in p r o d uct i on, ci r c u lation and service and o th er busi n ess ac ti vities,th e use o f mo d ern information techno1ogy, t hrough adva n ced com p uter n etwork t echno l ogy to i n teg r ate the ex i sting p ro du ctio n, management, design,man uf ac tu ri n g a nd other secto r s, ente rp r i ses r eal i ze the automa t io n o f the p roduct i on p rocess, management o f the network, intell i ge n ce of d ecision-making a nd bu siness ope r at i o n o f the elec tr onic, so as t o improve th e econo m ic ef f ic i ency of e n ter p rises and th e co m pet i t i veness ofente rp r i ses i n the p r ocess.1.Strengthening the informatization construction of small and medium-sizedenterprises the important role1.1contribute to the technical progress of the enterpriseInformation tech n o l ogy promotes the sma ll and medium-sized enterprise technology innovation. Be helpful for technical innovation in enterprises of interstitial diffusio n.1.2contributes to improve the adaptability of enterprisesWith the h elp of info r mation t ech n ology and network, the en t erpr i se can time l y access to ma rk e t i n forma t ion, t o ex p and th e sco p e of the ma rk e t, be he lp ful for fac t o r o f p r oduct i on opt i mize con fi gu r at i on, ma k e th e ente rp rise adap t t o vary fr om m i n u te to min u te market e n vironme nt, enhance th e e n ter pri se ag ilit y.1.3to help improve the management efficiency of enterprisesIn f orma t ion management autom a tion, i nte ll igent ca n redu c e the cos t of po li cy, imp r ove th e ef fi ciency o f d e ci sio n ma ki ng.2.the current small and medium-sized enterprise informatization to build theproblem of existence2.1misunderstandingsAlthough many medium and small enterprises have different levels to carry out the informatization construction,but most are not on what is enterprise informatization, how to carry out informatization to have a thorough understanding.Many managers think that informatization construction is the enterprise business process" original copy", use the computer instead of manual operation, the traditiona1 habits and standard on the system and using the process of evaluation, and accordingly put forward to modify an opinion.2.2insufficient capital investmentEnterprise informatization is a n eed fo r lo n g-te r m deve l opme nt of investme nt p r ojec t, n o t on l y in the i ni t i a l stage w i1l cos t a lo t o f money t o buy ha rd ware and m a t chi n g software reso ur ce, in the la tt er par t of t he t ra i n i ng of person n el t ec hni cal f o ll ow-up sys t em up g r a d e a n d mai nt e n ance aspec t is t o i n ves t e n or m ous ca pi tal.2.3composite talent shortageSmall and medium-sized enterprises have already know IT technology and understand the business processes and complex business management backbone little talent which to a large extent restricts the small and medium-sized enterprise informatization construction quality and speed.2.4Management supporting backwardEnterprise information to promote information technology plays its role in management must with the advanced management means and methods to combine, melting into the modern management idea and method.2.5Problems in the external environment1)Government support is not enough, the lack of scientific guidance. Governmentsupport for small and medium sized enterprise informatization construction is not enough, insufficient guidance, mainly reflected in the following two aspects: first, large enterprises is present at all levels of Government Informatization Transformation of special funds focus on the funding, and the informatization construction of small and medium sized enterprises lack of attention; the, government departments themselves in the process of information did not take the lead, such as lack of the information-based degree of the industrial and commercial bureau, tax bureau, making every month the company but also to the Inland Revenue Department ranked team for a long time to make statements and so on, which in a certain extent, affected the enthusiasm of the informatization construction of small and medium sized enterprises.2)The relevant laws and regulations are not perfect. At present our country in theinformation construction of enterprises is still not unified planning and standards, the corresponding laws and regulations are not perfect, the informatization construction of the regional industry basically in a state of fragmentation. For the network economic crimes, China is also lack of effective technical means and legal sanctions basis, so the first use of information technology companies to pay the price is relatively large. So many small and medium enterprises in the face of dazzling computer hardware and software market and numerous information systems development failures phenomenon, many confused, indecisive.3)Services Limited, the environment is poor. Compared with foreign countries, thedevelopment of China's software industry is lagging behind. On the market a lot of enterprise information solutions are provided by foreign large software companies, such as SAP, the United States, the United States, and so on.However, these programs are very expensive, small and medium enterprises can not afford to buy. Although there are a lot of Domestic Company for small and medium enterprises to provide the so-called tailored management software products, the price is not expensive, but the software can not meet the actual needs of small and medium enterprises, service has not kept up with. In addition, the small and medium enterprises in the construction of information technology has expertise in consulting company, the construction of information technology is not enough, leading to the project quality can not be guaranteed. Electronic payment, information security, social credit system and other aspects of the existing problems that the enterprise believes that now is not the best time to carry out information.3.Accelerating the information construction of small and medium-sizedenterprises measures3.1Enterprise1)Correct understanding of informationThe rapid development in information technology today economic globalization pace accelerate, make enterprise information construction becomes the trend of the times to be a trend which cannot be rmation process, which is to integratethe various resources within the enterprise through the computer network technology, optimize the management process, and then improve the process of economic efficiency and competitiveness of enterprises. Enterprise information is not equal to the simple computer, it is a complex process. Only business process reengineering, so that information technology into the enterprise's financial, sales, planning, production, procurement and other business processes, or else simply do not talk about what the enterprise information.2)Accelerate composite information talentsEnterprises should establish corresponding mechanism cultivate and maintain a technology to improve the team all staff and managers in the management of information technology knowledge and theory level.Talents are the most valuable resources for enterprises. In order to promote the development of information technology, small and medium enterprises must do a good job in both hands. On the one hand, enterprises must formulate human resource strategy, adopt various methods and means to recruit and introduce talents for enterprises, especially the advanced technology. On the other hand, enterprises should carry out more training activities within the enterprise, through technical exchanges and cooperation and other ways to cultivate a large number of professional knowledge, with practical ability of information technology personnel, improve the comprehensive ability of the enterprise to improve the normal operation of enterprise information.3)Take the key breakthrough of phased implementationEnterprise information is a step is not possible nor practical, should take steps to implement, key breakthrough system construction mode, can be divided into several different stages to implement it step by step. As small and medium-sized enterprises, by their own limitations, can input information construction funds will not too much.4)Plays by society and government supportOur country small and medium-sized enterprise information is still in its infancy, is inseparable from the government’s guidance and social support.Small and medium enterprise informationization is a revolution ,is a complex and arduous systemproject ,involving all aspects of the business small and medium-sized enterprise informatization level is directly related to the level of the whole national informatization level. Small and medium-sized enterprises want to survive and develop, infromatization construction to be imperative informatization construction of small and medium-sized enterprises to obtain the competitive advantage will become the inevitable choice.5)To make the overall planning of enterprise informationEnterprise information planning, also known as enterprise IT planning, it is the guidance of enterprise development strategy, diagnosis and analysis of enterprise management status, optimize the business process, and put forward the enterprise information system architecture, determine the logic relationship between each part of the information system. In the preparation of enterprise information construction, the research on the status quo and future development of enterprises should be made, including a series of complete planning including enterprise information network, technical route, the choice of software, implementation and consulting team, information realization steps and so on.3.2government and social aspects1)To strengthen the policy support to the informatization construction of small andmedium sized enterprises.To give full play to the role of the national enterprise information work leading group and local business information work leading group, all levels of government information technology to reform the special funds also have a certain tilt, adhere to the policy of the government to promote, market guidance, business entities, industry breakthrough, regional expansion, and strengthen enterprise information engineering support, and provide more effective macro guidance, organization and policy support.2)To create a good legal environment. Governments at all levels should developinformation management regulations as soon as possible,Strengthen the management of information resources. In order to solve theproblem of security and electronic contract authentication of online transactions and settlement, online contract law should be introduced as soon as possible to enhance the security of online transactions. To strengthen the laws and regulations on the fight against Internet crimes and to strengthen the protection of intellectual property rights. At the same time, we should further improve the information security monitoring system, establish an effective mechanism for information security and emergency handling mechanism, in the focus on the protection of basic network and important system security based on comprehensive information security protection.3)To strengthen the information guidance, play the role of the third party resourcesand platform.Small and medium enterprise information is still in the enlightenment, need to actively cooperate with the full range of positive guidance. Government to play the role of policy guidance to play the role of enterprise information, the media should play an active role in promoting and promoting the role of. At the same time, we should give full play to the role of the third party resources and platform. If the enterprise from the construction of network platform, run the server group, support a team to start, really need a high input. But in fact, they can outsource these operations, the business can only focus on the core business process. The use of third party platform to establish supply management system, often can achieve the goal of low cost, high efficiency, dynamic, very worthy of small and medium enterprises for reference.4.ConclusionIn recent years, the Chinese government has strengthened the guidance andpromotion of the small and medium-sized enterprise information, and hasachieved some results. But from the level of development of informationtechnology and Chinese enterprises to participate in the global competition point of view, is still a long way to go. The government should continue to increasesupport for small and medium-sized enterprises, accelerate the construction of information infrastructure and public information resources, accelerate theconstruction of small and medium enterprise information service team, andactively carry out e-government, so as to mobilize and encourage theimplementation of information technology in small and medium enterprises.译文：中小企业信息化建设分析沃斯利-苏珊【摘要】:随着信息技术的飞速发展，国内、中小企业信息化建设进入了新的发展阶段，中小企业信息化已成为中小企业自身优势，提高竞争优势，增强竞争力和发展能力是一个重要的选择。

企业绩效评估外文文献翻译2009年译文3000多字

文献出处：Sellers R, Nicolau J L. Assessing performance in services: the travel agency industry [J]. The Service Industries Journal, 2009, 29(5): 653-667.（声明：本译文归百度文库所有，完整译文请到百度文库。

）原文The Assessing performance of Enterprise: The Case of travel agencyindustrySellers；NicolauAbstractThe aim of this article is to compare different approaches to the evaluation of economic performance in tourism. For the first time in tourism, this article simultaneously applies traditional productivity measures as well as parametric and non-parametric techniques to estimate efficiency and compares the results obtained. The empirical application is carried out on a sample of 567 travel agencies operating in Spain in 2004. The results reveal important differences depending on the methodology employed. Overall, none of the methodologies can be said to be better than the rest. These results highlight the importance of considering different approaches when evaluating performance in tourism.Keywords: firm performance; profitability; productivity; efficiency; travel agenciesIntroductionThe assessment of performance is a critical component of the management process in any type of organisation. Business performance is recognised as a multi-dimensional construct, as it covers diverse purposes and types of organisations/levels (Lewin & Minton, 1986). The single output to input ratios, such as return on investment (ROI) andreturn on sales (ROS) may be used as indices to characterise financial performance. However, conventional referents of performance, whether they are measures of profitability, such as ROI, or productivity, are unsatisfactory discriminants of ‘excellence’(Chakravarthy,1986), as a company's performance is a complex phenomenon requiring more than a single criterion to characterise it (Zhu, 2000).Furthermore, growing competitiveness and the globalisation of markets in recent years have given rise to an economic environment where it is becoming increasingly difficult for companies to survive. In this context, efficiency and productivity have become important issues for managers, both in the manufacturing and service sectors, as the analyses of these can be useful to evaluate firm performance. However, although the service sector's size and importance has grown in the past 20 years, productivity have not grown as fast in the service sector as in the manufacturing sector (Van Biema & Greenwald, 1997).Particularly, this article analyses the tourism sector, given the importance that tourism has in the service industry. In the tourism sector, travel agencies are of course mindful of the need to manage the productivity and the efficiency of their business. However, the larger publicly quoted travel agencies tend to avoid aggregate economic approaches to the measurement of productivity in favor of firm level financial or operating measures that are meaningful to investors and stakeholders. While smaller and unquoted travel agencies have fewer stakeholders to convince, they similarly rely upon a relatively common set of operating and performance ratios (Reynolds, Howard, Dragun, Rosewell, & Ormerod,2005).This article reviews some of the methods proposed to estimate economic performance in tourism. The methodology applied is based on traditional profitability and productivity measures as well as parametricand non-parametric techniques to evaluate efficiency. The empirical application is carried out on a sample of 567 travel agencies operating in the Spanish tourist distribution sector in 2004.The remainder of the article is organised as follows. The second section reviews the previous literature in this field. The third describes the methodology and sample used. In the fourth section, the results obtained are shown. Finally, the conclusions of the study, the limitations of the paper and future research possibilities are presented in the fifth section.Literature reviewTo evaluate performance in tourism, several approaches have been proposed. Among these proposals, productivity and efficiency analyses have become very important in recent years. However, although the terms productivity and efficiency have been used interchangeably, this is unfortunate because they are not exactly the same thing. The most common interpretation in marketing and economics is expressed by Bucklin (1978) and Ingene (1982), who state that: ‘The ratio of total productivity is the quotient of all outputs to all inputs. The ratio of partial productivity is the quotient of all outputs to a single input’. In this sense, productivity indexes are calculated by inserting numbers into predetermined formulas or ratios and do not take into account the performance of other retail outlets. As an alternative, relative efficiency is a new approach to the measurement of retail productivity, which focuses on an outlet relative to the best performers rather than the average performers as with the traditional absolute measures.Studies of tourism efficiency analysis can be classified on the method employed. Most of them, use the data envelopment analysis (DEA) non-parametric method (Anderson, Fok, & Scott, 2000; Anderson, Lewis, & Parker, 1999a; Barros, 2005a, 2005b; Bell & Morey, 1995; Chiang, Tsai,& Wang,2004; Hwang & Chang, 2003; Morey & Dittman, 1995; Reynolds, 2003).A few of them are based on parametric techniques (Anderson et al., 1999a; Anderson, Fish, Xia, & Michello, 1999b; Barros, 2004; Barros & Matías, 2006; Coelli, Perelman, & Romano, 1999; Weng & Wang, 2006). Regarding the function utilised, studies rely on both Translog function (e.g. Anderson et al., 1999b; Weng & Wang, 2006) and Cobb–Douglas function (e.g. Barros, 2004; Barros & Matias, 2006).It is important to note that, in spite of the important role travel agencies play in marketing tourism products, most of efficiency analyses in tourism focus on the hotel industry (in particular, from the USA, Portugal and Taiwan). These studies use microeconomic data and consider lodging establishments of one hotel chain by employing multiple inputs and outputs. Also, they mostly apply a cross-section sample from 1 year, while studies that use samples from several years estimate productivity through Malmquist productivity index based on the non-parametric DEA technique (Barros, 2005a; Barros & Alves, 2004; Hwang & Chang, 2003), or through a parametric frontier that takes into account the possible technical change by introducing a time variable (Barros, 2004; Coelli et al., 1999). Finally, there exists a great variety of variables used in tourism efficiency analysis due to the availability of information on travelagents' inputs and outputs. MethodologyThe methodology employed to reach the goal of this article is divided into three stages.In the first stage, profitability and productivity indexes are estimated. To estimate profitability, traditional indexes such as returns on capital employed (ROCE), returns on assets (ROA) and returns on investment (ROI) are employed. Furthermore, two specific ratios employed to estimate the productivity in travelagencies are computed (i.e. salesper employee and sales per outlet).In the second stage of the methodology, both parametric and non-parametric models are employed to estimate efficiency. The basic difference between them is that the parametric models specify a functional relationship between the inputs employed and the outputs obtained, whereas in the non-parametric models no functional relationship is considered. Gong and Sickles (1992) show that neither technique uniformly dominates the other. First, a stochastic frontier production function is estimated. In this parametric model, a production function is specified, which defines output as a function of a given set of inputs. The stochastic element of this model allows some observations to lie above the production function, and accounts for measurement error and other random factors (Coelli, Prasada, & Battese,1998).ResultsIn this section, profitability and productivity indexes as well as efficiency estimates are computed.As can be seen, for the sample analysed, the mean profitability ratios are: ROA = 4.08%, ROCE = 18.722% and ROI = 11.567%. Regarding the productivity indexes, the results show that the average amount sold per employee in thousands of euros is 248.361; whereas the average amount sold per outlet is 486,827€.It also shows the mean efficiency estimates of the firms analysed using both parametric and non-parametric techniques. The estimated mean efficiency with the stochastic parametric frontier is 0.703, which indicates that there is considerable inefficiency in the Spanish tourist distribution sector. This result implies that, on average, the firms considered could have obtained 29.7% more output using the same resources. With the aim of examining the nature of the existing returns to scale. Additionally, the constant returns to scale (CRS) and VRS output-orientedDEA frontiers are estimated for the same number of retailers and the same output and input variables as for the stochastic production frontier. The mean technical efficiencies obtained for the VRS and CRS DEA frontiers are 0.548 and 0.633, respectively. Thus, the DEA analysis also reveals substantial productive inefficiency in the Spanish retail system. The mean SE for the sample analysed is 0.866. This result suggests that most of the deviation from the efficiency frontier is due to poor use of inputs and, to a lesser extent, to companies not operating at optimum size. Under the VRS model, 44 of the 567 firms analysed are fully efficient, while in terms of the CRS model 31 firms are fully efficient.Conclusions and implications for managementSeveral approaches can be found in the literature for measuring economic performance in the tourism industry. In this article, some of the most relevant approaches proposed are compared and employed to analyze the performance of the Spanish travel agency sector.While some of them allow the inclusion of multi-output performance measures, others are restricted to single outputs. Overall, none of the methodologies can be said to be better than the rest. The most appropriate methodology depends on the characteristics of the production process and the aim and scope of the analysis.In general, the application of these techniques has important implications in tourism. First of all, performance analysis is useful to the management of the retailers themselves (Sinigaglia et al., 1995). At a horizontal level, the measurement of productivity is important in the strategic management of companies in the sector, as it facilitates the realization of strategic benchmarking analysis. Basically, the process of benchmarking requires the measurement of the difference between the current performance level of an organization and the best practically possible level, in order to subsequently identify the underlying causesof each difference, the most important of which are management style, organizational structure and product quality, among others (Camp, 1989).Furthermore, the analysis of the efficiency of travel agencies also favors the management of service producers (Sinigaglia et al., 1995), as it allows them to identify intermediaries that efficiently use their resources to bring their products to the market. In this sense, efficiency becomes an orientation criterion for the choice of vertical relationships in the distribution channel (Holloway & Robinson, 1995). Traditionally, the criteria for the choice of distributors have been economic, in terms of the costs and incomes of each option; and strategic, considering market coverage, flexibility of adaptation to environmental changes or control over the actions of the intermediary. Along with these aspects, we should consider the efficiency with which intermediaries operate (Bultez & Parsons, 1998), given that it determines, to some extent, the capacity of the intermediary to comply with its primary function of serving the market.This article is not without limitations. Given the fact that we only analyze one of the players in the distribution channel, the generalization of the conclusions of the study to the whole sector should be made with caution. Therefore, the scope of the results obtained in this study should only be considered at the level of the retail format analyzed.Finally, future research lines should be directed towards considering other aspects such as the quality of the services provided, customer satisfaction or the interaction with the external environment, which are of great importance when evaluating firm performance.译文企业绩效评估：以旅行社为例塞勒斯；里卡多; 尼古拉摘要本文的研究目的是为了比较旅游社绩效的不同评估方法。

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)。

企业数据建模外文翻译文献(文档含中英文对照即英文原文和中文翻译)翻译：信息系统开发和数据库开发在许多组织中，数据库开发是从企业数据建模开始的，企业数据建模确定了组织数据库的范围和一般内容。

这一步骤通常发生在一个组织进行信息系统规划的过程中，它的目的是为组织数据创建一个整体的描述或解释，而不是设计一个特定的数据库。

一个特定的数据库为一个或多个信息系统提供数据，而企业数据模型（可能包含许多数据库）描述了由组织维护的数据的范围。

在企业数据建模时，你审查当前的系统，分析需要支持的业务领域的本质，描述需要进一步抽象的数据，并且规划一个或多个数据库开发项目。

图1显示松谷家具公司的企业数据模型的一个部分。

1.1 信息系统体系结构如图1所示，高级的数据模型仅仅是总体信息系统体系结构(ISA)一个部分或一个组织信息系统的蓝图。

在信息系统规划期间，你可以建立一个企业数据模型作为整个信息系统体系结构的一部分。

根据Zachman(1987)、Sowa和Zachman（1992）的观点，一个信息系统体系结构由以下6个关键部分组成:数据（如图1所示，但是也有其他的表示方法）。

操纵数据的处理（着系可以用数据流图、带方法的对象模型或者其他符号表示）。

网络，它在组织内并在组织与它的主要业务伙伴之间传输数据（它可以通过网络连接和拓扑图来显示）。

人，人执行处理并且是数据和信息的来源和接收者（人在过程模型中显示为数据的发送者和接收者）。

执行过程的事件和时间点（它们可以用状态转换图和其他的方式来显示）。

事件的原因和数据处理的规则（经常以文本形式显示，但是也存在一些用于规划的图表工具，如决策表）。

1.2 信息工程信息系统的规划者按照信息系统规划的特定方法开发出信息系统的体系结构。

信息工程是一种正式的和流行的方法。

信息工程是一种面向数据的创建和维护信息系统的方法。

因为信息工程是面向数据的，所以当你开始理解数据库是怎样被标识和定义时，信息工程的一种简洁的解释是非常有帮助的。

信息工程遵循自顶向下规划的方法，其中，特定的信息系统从对信息需求的广泛理解中推导出来（例如，我们需要关于顾客、产品、供应商、销售员和加工中心的数据），而不是合并许多详尽的信息请求（如一个订单输入屏幕或按照地域报告的销售汇总）。

自顶向下规划可使开发人员更全面地规划信息系统，提供一种考虑系统组件集成的方法，增进对信息系统与业务目标的关系的理解，加深对信息系统在整个组织中的影响的理解。

信息工程包括四个步骤:规划、分析、设计和实现。

信息工程的规划阶段产生信息系统体系结构，包括企业数据模型。

1.3 信息系统规划信息系统规划的目标是使信息技术与组织的业务策略紧密结合，这种结合对于从信息系统和技术的投资中获取最大利益是非常重要的。

正如表1所描述的那样，信息工程方法的规划阶段包括3个步骤，我们在后续的3个小节中讨论它们。

1.确定关键性的规划因素关键性的规划因素是指组织目标、关键的成功因素和问题领域。

确定这些因素的目的是建立规划的环境并且将信息系统规划与战略业务规划联系起来。

表2显示了松谷家具公司的一些可能的关键规划因素，这些因素有助于信息系统的管理者为新的信息系统和数据库社顶优先级以处理需求。

例如，考虑到不精确的销售预测这个问题领域，信息系统的管理者可能在组织数据库中存放额外的历史销售数据、新的市场研究数据和新产品的测试数据。

2.确定组织的规划对象组织规划对象定义了业务范围，业务范围会限制后来的系统分析和信息系统可能发生改变的地方。

五个关键的规划对象如下所示:●组织单元组织中的各种部门。

●组织地点业务操作的发生地。

●业务功能支持组织使命的业务处理的相关组。

业务功能不同于组织单元，事实上一个功能可以分配给多个组织单元（例如，产品开发功能可能是销售部和生产部共同的责任）。

●实体类型关于组织所管理的人，地点和事物的数据的主要类别。

●信息系统处理数据集的应用软件和支持程序。

3.建立企业模型一个全面的企业模型包括每个企业功能的功能分解模型、企业数据模型和各种规划矩阵。

功能分解是把组织的功能进行更详细的分解过程，功能分解是在系统分析中为了简化问题、分散注意力和确定组件而使用的经典处理方法。

在松谷家具公司中订单履行功能的功能分解的例子如图2所示。

对于处理业务功能和支持功能的全部集合而言，多个数据库是必须的，因此一个特定的数据库可能仅仅对支持功能（如图2所示）的一个子集提供支持。

为了减少数据冗余和使数据更有意义，拥有完整的、高层次的企业视图是非常有帮助的。

企业数据模型使用特定的符号来描述。

除了实体类型这种图形描述外，一个完整的企业数据模型还应包括每个实体类型的描述和描述业务操作的提要，即业务规则。

业务规则决定数据的有效性。

一个企业数据模型不仅包括实体类型，还包括数据实体间的联系，以及各种规划对象间的其他联系。

显示规划对象间联系的一种常见形式是矩阵。

由于规划矩阵不需要数据库被明确的建模就可以明确描述业务需求，因此规划矩阵是一种重要的功能。

规划矩阵经常从业务规则中导出，它有助于社顶开发活动优先级、将开发活动排序和根据自顶向下视图通过一种企业范围的方法安排这些开发活动。

有许多种规划矩阵可供使用，它们的共同之处是:●地点-功能显示业务功能在哪个业务地点执行。

●单元-功能显示业务功能由哪个业务单元执行或负责。

●信息系统-数据实体解释每个信息系统如何与每个数据实体相互作用（例如，是否每个系统都对每个实体中的数据进行创建、检索、更新和删除）。

●支持功能-数据实体确定每个功能中数据的获取、使用、更新和删除。

●信息系统-目标显示信息系统支持的每个业务目标图3举例说明了一个可能的功能-数据实体矩阵。

这样的矩阵可以用于多种目的，包括以下三个目的:1)确定空白实体显示哪些数据实体没有被任何功能使用或哪个功能没有使用任何实体。

2)发现丢失的实体每个功能涉及的员工通过检查矩阵能够确认任何可能丢失的实体。

3)区分开发活动的优先级如果一个给顶的功能对于系统开发有高优先级（可能因为它与重要的组织目标相关），那么这个领域所使用的实体在数据库开发中拥有高优先级。

Hoffer、George和Valacich(2002)的著作中有关于怎样使用规划矩阵完成信息工程和系统规划的更完整的描述。

2数据库开发过程基于信息工程的信息系统规划是数据库开发项目的一个来源。

这些开发新数据库的项目通常是为了满足组织的战略需求，例如改善客户支持、提高产品和库存管理或进行更精确的销售预测。

然而许多数据库开发项目更多的是以自底向上的方式出现的，例如信息系统的用户需要特定的信息来完成他们的工作，从而请求开始一个项目，又如其他信息系统的专家发现组织需要改进数据管理而开始新的项目。

即使在自底向上的情况下，建立企业数据模型也是必须的，以便理解现有的数据库是否可以提供所需的数据，否则，新的数据库、数据实体和属性都应该加到当前的组织数据资源中去。

无论是战略需求还是操作信息的需求，每个数据库开发项目通常集中在一个数据库上。

一些数据库项目仅仅集中在定义、设计和实现一个数据库，以作为后续信息系统开发的基础。

然而在大多数情况下，数据库及其相关信息处理功能是作为一个完整的信息系统开发项目的一部分而被开发的。

2.1 系统开发生命周期指导管理信息系统开发项目的传统过程是系统开发生命周期(SDLC)。

系统开发生命周期是指一个组织中由数据库设计人员和程序员组成的信息系统专家小组详细说明、开发、维护和替换信息系统的全部步骤。

这个过程比作瀑布是因为每一步都流到相邻的下一步，即信息系统的规格说明是一块一块地开发出来的，每一块的输出是下一块的输入。

然而如图所示，这些步骤并不是纯线性的，每个步骤在时间上有所重叠（因此可以并行地管理步骤），而且当需要重新考虑先前的决策时，还可以回滚到前面某些步骤。

（因而水可以在瀑布中倒流！）图4对系统开发生命周期每一阶段的目的和可交付的产品进行了简明注解。

系统开发生命周期的每一阶段都包括与数据库开发相关的活动，所以，数据库管理的问题遍布整个系统开发过程。

我们在图5中重复了系统开发生命周期的七个阶段，并概述了每个阶段常见的数据库开发活动。

请注意，系统开发生命周期的阶段和数据库开发步骤之间不存在一一对应的关系，概念数据建模发生在两个系统开发生命周期阶段之间。

企业建模数据库开发过程从企业建模（系统开发生命周期中项目论证和选择阶段的一部分）开始设定组织数据库的范围和一般内容。

企业建模发生在信息系统规划和其他活动期间，这些活动确定信息系统的哪个部分需要改变和加强并概述出全部组织数据的范围。

在这一步中，检查当前数据库和信息系统，分析作为开发项目主体的业务领域的本质，用非常一般的术语描述每个信息系统在开发时所需要的数据。

每个项目只有当它达到组织的预期目标时才可以进行下一步。

概念数据建模对一个已经开始的信息系统项目而言，概念数据建模阶段分析信息系统的全部数据需求。

它分为两个阶段。

首先，它在项目开始和规划阶段建立一张类似于图1的图。

同时建立其他文档来概述不考虑现存数据库的情况下特定开发项目中所需的数据范围。

此时仅仅包括高层类别的数据（实体）和主要联系。

然后在系统开发生命周期的分析阶段产生确定信息系统必须管理的全部组织数据的详细数据模型，定义所有数据属性，列出全部数据类别，表示数据实体间所有的业务联系，确定描述数据完整性的全部规则。

在分析阶段，还要检查概念数据模型（在后面也称作概念模式）与用来解释目标信息系统其他方面的模型类别的一致性，例如处理步骤、处理数据的规则以及时间的时序。

然而，即使是这样详细的概念数据模型也只是初步的，因为后续的信息系统生命周期中的活动在设计事务、报表、显示和查询时可能会发现遗漏的元素或错误。

因此，经常说到的概念数据建模是以一种自顶向下的方式完成的，它由业务领域的一般理解所驱动，而不是由特定的信息处理活动所驱动。

3.逻辑数据库设计逻辑数据库设计从两个角度进行数据库开发。

首先，将概念数据模型变换成基于关系数据库理论的标准表示方法——关系。

然后像设计信息系统的每个计算机程序（包括程序的输入和输出格式）那样，对数据库支持的事务、报表、显示和查询进行详细的检查。

在这个所谓的自底向上的分析中，精确地验证数据库中需要维护的数据和在每个事务、报表等等中需要的那些数据的性质。

对于每个单独的报表、事务等等的分析都要考虑一个特定的、有限制的但是完全的数据库视图。

当报表、事务等被分析时有可能根据需要而改变概念数据模型。

尤其在大型的项目中，不同的分析人员和系统开发者的团队可以独立地工作在不同的程序或程序集中，他们所有工作的细节直到逻辑设计阶段才可能会显示出来。

在这种情况下，逻辑数据库设计阶段必须将原始的概念数据模型和这些独立的用户视图合并或集成到一个全面的设计中。