商业银行创新发展中英文对照外文翻译文献

合集下载

外文翻译--中国银行业的改革和盈利能力(适用于毕业论文外文翻译+中英文对照)

本科毕业论文外文参考文献译文及原文学院经济与贸易学院专业经济学（贸易方向）年级班别学号学生姓名指导教师目录1 外文文献译文（一）中国银行业的改革和盈利能力（第1、2、4部分） (1)2 外文文献原文（一）CHINA’S BANKING REFORM AND PROFITABILITY（Part 1、2、4） (9)1概述世界银行（1997年）曾声称，中国的金融业是其经济的软肋。

当一国的经济增长的可持续性岌岌可危的时候，金融业的改革一直被认为是提高资金使用效率和消费型经济增长重新走向平衡的必要（Lardy，1998年，Prasad，2007年）。

事实上，不久前，中国的国有银行被视为“技术上破产”，它们的生存需要依靠充裕的国家流动资金。

但是，在银行改革开展以来，最近，强劲的盈利能力已恢复到国有商业银行的水平。

但自从中国的国有银行在不久之前已经走上了改革的道路，它可能过早宣布银行业的改革尚未取得完全的胜利。

此外，其坚实的财务表现虽然强劲，但不可持续增长。

随着经济增长在2008年全球经济衰退得带动下已经开始软化，银行预计将在一个比以前更加困难的经济形势下探索。

本文的目的不是要评价银行业改革对银行业绩的影响，这在一个完整的信贷周期后更好解决。

相反，我们的目标是通过审查改革的进展和银行改革战略，并分析其近期改革后的强劲的财务表现，但是这不能完全从迄今所进行的改革努力分离。

本文有三个部分。

在第二节中，我们回顾了中国的大型国有银行改革的战略，以及其执行情况，这是中国银行业改革的主要目标。

第三节中分析了2007年的财务表现集中在那些在市场上拥有浮动股份的四大国有商业银行：中国工商银行（工商银行），中国建设银行（建行），对中国银行（中银）和交通银行（交通银行）。

引人注目的是中国农业银行，它仍然处于重组上市过程中得适当时候的后期。

第四节总结一个对银行绩效评估。

2 银行改革战略及其实施2.1 银行改革战略改革前，国有独资银行由国家拥有并服务于国家经济政策的目标。

金融体系中英文对照外文翻译文献

金融体系中英文对照外文翻译文献(文档含英文原文和中文翻译)Comparative Financial Systems1 What is a Financial System?The purpose of a ﬁnancial system is to channel funds from agents with surpluses to agents with deﬁcits. In the traditional literature there have be en two approaches to analyzing this process. The ﬁrst is to consider how agents interact through ﬁnancial markets. The second looks at the operation ofﬁnancial intermediaries such as banks and insurance companies. Fifty years ago, the ﬁnancial system co uld be neatly bifurcated in this way. Rich house-holds and large ﬁrms used the equity and bond markets,while less wealthy house-holds and medium and small ﬁrms used banks, insurance companies and other ﬁnancial institutions. Table 1, for example, shows the ownership of corporate equities in 1950. Households owned over 90 percent. By 2000 it can be seen that the situation had changed dramatically.By then households held less than 40 percent, nonbank intermediaries, primarily pension funds and mutual funds, held over 40 percent. This change illustrates why it is no longer possible to consider the role of ﬁnancial markets and ﬁnancial institutions separately. Rather than intermediating directly between households and ﬁrms, ﬁnancial institutions have increasingly come to intermediate between households and markets, on the one hand, and between ﬁrms and markets,on the other. This makes it necessary to consider the ﬁnancial system as anirreducible whole.The notion that a ﬁnancial system transfers resources between households and ﬁrms is, of course, a simpliﬁcation. Governments usually play a significant role in the ﬁnancial system. They are major borrowers, particularlyduring times of war, recession, or when large infrastructure projects are being undertaken. They sometimes also save signiﬁcant amounts of funds. For example, when countries such as Norway and many Middle Eastern States have access to large amounts of natural resources (oil), the government may acquire large trust funds on behalf of the population.In addition to their roles as borrowers or savers, governments usually playa number of other important roles. Central banks typically issue ﬁat money and are extensively involved in the payments system. Financial systems with unregulated markets and intermediaries, such as the US in the late nineteenth century, often experience ﬁnancial crises.The desire to eliminate these crises led many governments to intervene in a signiﬁcant way in the ﬁnancial system. Central banks or some other regulatory authority are charged with regulating the banking system and other intermediaries, such as insurance companies. So in most countries governments play an important role in the operation of ﬁnancialsystems. This intervention means that the political system, which determines the government and its policies, is also relevant for the ﬁnancial system.There are some historical instances where ﬁnancial markets and institutions have operated in the absence of a well-deﬁned legal system, relyinginstead on reputation and other im plicit mechanisms. However, in most ﬁnancial systems the law plays an important role. It determines what kinds ofcontracts are feasible, what kinds of governance mechanisms can be used for corporations, the restrictions that can be placed on securities and so forth. Hence, the legal system is an important component of a ﬁnancial system.A ﬁnancial system is much more than all of this, however. An important pre-requisite of the ability to write contracts and enforce rights of various kinds is a system of accounting. In addition to allowing contracts to be written, an accounting system allows investors to value a company more easily and to assess how much it would be prudent to lend to it. Accounting information is only one type of information (albeit the most important) required by ﬁnancial systems. The incentives to generate and disseminate information are crucial features of a ﬁnancial system.Without signiﬁcant amounts of human capital it will not be possible for any of these components of a ﬁnancial system to operate eﬀectively. Well-trained lawyers, accountants and ﬁnancial professionals such as bankers are crucial for an eﬀective ﬁnancial system, as the experience of Eastern Europe demonstrates.The literature on comparative ﬁnancial systems is at an early stage. Our survey builds on previous overviews by Allen (1993), Allen and Gale (1995) and Thakor (1996). These overviews have focused on two sets of issues.(1)Normative: How eﬀective are diﬀerent types of ﬁnancial system atvarious functions?(2) Positive: What drives the evolution of the ﬁnancial system?The ﬁrst set of issues is considered in Sections 2-6, which focus on issues of investment and saving, growth, risk sharing, information provision and corporate governance, respectively. Section 7 consider s the inﬂuence of law and politics on the ﬁnancial system while Section 8 looks at the role ﬁnancial crises have had in shaping the ﬁnancial system. Section 9 contains concludingremarks.2 Investment and SavingOne of the primary purposes of the ﬁnancial system is to allow savings to be invested in ﬁrms. In a series of important papers, Mayer (1988, 1990) documents how ﬁrms obtained funds and ﬁnanced investment in a number of diﬀerent countries. Table 2 shows the results from the most recent set of studies, based on data from 1970-1989, using Mayer’s methodology. The ﬁgures use data obtained from sources-and-uses-of-funds statements. For France, the data are from Bertero (1994), while for the US, UK, Japan and Germany they are from Corbett and Jenkinson (1996). It can be seen that internal ﬁnance is by far the most important source of funds in all countries.Bank ﬁnance is moderately important in most countries and particularly important in Japan and France. Bond ﬁnance is only important in the US and equity ﬁnance is either unimportant or negative (i.e., shares are being repurchased in aggregate) in all countries. Mayer’s studies and those using his methodology have had an important impact because they have raised the question of how important ﬁnancial marke ts are in terms of providing funds for investment. It seems that, at least in the aggregate, equity markets are unimportant while bond markets are important only in the US. These ﬁndings contrast strongly with theemphasis on equity and bond markets in the traditional ﬁnance literature. Bank ﬁnance is important in all countries,but not as important as internal ﬁnance.Another perspective on how the ﬁnancial system operates is obtained by looking at savings and the holding of ﬁnancial assets. Table 3 shows t he relative importance of banks and markets in the US, UK, Japan, France and Germany. It can be seen that the US is at one extreme and Germany at the other. In the US, banks are relatively unimportant: the ratio of assets to GDP is only 53%, about a third the German ratio of 152%. On the other hand, the US ratio of equity market capitalization to GDP is 82%, three times the German ratio of 24%. Japan and the UK are interesting intermediate cases where banks and markets are both important. In France, banks are important and markets less so. The US and UK are often referred to as market-based systems while Germany, Japan and France are often referred to as bank-based systems. Table 4 shows the total portfolio allocation of assets ultimately owned by the household sector. In the US and UK, equity is a much more important component of household assets than in Japan,Germany and France. For cash and cash equivalents (which includes bank accounts), the reverse is true. Tables 3 and 4 provide an interesting contrast to Table 2. One would expect that, in the long run, household portfolios would reﬂect the ﬁnancing patterns of ﬁrms. Since internal ﬁnance accrues to equity holders, one might expect that equity would be much more important in Japan, France and Germany. There are, of course, diﬀerences in the data sets underlying the diﬀerent tables. For example, household portfolios consist of ﬁnancial assets and exclude privately held ﬁrms, whereas the sources-and-uses-of-funds data include all ﬁrms. Nevertheless, it seem s unlikely that these diﬀerences could cause such huge discrepancies. It is puzzling that these diﬀerent ways of viewing the ﬁnancial system produce such radically diﬀerent results.Another puzzle concerning internal versus external ﬁnance is the diﬀerence between the developed world and emerging countries. Although it is true for the US, UK, Japan, France, Germany and for most other developed countries that internal ﬁnance dominates external ﬁnance, this is not the case for emerging countries. Singh and Hamid (1992) and Singh (1995) show that, for a range of emerging economies, external ﬁnance is more important than internal ﬁnance. Moreover, equity is the most important ﬁnancing instrument and dominates debt. This diﬀerence between the industrialized nations and the emerging countries has so far received little attention. There is a large theoretical literature on the operation of and rationale for internal capital markets. Internal capital markets diﬀer from external capital markets because of asymmetric information, investment incentives, asset speciﬁcity, control rights, transaction costs or incomplete markets There has also been considerable debate on the relationship between liquidity and investment (see, for example, Fazzari, Hubbard and Petersen(1988), Hoshi, Kashyap and Scharfstein (1991))that the lender will not carry out the threat in practice, the incentive eﬀect disappears. Although the lender’s behavior is now ex post optimal, both parties may be worse oﬀ ex ante.The time inconsistency of commitments that are optimal ex ante and suboptimal ex post is typical in contracting problems. The contract commits one to certain courses of action in order to inﬂuence the behavior of the other party. Then once that party’s behavior has been determined, the beneﬁt of the commitment disappears and there is now an incentive to depart from it.Whatever agreements have been entered into are subject to revision because both parties can typically be made better oﬀby “renegotiating” the original agreement. The possibility of renegotiation puts additional restrictions on the kind of contract or agreement that is feasible (we are referring here to the contract or agreement as executed, ratherthan the contract as originally written or conceived) and, to that extent, tends to reduce the welfare of both parties ex ante. Anything that gives the parties a greater power to commit themselves to the terms of the contract will, conversely, be welfare-enhancing.Dewatripont and Maskin (1995) (included as a chapter in this section) have suggested that ﬁnancial markets have an advantage over ﬁnancial intermediaries in maintaining commitments to refuse further funding. If the ﬁrm obtains its funding from the bond market, th en, in the event that it needs additional investment, it will have to go back to the bond market. Because the bonds are widely held, however, the ﬁrm will ﬁnd it diﬃcult to renegotiate with the bond holders. Apart from the transaction costs involved in negotiating with a large number of bond holders, there is a free-rider problem. Each bond holder would like to maintain his original claim over the returns to the project, while allowing the others to renegotiate their claims in order to ﬁnance the additional investment. The free-rider problem, which is often thought of as the curse of cooperative enterprises, turns out to be a virtue in disguise when it comes to maintaining commitments.From a theoretical point of view, there are many ways of maintaining a commitment. Financial institutions may develop a valuable reputation for maintaining commitments. In any one case, it is worth incurring the small cost of a sub-optimal action in order to maintain the value of the reputation. Incomplete information about the borrower’s type may lead to a similar outcome. If default causes the institution to change its beliefs about the defaulter’s type, then it may be optimal to refuse to deal with a ﬁrm after it has defaulted. Institutional strategies such as delegating decisions to agents who are given no discretion to renegotiate may also be an eﬀective commitment device.Several authors have argued that, under certain circumstances, renegotiation is welfare-improving. In that case, the Dewatripont-Maskin argument is turned on its head. Intermediaries that establish long-term relationships with clients may have an advantage over ﬁnancial markets precisely because it is easier for them to renegotiate contracts.The crucial assumption is that contracts are incomplete. Because of the high transaction costs of writing complete contracts, some potentially Pareto-improving contingencies are left out of contracts and securities. This incompleteness of contracts may make renegotiation desirable. The missing contingencies can be replaced by contract adjustments that are negotiated by the parties ex post, after they observe the realization of variables on which the contingencies would have been based. The incomplete contract determines the status quo for the ex post bargaining game (i.e., renegotiation)that determines the ﬁnal outcome.An import ant question in this whole area is “How important are these relationships empirically?” Here there does not seem to be a lot of evidence.As far as the importance of renegotiation in the sense of Dewatripont and Maskin (1995), the work of Asquith, Gertner and Scharfstein (1994) suggests that little renegotiation occurs in the case of ﬁnancially distressed ﬁrms.Conventional wisdom holds that banks are so well secured that they can and do “pull the plug” as soon as a borrower becomes distressed, leaving theunsecured creditors and other claimants holding the bag.Petersen and Rajan (1994) suggest that ﬁrms that have a longer relationship with a bank do have greater access to credit, controlling for a number of features of the borrowers’ history. It is not clea r from their work exactly what lies behind the value of the relationship. For example, the increased access to credit could be an incentive device or it could be the result ofgreater information or the relationship itself could make the borrower more credit worthy. Berger and Udell (1992) ﬁnd that banks smooth loan rates in response to interest rate shocks. Petersen and Rajan (1995) and Berlin and Mester (1997) ﬁnd that smoothing occurs as a ﬁrm’s credit risk changes.Berlin and Mester (1998) ﬁnd that loan rate smoothing is associated with lower bank proﬁts. They argue that this suggests the smoothing does not arise as part of an optimal relationship.This section has pointed to a number of issues for future research.• What is the relationship between th e sources of funds for investment,as revealed by Mayer (1988, 1990), and the portfolio choices of investorsand institutions? The answer to this question may shed some light onthe relative importance of external and internal finance.• Why are financing patterns so different in developing and developedeconomies?• What is the empirical importance of long-term relationships? Is renegotiationimportant is it a good thing or a bad thing?• Do long-term relationships constitute an important advantage of bankbasedsystems over market-based systems?金融体系的比较1、什么是金融体系？一个金融系统的目的（作用）是将资金从盈余者（机构）向短缺者（机构）转移（输送）。

商业银行经营与管理英文参考文献

《商业银行经营与管理》英文参考文献【1】Carl E. Walsh (2003). “Accountability, Transparency, and Inflation Targeting.” Journal of Money, Credit, and Banking, Vol. 35, No. 5, 829-849.【2】Jess Benhabib, Stephanie Schmitt-Grohe, and Martin Uribe (2003).“Backward-Looking Interest-Rate Rules, Interest-Rate Smoothing, and Macroeconomic Instability.” Journal of Money, Credit, and Banking, Vol. 35, No. 6, 1379-1412.【3】George Benston, Paul Irvine, Jim Rosenfeld, and Joseph F. Sinkey, JR.(2003).“Bank Capital Structure, Regulatory Capital,and Securities Innovations.” Journal of Money, Credit, and Banking, Vol. 35, No. 3, 301-322.【4】Thorsten Beck, Asli Demirgu C-Kunt, and Vojislav Maksimovic (2004).“Bank Competition and Access to Finance:International Evidence.” Journal of Money, Credit, and Banking, Vol. 36, No. 3, 627-648.【5】James Bullard, and Christopher J. Walle (2004). “Central Bank Design in General Equilibrium.” Journal of Money, Credit, and Banking, Vol. 36, No. 1, 95-113.【6】Frankin Allen, and Douglas Gale (2004). “Competition and Financial Stability.” Journal of Money, Credit, and Banking, Vol. 36, No. 3, 453-480. 【7】John H. Boyd, Gianni De Nicolo, and Bruce D. Smith (2004). “Crises in Competitive versus Monopolistic Banking Systems.” Journal of Money, Credit, and Banking, Vol. 36, No. 3, 487-506.【8】Subal C. Kumbhakar, and Subrata Sarkar (2003). “Deregulation, Ownership, and Productivity Growth in the Banking Industry: Evidence from India.”Journal of Money, Credit, and Banking, Vol. 35, No. 3, 403-424.【9】Elijah Brewer III, Hesna Genay, William Curt Hunter, and George G.Kaufman (2003). “Does the Japanese Stock Market Price Bank-Risk?Evidence from Financial Firm Failures.”Journal of Money, Credit, and Banking, Vol. 35, No. 4, 507-543.【10】Ludger Linnemann, and Andreas Schabert (2003). “Fiscal Policy i n the New Neoclassical Synthesis.” Journal of Money, Credit, and Banking, Vol. 35, No.6, 911-929.【11】Maria Soledad Martinez Peria, and Ashoka Mody (2004). “How Foreign Participation and Market Concentration Impact Bank Spreads: Evidence from Latin America.”Journal of Money, Credit, and Banking, Vol. 36, No. 3, 511-537.【12】Marc P. Giannoni, and Michael Woodford(2003). “How Forward-Looking is Optimal Monetary Policy.”Journal of Money, Credit, and Banking, Vol. 35, No. 6, 1425-1469.【13】Craig H. Furfine(2003). “Interbank Exposures: Quantifying the Risk of Contagion.” Journal of Money, Credit, and Banking, Vol. 35, No. 1,111-128. 【14】Nicola Cetorelli (2004). “Real Effects of Bank Competition.”Journal ofMoney, Credit, and Banking, Vol. 36, No. 3, 543-558.【15】Linda Allen, Julapa Jagtiani, Stavros Peristiani, and Anthony Saunders (2004).“The Role of Bank Advisors in Mergers and Acquisitions.” Journal of Money, Credit, and Banking, Vol. 36, No. 2, 197-224.【16】Role M.W.J. Beetsma , and Henrik Jensen(2003). “Why Money Talks and Wealth Whispers: Monetary Uncertainty and Mystique.”Journal of Money, Credit, and Banking, Vol. 35, No. 1, 129-136.【17】Frederic S. Mishkin, Stanley G.Eakins，Financial Market and Institions, 北京：清华大学出版社，2003年【18】何自云改编，Bank Management, 北京：高等教育出版社，2005年。

银行新功能英汉翻译

银行及其新功能Banks and Their New RoleThe principal and primary function of banks is to serve as middlemen in the making of payments. In doing so they transform inactive money capital into active, that is, into capital yielding a profit; they collect all kinds of money revenues and place them at the disposal of the capitalist class.银行最基本、最主要的功能是在支付过程中充当中介。

在此过程中，银行将闲置的钱转化为流通的钱，也就是说，转化为产生利润的资本；它们将各种货币收入集中起来，再投放给资本家，由他们支配。

As banking develops and becomes concentrated in a small number of establishments, the banks grow from modest middlemen into powerful monopolies. They have at their command almost the whole money capital of all the capitalists and small businessmen and also the larger part of the means of production and sources of raw materials in any one country or in a number of countries. This transformation of numerous modest middlemen into a handful of monopolists is one of the fundamental processes in the growth of capitalism into capitalist imperialism.随着银行的发展并集中于少数几家机构，银行逐步从单纯的中介成长为强大的垄断者。

银行高质量发展征文

银行高质量发展征文（中英文实用版）英文：Quality development in banking has become a prominent issue in the financial sector.With the continuous growth of the Chinese economy, the banking industry is facing new challenges and opportunities.To achieve high-quality development, banks must transform their business models, enhance risk management, and prioritize customer needs.中文：银行高质量发展是金融领域的一个突出议题。

随着中国经济的持续增长，银行业面临着新的挑战和机遇。

为了实现高质量发展，银行必须转变业务模式，加强风险管理，并优先考虑客户需求。

英文：Digitalization plays a crucial role in driving quality development in banking.By leveraging big data, artificial intelligence, and blockchain technology, banks can improve operational efficiency, reduce costs, and enhance customer experience.Moreover, digital transformation enables banks to better adapt to the changing market environment and meet the diverse needs of customers.中文：数字化在推动银行业高质量发展中发挥着关键作用。

外文文献翻译(我国商业银行个人理财业务的战略研究与发展现状)

The Development Status and Strategy Research of Commercial Banks’Personal Financial ManagementBusiness in ChinaAbstract: The personal financial management business in our country is in the initial stage，compared to the developed one in western，there’s still a long way to go，Therefore，the commercial banks in china need to review and study to estimate market direction；build excellence brand image and special services；Increase of innovation；change the products from single to comprehensive；Establish and perfect financial management business’management system in o rder to promote the development of personal financial business in our management country．Keywords：Commercial banks，Personal financial management，Strategy1 IntroductionThe commercial banks are facing the new situation：the increasing danger in traditional business．the margin of the interest rate’s turning increasingly narrowed and foreign bank’s competition．These banks should think deeply to find why that business develop so slowly and then put forward a feasible plan．The personal financial management business is not only an important carrier for commercial banks to advance Comprehensive management strategy but also a major way of improving Intermediary business income．That business in our country is in the initial stage．compared to the developed one in western，there’s still a long way to go．Therefore．the commercial banks in china need to review and study to estimate market direction；build excellence brand image and special services；Increase of innovation；change the products from single to comprehensive；Establish and perfect financial management business’management system in order to promote the development of personal financial management business in our country．Meanwhile．the commercial banks are facing the new situation：the increasing danger in traditional business．the margin of the interest rate’s turning increasingly narrowed and foreign bank’s competition．These banks should think deeply to fend why that bus；mess develop so slowly and then put forward a feasible plan．Among all the businesses in commercial banks．personal financial management business has the advantages of huge market capacity，low risk，widerange of business，and stable income．For those advantages the personal financial m anagement business becomes commercial banks’main business and vital profits source．In western developed country，this kind of business almost gets into every family．Its business income has been account for bank’s 30％．Compared to the developed one in western．there’s still a long way to go but it has a bright market expectation．However，our country’s personal financial management business is limited by some factors，for instance，the financial legal system，financial supervision system and the development of financial market．As a result．it brings some problems that need to be done while developing rapidly．2 The Development Situation，Trait and Existing Problem of Individual Manage Matters Operation in Commercial Bank of China2.1 The development situation of individual money matters operation in commercial bank of ChinaManage money matters operation refers to commercial bank uses professional advantages like various kinds of financial knowledge，professional technique and wide fund credibility and according t o clients’financial position and investment requirement，provide clients with professional service activities，such as financial analysis．financial planning，investment counselor and assets management．Recently，as the fast developing economy of china and the accumulating property of citizens，the need of manage money matters operation becomes stronger and stronger．There are several reasons：first of all，when people’s properties accumulate to some degree，they concern more about how to effectively keep and increase the value of their properties．Second，as the pushing on housing，education and medical treatment marketing revolution proceeding，families need the help of financial mechanism service to create a complete risk safeguard mechanism．On the other hand，we have already been in aging stage，thus it has become many people’s real need to accumulate part of their pension through manage money matters．Under the circumstances．individual money matters operation of commercial bank develops quickly．But according to individual money matters operation situation of every commercial bank．there are still many problems that make it hard to develop individual money matters operation．2.2 The trait of individual money matters operation in commercial bank of ChinaAs the individual money matters operation of commercial bank has just started，financial mechanism and laws and regulations systems are special，so compared to western developed countries，we have our own traits．Fiduciary loan product becomes the 1eader of manage money matters market Recently，invest people pay more attention to the risk situation of product when they choose manage money matters product．At the same time，because the CBRC(china banking regulatory commission) adds its strength to manage money matters operation in commercial bank，the breed structure of manage money matters product changed a lot in general．Since 2009，fiduciary loan product increased largely and become the leader in all kinds of banking manage money matters product for its clear investment, simple structure，various deadline，stable income．Public beneficial and creative product is the value of manage money matters product afoot. During the wenchuan earthquake in 2008，some banks give quickly reflect to the calamity and push out public beneficial and creative manage money matters product．This kind of manage money matters product was themed as benevolent and cares，which greatly widen the developing thought of banking manage money matters operation and validly promote brand value and social image of the bank．3 The Reasons Why We Have Problems in Personal Financial Business in Our National Commercial BanksThe reason why we have so many problems in personal financial business in our national commercial banks is not just because of one single element，but because of many aspects．The reason that we still take separate operation in practice .The policies and regulations．idea of supervision and measures in China still not keep pace with the development of era；we still rely on separate operation and separate management to keep watching to the financial risk．But this kind of operation mode increases the cost of processing personal financial business in commercial banks．and it is hard to make good results．The reason why all the products have the same quality.As it is limited by the idea，the analysis of personal finance business from our commercial banks are not totally correct，there still exists some deficiencies to theresearch of clients，as a result．nearly all the financial products are the same．The reason why we have a shortage of high—quality financial manager The capability of training finance managers in our country is still undeveloped and the mentality relatively falls behind with developing countries，so most of excellent managers choose to enter foreign banks, and it will be reasonable that the managers couldn’t reach the requirements in national commercial banks．The reason why we are lack of the consciousness of financial management .As we are developing our economy in recent years, it results in a lack of financial culture and financial consciousness．Firstly, people just have some egg money；they can hardly adjust to the life style which adds the finance management into it．Secondly, the influence of traditional concept and shortage of understanding the personal financial business in banks result in the lack of financial consciousness and the deficiency of sense of identity and safety．The reason why we are lake of cultivation Our national commercial banks are limited by system, thinking, technique and objective environment and some influences so that our national commercial banks’s cultivation stagnates, in some high—profited area，we couldn’t keep the pace．And if we don’t solve the problem of lack of cultivation，it is hard for us to complete with foreign banks．4 The Questions Exit in Individual Managing Financial Services in Commercial Bank of ChinaA good financial planner should know everything about a product and have a good knowledge of security, bank，insurance。

商业银行风险管理中英文对照外文翻译文献

商业银行风险管理中英文对照外文翻译文献(文档含英文原文和中文翻译)“RISK MANAGEMENT IN COMMERCIAL BANKS”(A CASE STUDY OF PUBLIC AND PRIVATE SECTOR BANKS) - ABSTRACT ONLY1. PREAMBLE:1.1 Risk Management:The future of banking will undoubtedly rest on risk management dynamics. Only those banks that have efficient risk management system will survive in the market in the long run. The effective management of credit risk is a critical component of comprehensive risk management essential for long-term success of a banking institution. Credit risk is the oldest and biggest risk that bank, by virtue of its very nature of business, inherits. This has however, acquired a greater significance in the recent past for various reasons. Foremost among them is the wind of economic liberalization that is blowing across the globe. India is no exception to this swing towards market driven economy. Competition from within and outside the country has intensified. This has resulted in multiplicity of risks both in number and volume resulting in volatile markets. A precursor to successful management of credit risk is a clear understanding about risks involved in lending, quantifications of risks within each item of the portfolio and reaching a conclusion as to the likely composite credit risk profile of a bank.The corner stone of credit risk management is the establishment of a framework that defines corporate priorities, loan approval process, credit risk rating system, risk-adjusted pricing system, loan-review mechanism and comprehensive reporting system.1.2 Significance of the study:The fundamental business of lending has brought trouble to individual banks and entire banking system. It is, therefore, imperative that the banks are adequate systems for credit assessment of individual projects and evaluating risk associated therewith as well as the industry as a whole. Generally, Banks in India evaluate a proposal through the traditional tools of project financing, computing maximum permissible limits, assessing management capabilities and prescribing a ceiling for an industry exposure. As banks move in to a new high powered world of financial operations and trading, with new risks, the need is felt for more sophisticated and versatile instruments for risk assessment, monitoring and controlling risk exposures. It is, therefore, time that banks managements equip themselves fully to grapple with the demands of creating tools and systems capable of assessing, monitoring and controlling risk exposures in a more scientific manner.Credit Risk, that is, default by the borrower to repay lent money, remains the most important risk to manage till date. The predominance of credit risk is even reflected in the composition of economic capital, which banks are required to keep a side for protection against various risks. According to one estimate, Credit Risk takes about 70% and 30%remaining is shared between the other two primary risks, namely Market risk (change in the market price and operational risk i.e., failure of internal controls, etc.). Quality borrowers (Tier-I borrowers) were able to access the capital market directly without going through the debt route. Hence, the credit route is now more open to lesser mortals (Tier-II borrowers).With margin levels going down, banks are unable to absorb the level of loan losses. There has been very little effort to develop a method where risks could be identified and measured. Most of the banks have developed internal rating systems for their borrowers, but there hasbeen very little study to compare such ratings with the final asset classification and also to fine-tune the rating system. Also risks peculiar to each industry are not identified and evaluated openly. Data collection is regular driven. Data on industry-wise, region-wise lending, industry-wise rehabilitated loan, can provide an insight into the future course to be adopted.Better and effective strategic credit risk management process is a better way to Manage portfolio credit risk. The process provides a framework to ensure consistency between strategy and implementation that reduces potential volatility in earnings and maximize shareholders wealth. Beyond and over riding the specifics of risk modeling issues, the challenge is moving towards improved credit risk management lies in addressing banks’readiness and openness to accept change to a more transparent system, to rapidly metamorphosing markets, to more effective and efficient ways of operating and to meet market requirements and increased answerability to stake holders.There is a need for Strategic approach to Credit Risk Management (CRM) in Indian Commercial Banks, particularly in view of;(1) Higher NPAs level in comparison with global benchmark(2) RBI’ s stipulation about dividend distribution by the banks(3) Revised NPAs level and CAR norms(4) New Basel Capital Accord (Basel –II) revolutionAccording to the study conducted by ICRA Limited, the gross NPAs as a proportion of total advances for Indian Banks was 9.40 percent for financial year 2003 and 10.60 percent for financial year 20021. The value of the gross NPAs as ratio for financial year 2003 for the global benchmark banks was as low as 2.26 percent. Net NPAs as a proportion of net advances of Indian banks was 4.33 percent for financial year 2003 and 5.39 percent for financial year 2002. As against this, the value of net NPAs ratio for financial year 2003 for the global benchmark banks was 0.37 percent. Further, it was found that, the total advances of the banking sector to the commercial and agricultural sectors stood at Rs.8,00,000 crore. Of this, Rs.75,000 crore, or 9.40 percent of the total advances is bad and doubtful debt. The size of the NPAs portfolio in the Indian banking industry is close to Rs.1,00,000 crore which is around 6 percent of India’ s GDP2.The RBI has recently announced that the banks should not pay dividends at more than 33.33 percent of their net profit. It has further provided that the banks having NPA levels less than 3 percent and having Capital Adequacy Reserve Ratio (CARR) of more than 11 percent for the last two years will only be eligible to declare dividends without the permission from RBI3. This step is for strengthening the balance sheet of all the banks in the country. The banks should provide sufficient provisions from their profits so as to bring down the net NPAs level to 3 percent of their advances.NPAs are the primary indicators of credit risk. Capital Adequacy Ratio (CAR) is another measure of credit risk. CAR is supposed to act as a buffer against credit loss, which isset at 9 percent under the RBI stipulation4. With a view to moving towards International best practices and to ensure greater transparency, it has been decided to adopt the ’ 90 days’ ‘ over due’ norm for identification of NPAs from the year ending March 31, 2004.The New Basel Capital Accord is scheduled to be implemented by the end of 2006. All the banking supervisors may have to join the Accord. Even the domestic banks in addition to internationally active banks may have to conform to the Accord principles in the coming decades. The RBI as the regulator of the Indian banking industry has shown keen interest in strengthening the system, and the individual banks have responded in good measure in orienting themselves towards global best practices.1.3 Credit Risk Management(CRM) dynamics:The world over, credit risk has proved to be the most critical of all risks faced by a banking institution. A study of bank failures in New England found that, of the 62 banks in existence before 1984, which failed from 1989 to 1992, in 58 cases it was observed that loans and advances were not being repaid in time 5 . This signifies the role of credit risk management and therefore it forms the basis of present research analysis.Researchers and risk management practitioners have constantly tried to improve on current techniques and in recent years, enormous strides have been made in the art and science of credit risk measurement and management6. Much of the progress in this field has resulted form the limitations of traditional approaches to credit risk management and with the current Bank for International Settlement’ (BIS) regulatory model. Even in banks which regularly fine-tune credit policies and streamline credit processes, it is a real challenge for credit risk managers to correctly identify pockets of risk concentration, quantify extent of risk carried, identify opportunities for diversification and balance the risk-return trade-off in their credit portfolio.The two distinct dimensions of credit risk management can readily be identified as preventive measures and curative measures. Preventive measures include risk assessment, risk measurement and risk pricing, early warning system to pick early signals of future defaults and better credit portfolio diversification. The curative measures, on the other hand, aim at minimizing post-sanction loan losses through such steps as securitization, derivative trading, risk sharing, legal enforcement etc. It is widely believed that an ounce of prevention is worth a pound of cure. Therefore, the focus of the study is on preventive measures in tune with the norms prescribed by New Basel Capital Accord.The study also intends to throw some light on the two most significant developments impacting the fundamentals of credit risk management practices of banking industry – New Basel Capital Accord and Risk Based Supervision. Apart from highlighting the salient features of credit risk management prescriptions under New Basel Accord, attempts are made to codify the response of Indian banking professionals to various proposals under the accord. Similarly, RBI proposed Risk Based Supervision (RBS) is examined to capture its direction and implementation problems。

民营银行发展外文文献翻译最新译文3800多字

文献出处: Raut D. The study of international comparative on the development of private banks [J]. International Journal of Services and Operations Management, 2016, 10(3): 279-293.原文The study of international comparative on the development of private banksRaut DAbstractCommunity Banks is an important part of the banking system. Rural cooperative financial organizations in Japan are very successful. They all serve the economy for the vulnerable groups, their are no scale advantage, but because of its accurate market positioning and comparative advantage into full play, and a series of laws and institutions supporting system support, under the big Banks with highly competitive environment, the accumulation of viability, expanding living space.Keywords: Private Banks; Community financial; Path dependence1 operation and characteristics of community Banks in the United StatesThe United States there are a lot of private financial institutions, including bank per capita for most of the world and the community bank (Community Banks) closely related to the widely distributed. Community Banks generally defined according to the assets, the total assets of less than $1 billion all Banks in the ranks of community Banks. Community Banks more set in rural or semi-rural areas, according to a 2012 independent association (ICBA) community Banks in the United States, to the end of 2012, a total of 8932 community Banks across the United States and 39094 branches, these outlets with 54% distribution in rural areas; 26% distribution in the suburbs of the city; 4% distribution in northwest; Only 17% of distribution in the city. The main service object is the vulnerable groups in market economy, the community households and small businesses. In line with such a management idea, community Banks with big Banks for the high-end customer resources; at the same time, we also want a proportion of funds for community of unemployment of come off sentry duty the funding needs of the crowd. The fed's research suggests that community Banks in the United States some poor community economic development has made importantprogress has played a key role.1.1 economic analyses for community Banks to surviveAs a financial intermediary, community Banks to survive the comparative advantage of outstanding reflected in its in relationship lending, and this kind of business is the production of soft information and use of the basic elements. The so-called Soft Information (Soft Information) is difficult to be quantified, the verification and transmit Information. Due to long-term community Banks and enterprises and their owners, suppliers and customers, business communities in various dimensions such as contact, accumulated a lot of information about enterprise. That community Banks based on information superiority in the history of geographical advantages, has more than corporate financial statements and significant value of collateral and credit score, which helps to promote relational loan originators to better solve the problem of the borrower's information opaque (Baas and Shorten, 2015; Berger and Udall, 2010, 2012), the community Banks are able to carry out business activities at a relatively low transaction costs. A lot of empirical research of relationship lending paper drew this conclusion. This advantage first depends on the location of community Banks, community Banks operating capital mainly comes from the community and community for small and medium-sized units, community Banks' shareholders and directors are composed of local residents, and highly centralized equity structure (Brinkley, etc., 2013).The positioning strategy of relying on the community and in the community development, community Banks in the region of the enterprises and residents more familiar, can effectively achieve the community enterprises of all kinds of information, including credit conditions, thus largely solving the problem of information asymmetry between the fact. In general, the position of the big Banks located away from potential relational same borrowers, relationship lending will be along with the information from the (Informational short) increase and decrease; Or is reduced with the rising cost of borrower's specific information (Hausa and Marquez, 2012).Second, community Banks are larger Banks have an advantage in dealing with a soft, also depends on its decision-making mechanism. Hierarchical structure ofcomplex big Banks because of the principal-agent chain is long, solve the problem of agency costs will be higher. While small independent community bank because of management level, structure, less intensive, which can reduce agency problems (Berger and Udall and Clapper, 2011; Berger and Udall, 2012).Community Banks credit manager for loan project quality judgment is that the accuracy of it directly receiving, processing all kinds of soft information, the information production and capital allocation type of combination under the premise of the credit manager will get positive incentives; And in large and complex hierarchical structure, the existence of multiple levels of management in the bank, the configuration of the power centralized in the higher level, information separate production and capital, and in view of the small businesses the personification of the fuzzy characteristics of all kinds of soft to hard upper layer upon layer, thus weakening the soft information collection, production, credit manager turned from things hard rate (J Stein, 2012).Thus community Banks can be more flexible and convenient on the examination and approval procedures, to provide customers the creditability of the material and guarantee conditions may be extended appropriately, thus better able to convenience of customers, maximize customer satisfaction.Third, although small, community Banks but due to concentrate resources in area small and medium-sized enterprise customers and the community residents, the advantage of economies of scale can make it more carefully to meet the needs of the target customer base, help to get the costs down the experience curve and economies of scale. Big Banks, by contrast, in the large enterprise customers provide wholesale business at the same time, if also for small business and retail business, may cause organization is not economic Williamson (Organizational Diseconomies).In other words, if a financial institutions engaged in several varieties, when these business varieties with different techniques, may be the cause of scope not economic problems (Berger, Deserts and Straphang, 2009).It is this focus on specialized management mode, can make the community Banks gradually cultivate and accumulate their survival ability, gain more competitive advantage.1.2 American community Banks to survive the institutional environment analysisAlthough the competition pressure from big Banks in the United States is everywhere, and the large number of community Banks can survive and develop, depends entirely on its unique operation mode and comparative advantages, and is closely related to the economic system and financial system in the United States. The United States is a unique dual banking system country, namely in the federal or state registration after all can practice, and to prevent the oligarch monopoly, has long been the United States banned Banks set up branches across the state. This has spawned some assets on a smaller scale, no branches or branches less constructions smaller Banks and deposit financial institutions; At the same time, in order to protect the interests of depositors, strengthen depositors confidence in the bank, the United States pioneered the deposit insurance system, establish the safety of residents' deposits provide guarantee of government insurance institutions the federal deposit insurance corporation (FDIC), thus, provides the community Banks and big Banks important institutional environment of fair competition.In addition, the United States and improve the financial legal system also provides legal protection to the survival of community Banks. The antitrust laws to prevent and curb the industry monopoly. Mergers and acquisitions between us law, American Banks, except for bank regulators agreed to and approved by the ministry of justice and the federal trade commission. Small enterprises are designed to solve the financing difficulties of small and medium-sized enterprises. According to the law to set up small business administration, and promote the commercial financial institutions to small business financing. Community reinvestment act is to encourage and support financial institutions to government economic underdeveloped legal expression of specific community to carry out financial activities, its regulation, all kinds of deposit financial institutions must provide financing of small businesses for the community, the community investment performance Is a bank regulatory approval to establish branches or other bank mergers and acquisitions in an important indicator, so small bank mergers and acquisitions has increased the big bank branch or beyond the expansion of the cost.2 operation and characteristics of the Japanese system of rural cooperative financeJapan's financial system besides the government financial institutions, private financial organizations, and the most distinctive is set on the basis of the spirit of mutual aid, in the rural areas to protect and improve the production and operation of the broad masses of farmers and agricultural cooperative combination system for the purpose of life under the credit agencies. The credit agency whose nature is the cooperative financial organizations, from the grassroots to the national association of credit, is divided into three levels. Three levels of financial organizations (hereinafter referred to as the jag, letter agriculture, agriculture, forestry and chic) independent business accounting, independent, self-financing, no supervisor, subordinate to the only economic exchanges. Japan of rural cooperative finance is safeguarding the interests of the disadvantaged farmer’s economy as its fundamental goal. The main credit business is deposits, loans, settlement and other supplementary business. During the recession, combined system financial institutions in addition to the grant of cheap credit to farmers, but also has the characteristics of policy finance. In the high-speed economic growth period, private finance has made great progress, integrated management features, by opening new financial business, absorption of farmers in the hands of idle funds, to the farmer returned, and provide asset management services.2.1 The business characteristics of the rural cooperative financial institutionsCooperative finance is the membership service to give priority to, characteristic of AIDS is obvious between members, and Japan’s rural cooperative financial institutions are no exception. Although there are non-members, but share is restricted, in principle is not less than 1/5 of the members to business, and have a limited amount of services.Business features of Japan's peasants associate finance is the following: (1) the jag system personal savings and a high percentage of personal loans, is significantly higher than other financial institutions. (2) The proportion of deposit is higher. Because for personal, deposit ratio is higher, and jag’s individual accounts for the vast majority of customers, so the proportion of time deposits is accordingly high. (3) Theproportion of long-term loans. This is mainly because the jag not only exercises the functions of general commercial Banks, and in the countryside is a long-term credit bank role. (4) Microfinance business. The jag faces most of the customers for the individual, which determines its business into more than for the low efficiency of microfinance operations. (5) The savings and loan rate is low. Other financial institutions that index is in commonly 70% ~ 80%, and the savings and loan rate of the jag significantly below this level, only about 25%.(6) capital has the characteristics of seasonal variation. Main show is in crop harvest fewer loans, deposits to increase.2.2 The Japanese system of rural cooperative finance to get government support and, law guaranteeAny country cooperative financial organizations are joint economic weakness, than the monopoly of big financial institutions, service to farmers and smallholders cooperative financial organization risk is huge, and the high cost, this needs the government adopted the policy of protection and support. The Japanese government for the support of rural cooperative financial organizations including the initial government investment manages send directors and supervisors; and after the government assistance and intervention to eliminate, still on the fiscal and taxation to give special offer of cooperative finance. What’s more, the successive governments have kept the stability and continuity of the cooperative financial legal system, legislation is relatively perfect, formed the rural cooperative financial legal system. Including agricultural cooperative group, agriculture, forestry and the central Treasury, etc., various laws are detailed rules for the business scope of the rural cooperative financial institutions, regulatory matters and authority, etc., really have, there are laws for the rural cooperative financial robust operation provides a legal basis.In addition to maintain the stability of the financial order, perfect risk prevention mechanism is also important measures. In the Japanese financial system have direct or indirect risk guarantee system, to safeguard the interests of depositors, mainly including deposit insurance system, mutual aid system and the agricultural credit guarantee system, etc.Aid refers to the deposit insurance institutions in order tomaintain credit order, which indirectly protect the interests of depositors, the necessary conditions, to provide financial assistance to the combination.Aid method is directed to aid, loans, provide a debt guarantee, etc.Mutual aid system is set up self-service financial system, based on mutual aid idea, complement each other and deposit insurance system of a kind of guarantee insurance system. Its purpose is to prevent the combination operation difficulties, maintain its normal business and credit. Aid content for low interest rates in the system of mutual aid loans, the term of 1 year of less than, funded by mutual aid reserves and mutual aid funds. Mutual aid reserves for financial organization in agriculture and even the letter must have deposit, letter farmers even it in agriculture, forestry and cicc.The mutual aid fund is in the agriculture and forestry and chic set up special fund.Credit guarantee system is to ensure that the interests of rural financial institutions in the financing process and set up the security system of system, mainly including loss compensation and debt guarantees. Loss compensation is to point to by a third party of financing mechanism of creditor's rights, debt contract between the borrower and guarantee, when the borrower fails to perform the debt, by a third party to compensate losses of the creditor. The third party for public institutions in general. The system is set up to improve the credit ability of financing institutions.译文民营银行发展的国际比较研究Raut D摘要社区银行是美国银行体系的重要组成部分; 农村合作金融组织在日本开展得非常成功。

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)。

外文文献原文及翻译商业银行创新发展中英文对照外文翻译文献(文档含英文原文和中文翻译)商业银行创新发展中英文对照外文翻译文献Capability Development: Commercial BanksAbstractThe competitive strategies of Thai banks during the transformative period brought some successes and some failures associated with payment systems. In this chapter we show how banks, ranked among the largest in the world, devised and pursued innovation strategies. This allows us to contrast the competitive strategies of first movers, dominant market players, re-engineering leaders, and innovative state banks. The cases illustrate the relationship between innovation and banking leadership in the country. In the final section we assess the common characteristics of these approaches and present some lessons that can be applied by other commercial banks seeking to use IT to gain competitive advantage.Siam Commercial BankSiam Commercial Bank was officially established in 1906, following its transformation from a …Book Club‟ set-up in 1904. The Book Club, which was a private trust, formed the modern basis of the bank, providing basic banking functions such as deposits, loan extensions, and foreign exchange. It was operated by local people and primarily served Thai and Chinese clients in the local business community. The bank became the first Thai commercial bank formed after the first foreign bank, Hong Kong Shanghai Banking Corporation, began operations in the country in 1888. Most importantly, it has served as a model for many Thai commercial banks in the early and modern periods. In 1996, the bank was ranked the fourth largest Thai commercial bank in terms of total assets, and the 211th largestRole of ITSiam Commercial Bank has been progressive in the use of IT through senior-level management support which has helped shape its visions and strategies. For example, the active involvement of the chief executive officer has led to investments in data warehousing technology to learn more about the bank and, more importantly, customer information (The Asian Banker 1997b). Furthermore, the chief executive officer has clearly defined two main objectives in the use of IT: (1) to facilitate daily banking activities between the bank and customers, and (2) to develop new methods in delivering financial services (SCB Technologies 1996a).More interestingly, the bank surprised the banking community in early-1998 by announcing an increased investment in its IT budget by 2–3% over its 900 million baht investment in the previous year (Bangkok Post 1998b). This was despite the country‟s financial crisis which caused a change in the excha nge rate regime, the devaluation of the local currency, and the cutting of costs across companies. In response to the financial crisis, the bank established a non-profit organisation to serve as a job placement centre for potential employers and employees, while also providing language and computer training for unemployed IT professionals (Bangkok Post 1997n).Bank functions related to IT are mainly organised in the technology group. In addition, the information system audit department located within the human resource and control group also has a technological role. The technology group, following the initiation of ideas in the early-1980s and a reorganisation in 1996, reports directly to the bank‟s chief executive officer, and is divided into five main uni ts (SCB Technologies 1996b).商业银行创新发展中英文对照外文翻译文献Firstly, the technology policy division overlooks broad technological developments and provides a centre of co-ordination. It prepares and monitors policies, plans, and the bank‟s expenditures in IT. Secondly, the system engin eering department develops, implements, tests, operates, and maintains the bank‟s computer systems. Thirdly, the technology and process engineering department overlooks the management of the bank‟s two main computer centre, controls the operating systems, and manages the bank‟s data warehouse located in mainframe computers. It also overlooks the purchase of computer equipment. Fourthly, the business relations department manages the bank‟s call centre, promotes the use of IT in the bank and to the public, an d finally, overlooks the bank‟s customer information facility system, credit monitoring, and collection system, and black list system. And lastly, the applied technology department conducts research into the use of new information technologies, maintains computer software, and manages computer hardware, software, and communication standards. This last function has played a particularly important role in building and strengthening bank capabilities and is discussed later.Bank Automation and InnovationComputers were first introduced in 1975. This mainly supported deposit functions located at the bank‟s head office. Early use of IT was extended to more sophisticated bank operations, and financial products and services. The pioneering ATM provided a new method of delivering payment services and was widely adopted by other local commercial banks which diffused nation-wide accordingly. In the 1990s, the bank once again became a pioneer in introducing on-line electronic banking communications in Thailand, particularly in tele-banking and infobanking systems.The bank introduced two major changes in the early 1990s. They were the adoption of customer-based business process management and organisational restructuring at the bank‟s head office. Price Waterhouse was co ntracted to advise on improving the bank‟s commercial lending and counter services, for which the consultants studied customer requirements and modified the bank‟s work processes to help address their needs. This partly resulted in the increased use of IT.A project called “relationship banking 2020” (RB 2020) was initiated jointly with IBM to help shift the bank‟s focus from an account-based to a customer-based system. RB 2020 restructured the way retail banking was delivered to bank customers since the early 1970s, and pioneered an analytical capability that assists in identifying the most suitable services for a specific target group of customers. This project, introduced in early 1996, was to be widely diffused and installed in over 400 bank branches nation-wide.The bank also adapted and applied object-oriented technology to support the delivery of financial services. For example, loan authorisation systems were built based on expert systems which has decision-making capabilities based on a 100-points scale. If a loan application scored high points, the computer approvedthe loan. Otherwise, an average or low score further considered or rejected the application accordingly. Furthermore, the bank built a mobile loan authorization system which efficiently analysed and approved a customer loan application data, following on-line verification by portable computers with its head office. Such services provided new channels for delivering financial services and improved customer convenience.Information technology was also applied to improve personnel management and商业银行创新发展中英文对照外文翻译文献staff promotion (SCB Technologies 1996c). In 1994, the bank‟s human resource and control group introduced a personnel IS that recorded all personnel particulars including education, work experience, and training. Thereafter, an employee promotion system was successfully introduced in 1995. This was aimed to support the bank‟s concept of a learning organisation. The second system was later enhanced to support decision-making in personnel promotion, and was aimed to make personnel information widely available to specific bank departments and branches located nation-wide.Bangkok BankBangkok Bank was established by the Sophonpanich family in 1944 and is the largest Thai commercial bank, enjoying wide recognition regionally and internationally. In 1996, it was ranked the largest Thai commercial bank in assets, and the 121th largest international commercial bank (KTB 1997; The Banker 1997). The bank was also recognised by IBCA, a leading rating institution in Europe, to be the world‟s second most profitable bank in 1994–1995. In 1995, the bank was presented with an award for excellence as the “Best Domestic Bank” in Thailand (Euromoney 1995), having been the largest commercial bank in Southeast Asia, and having expanded its international operations, particularly in the Indo-Chinese region and in the People‟s Republic of China.Role of ITBangkok Bank‟s chairman, together with senior-level management, have clearly defined the bank‟s future theme as being focused on electronic banking and IT which is in support of providing innovative financial services and generating fees-basedincome (Bangkok Post 1997p). Such a technologically oriented theme was well supported with regular five-year technological improvement plans. For example, an approximate sum of 400–500 million baht was allocated, as of 1998, for the replacement of computer hardware and software among the bank‟s nation-wide branches. Nevertheless, the bank‟s senior vice president (SVP) for systems development suggests that the support of such a strategy involves not only investments in IT.IT related functions of the bank are located within a technology division which is part of broader support service operations. This includes other …housekeeping‟ divisions like financial information services, operation, general service, and personnel. In the technology division, there are two departments headed by an executive vice president in charge, including the system development, and information-processing departments, which are, in turn, headed by senior vice presidents and managers.The application of satellite technology supported branch banking in the provincial areas. In addition, this supplemented the use of telephone lines in such remote areas which were inadequate in number and were also relatively unreliable. Therefore, the bank innovated by combining two types of technologies – satellite and microwave technologies. The bank‟s senior EVP for support service operations further explains the potential and problems in this choice of innovation.Sources of InnovationThe sources of innovation can be grouped in four main areas. The first and most important source is bank personnel. At the organisational level, the bank introduced a range of policies and programmes aimed at promoting the quality of staff and services.商业银行创新发展中英文对照外文翻译文献Since the bank began to use computers in the early 1970s, employees working in a particular department became familiar with their tasks, leading to user-driven innovation. Departmental employees, who are owners of specific job functions, gained familiarity with particular routines and used them as a basis for defining user requirements. The bank‟s senior EVP for support service operations emphasized this point.This suggests that the technology division plays a supporting role to other departments. As the decision to use or to invest in a particular type of technology remains with the user, the search for new IT rests with users. For example, staff from specialised bank divisions may request for technology after learning about new applications from overseas travel and training.The second source, computer companies, is a result of such outward-oriented training programmes. For example, this has included training with computer companies such as IBM which provided courses on project management and programming skills. In addition, the bank organised training courses with Microsoft at the bank‟s premises and at the software firm‟s authorised training centres. Such courses have specifically included server administration which is a required skill in nonmainframe technology and has become an emerging trend in the country, particularly networking in local and wide area environments.The third source is the systems development department which has been behind the bank‟s pioneering use of IT. As the bank was the first to develop computer online systems in the country, it enjoyed an early mover advantage, and more importantly, acquired and build-upon these early technological capabilities. The bank‟s SVP forsystems development further suggests that such capabilities may be partly attributed to the systems development department, which has focused its strengths,for example, in the development of retail payment systems.The fourth, and least important source, is consulting companies. During the re-engineering of its work processes, the bank contracted consulting firms, for example Booz Allen and Hamilton, to assist in developing new credit processes, credit lease management, and credit workflow systems. Although such firms have served as the bank‟s idea catalysts and informer of market and technology trends in banking, such sources of knowledge have provided a limited contribution. The bank made two reservations. Firstly, although foreign firms were more experienced, as compared to their local counterparts, this did not suggest that all foreign consultants were experts. Secondly, foreign firms merely made recommendations but faced difficulties in implementing project details. Thus, the bank strongly supports selfreliance and self-judgement, and even argued that 90% of consultant recommendations were widely available in textbooks.Lessons LearnedThis section discusses the common characteristics shared by the commercial banks and draws some lessons for other commercial banks seeking to use IT for competitive advantage. Although there has been widespread developments in IT in the banking sector, major technological developments and trends were initiated by the large commercial banks. Therefore, this group has become technology leaders and their involvement has served as a precedent for, or in some cases as a catalyst to the adoption of new information technologies in the commercial banking sector.商业银行创新发展中英文对照外文翻译文献Most importantly, however, is the acquisition of personnel at the senior-management level. Although such policies are not explicit, it has become one of the common characteristics among the commercial banks. Such individuals have been recruited, or in some cases appointed, to acquire managerial skills and senior management was actively involved in setting IT strategies. In Thailand, where a large number of commercial banks are family-controlled, there has been the appointment of influential figures in the country to key organisational positions. This has largely been to gain and maintain political and social connections in government and business. Thus, such invisible human resources are unique and difficult to transfer, but would provide a potential source of competitive advantage.In sum, the combined case studies helped identify the major sources of innovation which contributed towards banking automation and payments system modernisation. Although such sources included skilled staff, IT, and re-engineering, their potential as a source of sustained competitive advantage varied. In order to develop and provide innovative products and services, commercial banks increasingly depend on the development or acquisition of skilled bank personnel, in contrast with increased investments in IT, or even in bank re-engineering.译文：商业银行能力发展摘要泰国银行在转型期间采用的竞争策略使其支付系统有成功与失败之处。