经济国际贸易外文翻译外文文献英文文献以色列高新技术产业

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国际贸易经济外文翻译外文文献英文文献美国纺织品和服装产业的贸易自由化和战略调整模式

Trade liberalization and patterns of strategicadjustment in the US textiles and clothing industryBelay SeyoumU.S.A.International Business Review，Issue 16 ,2007Belay SeyoumNova Southeastern University, 3301 College Avenue, Ft. Lauderdale, FL 33314, USA Received 2 December 2005; received in revised form 17 April 2006, 11 October 2006, 23 November 2006; accepted13 December 2006The overall environment facing the US TC industry will be one of rapidly changing market conditions and technological innovation. With the phase out of quotas and growing number of trade agreements, the US TC industry is being exposed to intense competition in export and domestic markets. This is likely to lead domestic industries/labor to demand intervention by national governments to mitigate the adverse impact of trade liberalization (Standbury & Vertinksy, 2004).In spite of the substantial job losses, the US TC industry remains technologically advanced partly due to increased productivity resulting from advances in technology and design capabilities. Textile production is capital intensive and modern technology is essential to meet the increasing for high-quality products. Over the last few years, US textiles and apparel firms have substantially increased their investment to maintain modern manufacturing facilities as well as improve production and marketing capabilities in order to maximize their inherent advantages to market proximity. In apparel, low skill production jobs have moved to low-cost locations offshore while the more skilled ones have been retained. To successfully adapt to the new environment, US TC industries need to capitalize on their sources of competitive advantage. They need to develop a more flexible operational arrangement, meet high standards in product innovation and generally develop a more change-seeking business culture (Kilduff, 2005).An important survival tool for US TC firms is to expand their potential market by offering new product designs and product categories. Manufacturers must try to bring a steady stream of products to market that are in line with the taste, preferences of theconsumer. They can also expand their market potential by offering new product categories. Two of the fastest growing apparel segments in the US, for example, have been the women’s plus and men’s big and tall segments (Driscoll, 2004). Plus-size apparel marketing was estimated at $47 billion in 2005 accounting for 20% of total apparel market. It is important to identify the firm’s target customers and assess whether the firm is successfully addressing their needs.US TC firms should target a narrow segment of the market that provides the best opportunity for success. In textiles, the focus should be on a few specialized segments such as carpets, nonwovens and technical textiles. Similarly, apparel producers should increase their focus on core products, reduce vertical integration to shed overhead costs, and establish alliances with other firms to consolidate resources and increase market share.Finally, in view of rising incomes and high growth rates in many developing countries such as China, Brazil, and India, there are potential export market opportunities for US textile and apparel products. US export interests may be served by seeking improved access to the retail distribution systems of developing countries. US textile firms should also be able to use Mexico to export to the European Union and other countries, taking advantage of the Mexico-EU trade agreement. Since the conclusion of NAFTA, a number of Asian and European firms have produced certain products in Mexico in order to export to the US market.This paper suggests a demand pull model as a basis for developing a network structure in the clothing industry. In a demand pull model, consumer demand is the driver of sales unlike the supply push model whereby the manufacturer pushes goods to the retailer regardless of consumer demand.Retail companies have become powerful due to their sufficient capital and marketing expertise to build loyalty among consumers. They are the lead firm in view of their central role in the organizational network. The lead clothing retailer integrates industrial capabilities such as sourcing of textiles, design, product branding and its relations with consumers enables it to keep abreast of fashion consumption trends.The lead firm conveys its requirements to these changing trends (changes in style, material requirements) to its suppliers or subcontractors (Table 7). It also provides assistance with the purchasing of capital equipment and technology necessary to produce apparel in accordance with market demand. The fragmented webs of suppliers and subcontractors are bound together through information technology, online data sharing, joint product development, and collaborative forecasting, planning and replenishment activities. Retailers will hold less inventory as shipments become smaller and more frequent since point of sale data is directly transmitted to the manufacturer/supplier who will produce and ship garments as it is needed. This model shows the role of the retailer as an intermediary integrating the functions of design, textile sourcing, branding and as facilitator of apparel production through a web of suppliers/subcontractors. Such restructuring through technological improvements and information technology is one means of succeeding in an increasingly competitive environment. The horizontally structured, mass production methods no longer ensure future competitiveness.The lion’s share of the benefits from quota elimination is expec ted to accrue to China. Its low labor cost, high productivity, range and flexibility of services as well as efficient supplier networks will make China the supplier of choice. About 87% of apparelexecutives that participated in a cotton sourcing summit in Miami in February 2004, agreed that China will soon account for 50–90% of all apparel sold in the US market (National Labor Committee, 2004). This means rationalization of production and a massive consolidation of vendors. Other winners are likely to include India and Pakistan in narrow segments of the TC industry. The elimination of quotas is also likely to lead to lower prices for consumers in view of the absence of quota costs which is often a significant part of the cost of TC sold in the US market. Well-known brands may still hold market value since they are not subject to retail price deflation. It is important for TC firms to evaluate their internal capabilities such as sourcing, manufacturing, logistics, transportation etc. in order to develop an action plan for the post-quota world.Exporters from Latin America, Africa and the Caribbean are likely to lose market share to China since they largely compete on price (not quality) and lack the capability to produce high value added products. Even with the introduction of safeguards on a range of products that are of export interest to these countries, their US market share has declined since the phase out of quotas. With the complete removal of quotas in 2008, it is difficult for these countries to compete on price. Since the US government lifted quotas in 2002 on 29 categories, for example, China’s market share (in these categories) jumped from just 9% (2002) to 65% (2003) while prices paid by US retailers (for apparel from China) dropped by 48% (National Labor Committee, 2004). In cotton dressing gowns (quotas removed) China’s share in 2003 jumped from 25% to 39% while that of Caribbean countries fell from 13% to a mere 3%. In the first 12 months after the phase out of quotas, China’s market share in apparel rose by 59% in value while that of many Central and South American countries showed a sharp decline.What are the implications for TC firms in countries that are vulnerable to competition from China? First, they should capitalize on their proximity to the US market. Their ability to offer lower transport cost, lower lead times as well as duty free entry to the US market may attract the fashion-oriented segment of the US industry. This will depend on access to good local transport infrastructure to get goods to market as well as advanced telecommunications systems to link suppliers and customers. Local firms and governments need to collaborate in creating a climate which is conducive to business and to develop infrastructure to attract and retain TC industries that are so vital in generating exports and employment.Secondly, low wages do not necessarily provide a comparative advantage with respect to China. Firms should develop new capabilities in areas in which China does not have a comparative advantage (yarn, and silk non-apparel). This requires, inter alia, investment in modern production methods and development of competitive sources of local raw materials. Even in product areas in which China is expanding its exports, developing country suppliers that enhance their skills, technology, supply chains and marketing capabilities (through joint ventures, licensing arrangements) faster than China can still maintain their shares to the US market.Thirdly, an important strategic consideration that limits the competitive impact of China is the need on the part of multinationals to diversify their risk portfolios. US manufacturers and retailers are likely to adopt a diversified risk adjusted sourcing strategy that balances cost, speed to market as well as political and economic stability. They may not be prepared to rely on China for critical inputs beyond a certain threshold of risk. Furthermore, Mexico, Central America and the Caribbean could be attractive options for US companies in some fashion sensitive segments of the industry where quick response or fast turnaround is important.Finally, existing US rules of origin requirements to qualify for free access to the US market have had unintended consequences. One of the requirements is that they have to use US yarn and fabric. This has had the effect of making their exports less competitive. The US may have to modify its rules of origin to allow developing countries to import from Asia or other competitive sources without losing their preferential status.美国纺织品和服装产业的贸易自由化和战略调整模式贝蕾·塞尤姆美国国际商务评论，第16期,2007年贝蕾·塞尤姆诺娃东南大学，学院大道3301，劳德代尔堡，佛罗里达33314，美国2005年12月2日收到稿件；分别于2006年4月17日、2006年10月11日和2006年11月23日收到修改稿件；2006年12月13日正式录用美国纺织品和服装行业面临的是一个市场条件快速变化、科技不断创新的环境。

外文翻译外文文献英文文献胜任力模型研究

Research on Competency Model:A Literature Review andEmpirical StudiesAbstractWestern countries have applied competency models to addressing problems existed in their administrative and managerial systems since 1970s，and the findings is positine and promising. However, competency model hasn’t been introduced to China until 1990s and it is still unknown and mysterious to many Chinese managers. This paper aims to uncover the mysterious veil of competency model in order to broaden the horizon of Chinese managers and boost China's human resource development as well as management.Keywords:Competency，Competency Models，Empirical Studies of Competency ModelsIt has been more than 30 years since competency model was utilized to human resource management.In western countries，competency model first displayed its effectiveness in government administration, meanwhile many multinationals and their branch companies applied the competency model to their daily business management and their business was a great success. As the notion of competency is gradually come to light and accepted by people all around the world，more and more enterprises have been trying to build their own competency model under the help of professional consultant firms. As a result，competency model has gradually been a very fashionable phrase in the field of management and quite a few enterprises are thus benefited from it. In recent years, competency model has become a hot spot in the Chinese academia as well as big-，middle- and small-sized enterprises alike，many relevant writings and books have also been translated and published. However, competency and competency model are still mysterious to many Chinese scholars, business managers as well as government administrators.Purpose and Significance of the StudyThe purpose of the study aims to make a critical literature review of the competency model，clarify some confusion related to it and explore its application. The following questions are employed to guide this study:What is competency? What is competency model? What are the theoretical and empirical findings related to competency model?The study illustrates how we could take advantage of competency model in our harmonious society building. On one hand，the study will delineate competency and competency model in order to clarify confusions related to it since it is still strange and mysterious to many Chinese managers and administrators;on the other hand，thestudy would enrich Chinese HRD&HRM in the field of government administration and business management both theoretically and empirically.Research MethodThe present study has utilized qualitative analysis, induction and deduction. Since this research is a literature review in some sense, qualitative analysis will be an indispensable research method; Induction and deduction are applied to both theoretical and empirical studies.In order to enhance the credibility of present research，only the authoritative publications on competency model are reviewed，including books and papers written by foreign and Chinese scholars and HRDHRM practitioners. By searching for the keywords "competency" "competency model" and "competency model building" as well as "empirical studies on competency models"，books and papers written by well-known foreign scholars such as McClelland D. C.，Lyle M. Spencer, Anntoinette D. Lucia, Richard Lepsinger etc.，are available; by the same token，books and papers written by Chinese scholars such as Zhi-gong He，Jianfeng Peng, Shaohua Fang, Nengquan Wu，etc.，could be consulted. All the books and papers are published between 1950s and 2007. In addition, many data cited in this paper comes from empirical studies at home and abroad.FindingsIn this part，a literature review of competency is firstly carried out;then competency model as well as its evolution，development and innovation is delineated;finally empirical studies are reviewed. Empirical studies mainly focus on competency model building and its application to human resource development and management.Understanding CompetencyIn 1973，American scholar David C. McClelland published his paper Testing for Competency Rather Than Intelligence which cited a large amount of research findings to illustratethe inappropriateness of assessing personnel qualities by abusing intelligence tests. Dr. McClelland further explained that some factors (personality, intelligence, value，etc.)which people had always taken for granted in determining work performance hadn't displayed their desired result. As a result，he emphasized that people should ignore those theoretical by pothese and subjective judgements which had been proved groundless in reality. He declared that people should tap directly those factors and behaviors which could really impact their performance (McClelland, 1973). These factors and behaviors were named "competency" by McClelland. The publishing of this paper symbolized the debut of competency research. From then on，many scholars started getting involved into the research on competency and they conceptualizedcompetency from different perspectives as shown in the following table: The above ten concepts of competency have a lot in common:①Competency is motive, trait，value，skill，self-image, social role，knowledge;②Competency is a combination;③Competency should be measurable, observable, instructional，phasic and hierarchical;④Competency is a determinant to outstanding performance.Thus competency is an underlying combination of individual characteristics such as motive, inner drive force, quality, attitude，sole role，self-image, knowledge and skill，it is causally related to criterion-referenced effective and/or superior performance in a job or situation and it is measurable，observable and instructional.Besides，many scholars and consultancy firms believe that competency could be explained under the help of three different models:Iceberg Model. This model treats competency as an iceberg, the part above the water represents behavior, knowledge and skills which are easy to measure and observe，while the part under the water symbolizes underlying qualities such as value，attitude，social role, self-image，traits which are hard to assess，and the deepest part under the water represents the most latent qualities such as inner drive force，social motive, etc. which are most difficult to observe and measure.Onion Model. This model treats competency as an onion, the outer layer represents skills and knowledge which are liable to acquire，the inner layer refers to qualities such as self-image，social role，attitude and value which are relatively difficult to appraise, while the core of the onion symbolizes traits and motives which are most difficult to cultivate and develop.Brain Model. This model stems from the brain mechanism. It presupposes that the brain could be divided into four parts. Each part functions differently. The upper-left part is in charge of competency such as analysing capacity, calculation, strong logic ability; the upper-right part is in charge of competency such as innovation and intuition;the bottom left part is in charge of competency such as organizing ability, planning ability; and the bottom-right part is in charge of competency such as communication ability，perception, etc. Different parts will exert corresponding influence on competency development.Conceptualizations of Competency ModelFew foreign scholars have directly put forward conceptualizations of competency model. By contrast，many Chinese scholars have expressed their opinions on it. The present paper only cites those concepts that have been published by authoritative publishing houses.Jianfeng Peng, a professor in Ch;na Renmin University，together with his students, has studied how to build competency models for effective HR management since 2003. He thought competency model was the combination of differentqualities which were necessary for people to successfully finish a job or achieve superior performance，these qualities included different motives，traits, self-images and social roles as well as knowledge and skill (Jianfeng Peng, 2003). Prof. Peng believed that a competency model was composed of 4-6 competencies that were closely related to performance. Competency models could help managers judge and distinguish key factors that led to superior performance or underperformance. As a result，competency model could be treated as a foundation to improve performance.Professor Nengquan Wu from Sun Yat-sen University published his book Competency Model:Design and Application in 2005，according to his understanding, competency model refers to "proficiencies that people define core competencies of different levels, delineate corresponding behaviors，determine key competencies as well as f inish certain work.”(Nengquan Wu，2005). Prof. Wu conceptualized competency model from the perspective of methodology. He believed that competency model was a unique HRM thinking mode, method and operation flow. On the basis of organizational strategy, competency model could be utilized to enhance organizational competitiveness and improve performance.Shaohua Fang, a senior HRM consultant and expert，provided us with the following definition:"Competency model is to conceptualize and describe the necessary knowledge,skills，qualities and abilities which an employee should have in order to finish work (Shaohua Fang, 2007)”.By taking advantage of definitions of different levels and related behavioral descriptions, people could determine the combination of core competencies and required proficiency to finish work. Hc} pointed out these behaviors and skills must be able to measure，observe and instruct and they should exert a great influence upon personal performance and business success.International Human Resource Institute(IHRI) has also defined competency model:"The so-called competency model is the standardized description and explanation of competencies that could actualize superior performance.”(·IHRI, 2005)IHRI declared that a competency model should include 6^-1 2 competencies.In summary, the first concept mentioned above attaches an importance to the composition of competency model and its function, while all of the rest three concepts emphasize cognitive abilities as well as criterion-referred performance. Thus competency, model is a combination of different competencies which could be observed，delineated，explained and calculated on one hand，and could facilitate superior performance on the other hand.Development and Evolution of Competency ModelIn early 1970, top officials in U. S. Department of State believed that theirdiplomats' se- lection based on intelligence test was ineffective. It was an upset situation for them to find that many seemly excellent people fail to live up to their expectations regarding their work performance. Under such circumstances, Dr. McClelland was invited to help Department of State design an effective personnel selection system which could appraise the actual performance of employees. In that program，McClelland and his colleague Charles Dailey adopted the method of Behavioral Event Interview (BEI) to collect information in older to study factors that influenced the diplomats' performance. Through a series of summaries and analyses, McClelland and Dailey found out the differences between an excellent diplomat and a mediocre diplomat as far as their behaviors and modes of thinking were concerned. In this way, competencies that a diplomat should possess were found out. This program is the earliest empirical application of competency model. And the research findings were two papers: Improving Officer Selection for the Foreign Service (McClelland&Dailey，1972) as well as Evaluating New Methods of Measuring the Qualities Needed in Superior Foreign Service Information Officers(McClelland& Dailey，1973).Mcber and American Management Association (A'MA) also started their research on competency model in the same year. They focused on providing the answer to the question:what kind of competencies should be displayed by successful managers rather than unsuccessful ones? AMA spent 5 years observing 1 800 managers. By comparing the performance of excellent managers and mediocre ones, AMA defined their competencies based on their traits. The research results showed that all the successful managers shared the following 5 competencies:professional knowledge，maturity of mentality, maturity of .entrepreneurship，people relations and maturity of the profession. Of which，only professional knowledge were shared by excellent and mediocre managers (Mcber&.AMA, 1970).Then Prof. Bray carried out 8 years research at AT&T based on technique of assessment center. From the aspectives of abilities, attitudes and traits, etc.，he built a competency model composed of 25 competencies such as interpersonal relations, expression ability, social sensitivity, creativity，flexibility，organizational ability，planning ability, decision-making ability, etc(Bray and Grant，1978).In China，however, researches on competency model are relatively much late.Chinese scholars Chongming Wang and Minke Chen published their paper about competency model in Psychological Science in 1992. They studied 220 senior and middle-level managers of 51 enterprises in 5 cities. After examining and testing the competency model for senior managers on the basis of factor analysis and structural equation modelling, they compiled "Key Managerial Behavior Assessment Scale" (Chongming Wang&Minke Chen，2002).Scholars such as Kan Shi, Jicheng Wang and Chaoping Li took advantage of Behaviocal Event Interview to assess the competency model for senior managers in the industry of telecommunication (Kan Shi，Jicheng Wang&Chaoping Li，2002). Jicheng Wang designed 5 universal competency models for technical personnel，sales people, community service personnel，managers as well as entrepreneurs respectively.Jianfeng Peng and his postgraduate student Xiaojuan Xing built 4 universal competency models for business managers，business technical personnel，marketing personnel as well as HR managers (Jianfeng Peng，2003 ).The above domestic studies illustrate that competency models for middle-level and senior managers have been built based on in-depth interview and questionnairing. Most publications only focus on conceptualizing competency model，its development，behavioral event interview as well as competency model building，most of the findings are theoretical rather than empirical. By contrast，foreign studies are much maturer both theoretically and empirically.Empirical StudiesEmpirical studies highlight the application of competency model to enterprises, governments and other institutions.Nowadays，empirical studies on competency models mainly focus on the following 4 aspects:Staffing and Selection. Besides job standards and skills prescription, more and more businesses have carried out their personnel staffing and selection in light of the candidates' competencies which are crucial to their future performance. This competency-based personnel staffing and selection has connected business strategies and targets to business employees themselves. As a result，the quality of staffing and selection is greatly improved.Performance Management. Businesses which have built their competency models are more interested in the competency rather than the result itself in their performance management. As a result, their performance management style has been competency-driven rather than result-driven. Managers haven’t attached an importance to short-term performance, but current and long-term performances. In such a managerial system，outstanding performance has been easily actualized. Each employee has made most of their core competencies and expertise to make a contribution to their business.Compensation Management.After the competency-based compensation management system is set up, businesses have concentrated on their employees’future development and potential value, which has stimulated employees and managers of all ranks to improve themselves both menetuacy and teconologcal. Competency oases compense lion management system has helped enterprises attract and retain moretalents. In a word，competency model has endowed employees with a sense of respect and creativity.Training and Development. Enterprises which have built their competency models tend to determine core competencies in light of business strategies，environments, employee development planning and performance appraisal. Enterprises decide their training and development priorities on the basis of competency model.Future TrendsDespite that there is a growing body of literature on competency model，research on competency model is still in a premature stage and many questions still remain unanswered. Therefore, further research is required to address several important issues.First of all，although there are growing studies on the impacts of the competency model on organizational outcomes，antecedents of competency model need to be identified and academically explored. Future studies are needed to examine the relationships between the features of competency model and its key antecedent variables such as organizational sttracture.leadership and external environment. For example，it can be reasoned that the features of competency model are likely to be positively correlated with the structures of enterprises, governments as well as other institutions. Secondly，the impact of competency model on performance needs to be thoroughly explored. More studies are needed to examine whether the features of competency model or organizational culture，has direct or indirect impacts on organizational performance. While quite a few HRD and HRM researchers and practitioners have demonstrated that the concept of competency model has a positive impact on organizational performance, however，such impact may be mediated by other important organizational variables. Finally, it is also important to consider the relationships of competency model and other important HR variables such as career development, managerial coaching as well as employee training.Conclusions and DiscussionsIn conclusion，competency model has increasingly exerted profound influence on human resource development and management. While this concept has received an increase in both academic and management fields，there are increasing empirical studies designed to examine the nature of the construct and its relationships with other important organizational variables. More studies are needed to enhance the theoretical and empirical foundations of competency model.胜任力模型研究：文献综述和实证研究摘要20世纪70年代以来，西方国家已经利用胜任力模型来解决存在于行政和管理系统中的问题，其结果是积极且有前途的。

国际服务贸易外文文献翻译

国际服务贸易外文翻译文献(含：英文原文及中文译文)文献出处：《World Development》，2015，12（1）：35-44.英文原文The research of international service trade and economic growth theoryChakraborty Kavin1 IntroductionThe study of the relation between international trade and economic growth is one of the most active issues. Since 1980s, the world has been in transition from national economy orientating towards natural resources and manufacturing industry to global and regional economy orientating towards information resources and service industry. After the signature of GA TS in1994, the institutional arrangements on liberalizing service trade result in a world-wide involvement division and exchanges of service trade, and it is undoubtedly that the positive interaction between service trade and investment leads to economic growth. But the theoretical research on service trade lags behind practice.Is it a statistic phenomenon or a universal rule of economic growth? To approach the above two issues from theoretical and empirical perspective is of great value to policy-making.For the proposition of that "International service trade will drive economic growth". Theoretical analysis shows that although service tradeis not a direct interpretative variable to economic growth, it can effect economic growth indirectly through other growing factors and technology upgrade, but the ways and mechanisms are different in different stages. In a certain stage of economic development, service trade (including investment) will have static and dynamic effect on factors supply and technology upgrade in one county, which will lead to the domestic alteration of resources condition structure. It is the enterprises that select industry structure, technology structure and trade structure according to dynamic alteration way of comparative technology structure and trade structure, which will ultimately promote evolution of economic growth gradually. So far as operational mechanism of service trade and investment is concerned, service trade affects factors supply in one country by physical capital accumulating effect, human capital effect, technology upgrade effect, institutional transition effect, employment effect and externality of technology, then influences the upgrade of industrial structure, the upgrade of technological structure and the transition of mode of economic growth. It is obvious that dynamic effect is greater than static effect; that external effect is playing more important role than internal effect; and that technology spillover effect of foreign direct investment in service industry is greater than that of service trade in a narrow sense (including across-border supply, consumption abroad and movement of natural person).For the research of mechanism about how service trade drive economic growth. Firstly, the paper verifies the causality between service trade and economic growths concerning different economic bodies and the representative countries. The results show that there are causalities between international service trade and economic growth in the whole world, in the developed countries, in the US and in china. In the developing countries, service trade is the Granger cause of economic growth; In the whole world and the developing countries, economic growth is the Granger cause of service trade; In the US, service export is the Granger cause of economic growth, and economic growth is the Granger cause of service import. On this basis, it is concluded that the opening of service industry will benefit economic growth in one country. Secondly, in order to explore on how the service trade and investment act on economic growth, empirical studies are employed to explain the case of US and that of China. The results show that the routes by which service trade affects economic growth in the US can be rowed as follows from more significant to less: employment effect, human capital effect, physical capital effect, technology effect, institution effect. The results of empirical analysis of China can be summarized that: the routes by which service export affects economic growth can be rowed as follows: employment effect, physical capital effect, institution effect, human capital effect, technology effect; the routs by which service import affectseconomic growth can be rowed as follows: technology effect, institution effect, employment effect, human capital effect, physical capital effect; the routes by which FDI in service affects economic growth can be rowed as follows: technology effect, human capital effect, institution effect, employment effect, physical capital effect. Moreover, the effect of FDI in service is stronger than service import, and the effect of service import is stronger than service export.According to the empirical test in this paper, the conclusion can be drawn as follows: service trade in a narrow sense will have static and dynamic effects on factor supply in one country through import and export of service, FDI in service industry is one of the most important cross-border transactions and is another important channel which will affect the transition of advantages on factor supply in one country. It should be emphasized that the above-mentioned channels will have different effects on countries at different stages of economic development. Whether the roles can be brought into play or not depends on given restraints. The input output of factors themselves cannot form a clear function, but will interact together and act on economic growth hand in hand through numerous feedback chain.Chinese economy is now undergoing transformation from elementary age to middle age of industrialization. Service trade and investment in current period have both advantages and disadvantages.Based on these judgments, we propose that China should pursue a policy favoring protectionism on management of service trade and adopt relevant countermeasures as follows. Scientific development view should be formed with an eye to harmonizing development of three industries so as to lay a solid industries foundation for service trade; The strategic programming should be stipulated and the market of service trade should be opened gradually; The rule of international transfer of service trade should be mastered and environment of utilizing foreign investment on service industry should be improved.As the characteristics of the world's service-oriented economy have gradually emerged, service trade originating from the upgrading of industrial structure has developed rapidly, and the scale of service trade is rapidly expanding. From the statistical data, the total exports of world service trade rose rapidly from 365 billion U.S. dollars in 1980 to 377.779 billion U.S. dollars in 2008, an increase of 9.35 times. Compared with the trade of goods with a long history, service trade is a new form of trade. With the continuous increase in absolute size and relatively low levels, service trade has become a focus of attention in modern society.2 The impact of overall service trade on economic growthAccording to the WTO General Agreement on Trade in Services (GA TS), which was signed in 1994, trade in services includes Cross- border Supply, Consumption A broad, Commercial Presence, and naturalperson mobility. (Movement of Natural Persn) Four modes. The service trade of these four modes has completely different properties and characteristics. Therefore, it is difficult to establish a unified theoretical framework for service trade to affect economic growth. The corresponding literature is very rare. The only foreign documents are mainly Robinson et al. (2002), who simply regard service trade as a commodity. Trade, without taking into account differences in the four trade models, studied the economic growth effects of service trade liberalization using the Computable General Equilibrium (CGE) model.Using empirical methods to study the literature on the impact of overall service trade on economic growth is more, but such studies are mostly domestic scholars. Research shows that the average contribution of China's overall service trade to economic growth is 18.9%.3 Effect of Service Trade in Different Industries on Economic GrowthAt present, the literature on the impact of industry trade in service trade on economic growth is mostly concentrated in such service sectors as finance, telecommunications, and health care. These studies have basically reached a relatively unanimous conclusion that the opening of the service sector or the increase in productivity can significantly promote economic growth. . For example, studies by Beck et al. (1998), M urinde & Ryan (2003), and Eschenbach (2004) suggest that the opening of the financial sector has, to a certain extent, broken the monopoly of domesticfinancial markets and prompted the orderly competition of financial markets. On the normal development track, productivity has improved, and it has finally led to economic growth in the country. Kim (2000) studied the relationship between the development of service trade in the distribution sector and the growth of total factor productivity (TFP) using Korea's input-output data. The results show that the liberalization of service trade not only significantly promoted its own TFP. The promotion also promoted the improvement of total factor productivity in the related manufacturing sector. The total factor productivity growth brought about by service trade almost covered the entire economic sector.4 Effect of Service Trade on Economic Growth by Different Trading ModesThere are few literatures on specific transaction models and theoretical studies on the impact of trade in services on economic growth. Carr et al. (2001) & M arkusen et al. (2005) theoretically examined the commercial existence model by means of the CGE model. The impact of the trade in services on economic growth shows that the opening up of trade in services is an important source of the increase in economic welfare of a country. From the perspective of economic welfare, the opening up of trade in services is a general trend. Subsequently, the use of CGE models to theoretically examine the impact of service trade on economic growth began to prevail. For example, Rutherford et al. (2005)used the CGE model to evaluate Russia's WTO accession effects, and Ko nan &Maskus (2006) used CGE models. The potential effects of Tunisia's elimination of barriers to trade in services were studied. Their conclusions indicate that the increase in the level of economic welfare in one country can benefit from the opening up of the service market, while the elimination of FDI market access barriers in the service sector is a pattern of four trades. The most important liberalization measures are the main sources of increased welfare in a country. There are a lot of literatures on the relationship between service trade and economic growth in specific models using empirical methods. In the four modes of trade in services, commercial presence is the most important one, and from the point of view of data availability, although statistical data is still not very accurate, commercial existence of service trade is based on service industry FDI as a carrier. To achieve this, researchers can use service industry FDI data to characterize the scale of service trade in this model, and this type of trade model has received more attention. Among them, Markusen (1989) believes that the existence of commercial trade in services has two positive and negative effects. The positive effect is that competition in the service sector has led to an increase in domestic demand for the sector’s production factors, which is conducive to output growth. The effect of market size and negative effects means that the intensified competition in the domestic market of service industries has led to the withdrawal ofdomestic service-oriented enterprises from the market. The study by Markusen (1989) shows that the effect of market size after the opening of the service market far exceeds the crowding-out effect. After offsetting the crowding-out effect, it can still promote the productivity improvement of the non-service sector and further lead to the structure of domestic trade in goods. The changes, those sectors that were previously low in productivity and dependent on imports, will evolve into high-productivity export sectors, which is quite similar to the latest research findings on the interactive development of producer services and manufacturing. Hoekman (2006) and Hoekman (2006) used India as an example to examine the impact of the existence of commercial trade in services in the finance, telecommunications, and transportation sectors on the competitiveness of the goods export sector, and believe that these sectors have been liberalized. The level of soft facilities has been increased, which in turn has greatly reduced the operating costs of the downstream product manufacturing sector, which has increased the export competitiveness. With the inefficiency of the domestic service industry, the unfavorable pattern is reversed with the help of commercial presence of service trade. Feasible choice. Guerrieri et al. (2005) took the EU as the research object and analyzed the role of commercial trade in services for knowledge accumulation and economic growth. The study concluded that the openness of the service market or the relaxation of domesticservice regulations has positively promoted economic growth. It was found that the imported service items may be more able to promote economic growth than the domestic same service items due to high technological content.5 Possible Future Research DirectionsIt is not difficult to find from the above-mentioned documents that since the development of service trade started late, research on the growth of service trade began to rise gradually from the 1980s, and more than 20 years of research in this area is in the ascendant. With the further enhancement of the status of trade in services, the possible directions for future research will generally include the following aspects.From the point of view of research methodology, classification of service trade can be studied. As the theory of goods trade has gradually matured, the development practice of service trade still calls for the birth of the theory of service trade. Helpman and Markusen, international economists, expressed on different occasions that the difficulty in establishing the theoretical system of service trade lies in the fact that there are large differences in various types of service trades, and it is difficult for researchers to overcome the gap between them. Classifying service trade according to certain standards and exploring the impact of various types of service trade on economic growth is a possible direction for future research.From the perspective of the research subjects, it is possible to study China’s service trade and economic growth. China’s GDP has already ranked second in the world. However, the service industry’s added value accounted for only 40% of GDP, which is obviously not commensurate with the status of an economic power. In addition, the trade in services is still relatively small compared to the trade in goods. Under such a realistic background, what is the relationship between China's service trade and economic growth? How will service trade contribute to China's economic growth? What impact will service outsourcing have on China's economy? With China in In the next decade, how will China make service trade an engine of economic growth? From the academic point of view, economists from all countries are paying attention to China’s economic development, and China’s service trade will also be improved. It will become a research hotspot.From the perspective of research topics, it is possible to study the impact of service outsourcing on economic growth. In 2008, the scale of global service outsourcing market has reached 1.5 trillion US dollars. According to the UNCTAD (UNCT AD) speculation, the global service outsourcing market will increase by 30%-40% in the next 5-10 years.The surging service industry outsourcing is a new form of service trade. How does service outsourcing drive economic growth through employment, industrial structure upgrading, and technology spillovers?What are the differences in the impact of contracting and receiving services on economic growth in the service industry? Research on these issues will start with the development of service outsourcing to important theoretical guidance.中文译文国际服务贸易与经济增长理论与实证研究Chakraborty Kavin1 引言国际贸易与经济增长始终是国际经济学最生动的论题之一。

毕业论文(设计)外文文献翻译及原文

金融体制、融资约束与投资——来自OECD的实证分析R．SemenovDepartment of Economics，University of Nijmegen，Nijmegen（荷兰内梅亨大学，经济学院）这篇论文考查了OECD的11个国家中现金流量对企业投资的影响.我们发现不同国家之间投资对企业内部可获取资金的敏感性具有显著差异,并且银企之间具有明显的紧密关系的国家的敏感性比银企之间具有公平关系的国家的低.同时，我们发现融资约束与整体金融发展指标不存在关系.我们的结论与资本市场信息和激励问题对企业投资具有重要作用这种观点一致，并且紧密的银企关系会减少这些问题从而增加企业获取外部融资的渠道。

一、引言各个国家的企业在显著不同的金融体制下运行。

金融发展水平的差别(例如，相对GDP的信用额度和相对GDP的相应股票市场的资本化程度），在所有者和管理者关系、企业和债权人的模式中，企业控制的市场活动水平可以很好地被记录.在完美资本市场,对于具有正的净现值投资机会的企业将一直获得资金。

然而，经济理论表明市场摩擦，诸如信息不对称和激励问题会使获得外部资本更加昂贵，并且具有盈利投资机会的企业不一定能够获取所需资本.这表明融资要素，例如内部产生资金数量、新债务和权益的可得性，共同决定了企业的投资决策.现今已经有大量考查外部资金可得性对投资决策的影响的实证资料（可参考，例如Fazzari（1998）、 Hoshi(1991)、 Chapman（1996）、Samuel(1998））.大多数研究结果表明金融变量例如现金流量有助于解释企业的投资水平。

这项研究结果解释表明企业投资受限于外部资金的可得性。

很多模型强调运行正常的金融中介和金融市场有助于改善信息不对称和交易成本，减缓不对称问题,从而促使储蓄资金投着长期和高回报的项目,并且提高资源的有效配置（参看Levine（1997)的评论文章）。

因而我们预期用于更加发达的金融体制的国家的企业将更容易获得外部融资.几位学者已经指出建立企业和金融中介机构可进一步缓解金融市场摩擦。

营运管理外文翻译外文文献英文文献对整个行业中营运资金管理的研究

An Analysis of Working Capital Management Results Across IndustriesGreg Filbeck. Schweser Study ProgramThomas M. Krueger. University of Wisconsin-La Crosse AbstractFirms are able to reduce financing costs and/or increase the funds available for expansion by minimizing the amount of funds tied up in current assets. We provide insights into the performance of surveyed firms across key components of working capital management by using the CFO magazine’s annual Working Capital Management Survey. We discover that significant differences exist between industries in working capital measures across time. In addition. we discover that these measures for working capital change significantly within industries across time.IntroductionThe importance of efficient working capital management is indisputable. Working capital is the difference between resources in cash or readily convertible into cash (Current Assets) and organizational commitments for which cash will soon be required (Current Liabilities). The objective of working capital management is to maintain the optimum balance of each of the working capital components. Business viability relies on the ability to effectively manage receivables. inventory. and payables. Firms are able to reduce financing costs and/or increase the funds available for expansion by minimizing the amount of funds tied up in current assets. Much managerial effort is expended in bringing non-optimal levels of current assets and liabilities back toward optimal levels. An optimal level would be one in which a balance is achieved between risk and efficiency.A recent example of business attempting to maximize working capital management is the recurrent attention being given to the application of Six Sigma® methodology. Six Sigma® methodologies help companies measure and ensure quality in all areas of the enterprise. When used to identify and rectify discrepancies. inefficiencies and erroneous transactions in the financial supply chain. Six Sigma® reduces Days Sales Outstanding (DSO). accelerates the payment cycle. improves customer satisfaction and reduces the necessary amount and cost of working capital needs. There appear to be many success stories. including Jennifer Towne’s (2002) r eport of a 15 percent decrease in days that sales are outstanding. resulting in an increased cash flow of approximately $2 million at Thibodaux Regional Medical Center. Furthermore. bad debts declined from $3.4 million to $600.000. However. Waxer’s (2003) study of multiple firms employing Six Sigma® finds that it is really a “get rich slow” technique with a rate of return hovering in the 1.2 – 4.5 percent range.Even in a business using Six Sigma® methodology. an “optimal” level of working capital management needs to be identified.Even in a business using Six Sigma® methodology. an “optimal” level of working capital management needs to be identified. Industry factors may impact firm credit policy. inventory management. and bill-paying activities. Some firms may be better suited to minimize receivables and inventory. while others maximize payables. Another aspect of “optimal” is the extent to which poor financial results can be tied to sub-optimal performance. Fortunately. these issues are testable with data published by CFO magazine. which claims to be the source of “tools and information for the financial executive.” and are the subject of this research.In addition to providing mean and variance values for the working capital measures and the overall metric. two issues will be addressed in this research. One research question is. “are firms within a particular industry clustered together at consistent levels of working capital measures?” For instance. are firms in one industry able to quickly transfer sales into cash. while firms from another industry tend to have high sales levels for the particular level of inventory . The other research question is. “does working capital management performance for firms within a given industry change from year-to-year?”The following section presents a brief literature review. Next. the research method is described. including some information about the annual Working Capital Management Survey published by CFO magazine. Findings are then presented and conclusions are drawn.Related LiteratureThe importance of working capital management is not new to the finance literature. Over twenty years ago. Largay and Stickney (1980) reported that the then-recent bankruptcy of W.T. Grant. a nationwide chain of department stores. should have been anticipated because the corporation had been running a deficit cash flow from operations for eight of the last ten years of its corporate life. As part of a study of the Fortune 500’s financial management practices. Gilbert and Reichert (1995) find that accounts receivable management models are used in 59 percent of these firms to improve working capital projects. while inventory management models were used in 60 percent of the companies. More recently. Farragher. Kleiman and Sahu (1999) find that 55 percent of firms in the S&P Industrial index complete some form of a cash flow assessment. but did not present insights regarding accounts receivable and inventory management. or the variations of any current asset accounts or liability accounts across industries. Thus. mixed evidence exists concerning the use of working capital management techniques.Theoretical determination of optimal trade credit limits are the subject of many articles over the years (e.g.. Schwartz 1974; Scherr 1996). with scant attention paid to actual accounts receivable management. Across a limitedsample. Weinraub and Visscher (1998) observe a tendency of firms with low levels of current ratios to also have low levels of current liabilities. Simultaneously investigating accounts receivable and payable issues. Hill. Sartoris. and Ferguson (1984) find differences in the way payment dates are defined. Payees define the date of payment as the date payment is received. while payors view payment as the postmark date. Additional WCM insight across firms. industries. and time can add to this body of research.Maness and Zietlow (2002. 51. 496) presents two models of value creation that incorporate effective short-term financial management activities. However. these models are generic models and do not consider unique firm or industry influences. Maness and Zietlow discuss industry influences in a short paragraph that includes the observation that. “An industry a company is located in may have more influence on that company’s fortun es than overall GNP” (2002. 507). In fact. a careful review of this 627-page textbook finds only sporadic information on actual firm levels of WCM dimensions. virtually nothing on industry factors except for some boxed items with titles such as. “Should a Retailer Offer an In-House Credit Card” (128) and nothing on WCM stability over time. This research will attempt to fill this void by investigating patterns related to working capital measures within industries and illustrate differences between industries across time.An extensive survey of library and Internet resources provided very few recent reports about working capital management. The most relevant set of articles was Weisel and Bradley’s (2003) article on cash flow management and one of inventory control as a result of effective supply chain management by Hadley (2004).Research MethodThe CFO RankingsThe first annual CFO Working Capital Survey. a joint project with REL Consultancy Group. was published in the June 1997 issue of CFO (Mintz and Lezere 1997). REL is a London. England-based management consulting firm specializing in working capital issues for its global list of clients. The original survey reports several working capital benchmarks for public companies using data for 1996. Each company is ranked against its peers and also against the entire field of 1.000 companies. REL continues to update the original information on an annual basis.REL uses the “cash flow from operations” value located on firm cash flow statements to estimate cash conversion efficiency (CCE). This value indicates how well a company transforms revenues into cash flow. A “days of working capital” (DWC) value is based on the dollar amount in each of the aggregate. equally-weighted receivables. inventory. and payables ac counts. The “days of working capital” (DNC) represents the time period between purchase of inventory on acccount from vendor until the sale to the customer. the collection of the receivables. and payment receipt. Thus. it reflects the company’s ability to finance its core operations with vendor credit. A detailedinvestigation of WCM is possible because CFO also provides firm and industry values for days sales outstanding (A/R). inventory turnover. and days payables outstanding (A/P).Research FindingsAverage and Annual Working Capital Management Performance Working capital management component definitions and average values for the entire 1996 – 2000 period . Across the nearly 1.000 firms in the survey. cash flow from operations. defined as cash flow from operations divided by sales and referred to as “cash conversion efficiency” (CCE). averages 9.0 percent. Incorporating a 95 percent confidence interval. CCE ranges from 5.6 percent to 12.4 percent. The days working capital (DWC). defined as the sum of receivables and inventories less payables divided by daily sales. averages 51.8 days and is very similar to the days that sales are outstanding (50.6). because the inventory turnover rate (once every 32.0 days) is similar to the number of days that payables are outstanding (32.4 days). In all instances. the standard deviation is relatively small. suggesting that these working capital management variables are consistent across CFO reports.Industry Rankings on Overall Working Capital Management PerformanceCFO magazine provides an overall working capital ranking for firms in its survey. using the following equation:Industry-based differences in overall working capital management are presented for the twenty-six industries that had at least eight companies included in the rankings each year. In the typical year. CFO magazine ranks 970 companies during this period. Industries are listed in order of the mean overall CFO ranking of working capital performance. Since the best average ranking possible for an eight-company industry is 4.5 (this assumes that the eight companies are ranked one through eight for the entire survey). it is quite obvious that all firms in the petroleum industry must have been receiving very high overall working capital management rankings. In fact. the petroleum industry is ranked first in CCE and third in DWC (as illustrated in Table 5 and discussed later in this paper). Furthermore. the petroleum industry had the lowest standard deviation of working capital rankings and range of working capital rankings. The only other industry with a mean overall ranking less than 100 was the Electric & Gas Utility industry. which ranked second in CCE and fourth in DWC. The two industries with the worst working capital rankings were Textiles and Apparel. Textiles rank twenty-second in CCE and twenty-sixth in DWC. The apparel industry ranks twenty-third and twenty-fourth in the two working capital measuresConclusionsThe research presented here is based on the annual ratings of working capital management published in CFO magazine. Our findings indicate a consistency in how industries “stack up” against each other over time with respect to the working capital measures. However. the working capitalmeasures themselves are not static (i.e.. averages of working capital measures across all firms change annually); our results indicate significant movements across our entire sample over time. Our findings are important because they provide insight to working capital performance across time. and on working capital management across industries. These changes may be in explained in part by macroeconomic factors. Changes in interest rates. rate of innovation. and competition are likely to impact working capital management. As interest rates rise. there would be less desire to make payments early. which would stretch accounts payable. accounts receivable. and cash accounts.The ramifications of this study include the finding of distinct levels of WCM measures for different industries. which tend to be stable over time. Many factors help to explain this discovery. The improving economy during the period of the study may have resulted in improved turnover in some industries. while slowing turnover may have been a signal of troubles ahead. Our results should be interpreted cautiously. Our study takes places over a short time frame during a generally improving market. In addition. the survey suffers from survivorship bias – only the top firms within each industry are ranked each year and the composition of those firms within the industry can change annually.Further research may take one of two lines. First. there could be a study of whether stock prices respond to CFO magazine’s publication of working capital management ratings. Second. there could be a study of which. if any. of the working capital management components relate to share price performance. Given our results. these studies need to take industry membership into consideration when estimating stock price reaction to working capital management performance.外文翻译:对整个行业中营运资金管理的研究格雷格Filbeck.Schweser学习计划托马斯M克鲁格.威斯康星大学拉克罗斯摘要:企业能够降低融资成本或者尽量减少绑定在流动资产上的成立基金数额来用于扩大现有的资金。

跨境电商外文翻译参考文献

跨境电商外文翻译参考文献(文档含中英文对照即英文原文和中文翻译)译文：跨境电子商务在欧盟的发展动力和壁垒摘要互联网的兴起，往往是与“距离的消亡”或至少减少相关的地理距离在供应信息相关。

我们研究距离事宜仍在实物商品的网上交易是否。

我们使用的数据从一个网络消费者调查小组对网上跨境货物贸易中的一个语言支离破碎的欧盟市场。

分析结果表明，相比线下交易在同一商品的距离相关的交易成本大大降低。

然而，语言相关的交易成本的增加。

此外，网上交易介绍新能源贸易成本如包裹递送和在线支付系统。

在平衡，没有迹象显示在线贸易不偏向于国内市场的产品比线下交易支持。

我们提供给政策制定者推动欧盟数字单一市场的跨境电子商务的选项。

在高效灵活的跨境支付系统的使用增加1%可以增加多达7%的跨境电子商务。

我们还表明，在线交易给英语语言输出国家的比较优势。

关键词电子商务/引力方程/欧盟1.介绍本文实证研究的在线电子商务跨境贸易模式的影响。

互联网的兴起，更一般地，数字通信技术，具有LED许多观察家宣布，距离“死”（Cairncross，1997）。

在这方面，它不在乎信息所在的位置因为它只是一个鼠标点击和信息成本不再是物理距离有关。

在传统的线下实物商品贸易，证据却指向距离成本增加（disdier 和头，2008）。

贸易相结合的基础上的信息和物理的货物运输。

问题是是否将贸易从线下到线上平台是一个足够大的凹痕在信息成本改变贸易总成本因此货物贸易模式。

Blum和Goldfarb（2006）表明，即使是纯粹的信息产品，距离仍然起着重要的作用。

他们认为这是文化上的差异，随着物理距离的增加。

除了信息成本的影响，可能会有副作用，对贸易模式的影响。

网上贸易开辟了一个潜在的更大的地理汇水面积，为供应商和消费者，在产品品种和价格竞争的增加。

这两个因素都将有利于相对脱离的离线和在线贸易对。

然而，出现在网络上，可以减缓甚至逆转这一趋势可能新的信息交易成本的来源。

新的信息成本可能是由于语言，文化和制度的差异和贸易成本，电子商务基础设施业务有关的。

国贸专业外文参考文献

Conference DraftTHE AVOCADO DISPUTE AND OTHER TECHNICAL BARRIERS TOAGRICULTURAL TRADE UNDER NAFTADavid Orden and Eduardo Romano*Recent attention to agricultural trade policy has turned to issues of technical barriers,particularly sanitary and phytosanitary (SPS) regulations, that constrain movement of products across international borders. It is intuitive that there are public good arguments that make some SPS restrictions necessary to insure a safe food supply and protect domestic animal herds and plant stocks from pests and diseases. In other cases, regulations rationalized on technical grounds seem to lack firm scientific foundations and appear, at least to potential beneficiaries of expanded trade, to be imposed primarily to shield domestic producers from competition. That such controversies arise is not surprising. Their likelihood is suggested by the economic theory of regulation, sometimes referred to as “capture” theory. Applied to technical trade barriers, the theory suggests that when there is doubt about the merit of a technical restriction, domestic interest groups will often succeed in obtaining protective decisions from domestic regulatory agencies.Both NAFTA and the WTO address issues of SPS and other technical trade barriers.Under NAFTA, it was agreed that each country retains the right to adopt SPS measures to protect human, animal, and plant life and health, that each country has the right to establish appropriate levels of protection, and that SPS measures must be based on scientific evidence, be______________* Professor and graduate research assistant, respectively, Department of Agricultural and Applied Economics, Virginia Polytechnic Institute and State University, Blacksburg, Virginia 24061 (email: orden@). Invited paper presented at the conference on NAFTA and Agriculture: Is the Experiment Working, San Antonio, Texas, November 1996. We thank Donna Roberts and Suzanne Thornsbury for helpful comments.。

中英文文献以及翻译(化工类)

Foreign material：Chemical Industry1.Origins of the Chemical IndustryAlthough the use of chemicals dates back to the ancient civilizations, the evolution of what we know as the modern chemical industry started much more recently. It may be considered to have begun during the Industrial Revolution, about 1800, and developed to provide chemicals roe use by other industries. Examples are alkali for soapmaking, bleaching powder for cotton, and silica and sodium carbonate for glassmaking. It will be noted that these are all inorganic chemicals. The organic chemicals industry started in the 1860s with the exploitation of William Henry Perkin’s discovery if the first synthetic dyestuff—mauve. At the start of the twentieth century the emphasis on research on the applied aspects of chemistry in Germany had paid off handsomely, and by 1914 had resulted in the German chemical industry having 75% of the world market in chemicals. This was based on the discovery of new dyestuffs plus the development of both the contact process for sulphuric acid and the Haber process for ammonia. The later required a major technological breakthrough that of being able to carry out chemical reactions under conditions of very high pressure for the first time. The experience gained with this was to stand Germany in good stead, particularly with the rapidly increased demand for nitrogen-based compounds (ammonium salts for fertilizers and nitric acid for explosives manufacture) with the outbreak of world warⅠin 1914. This initiated profound changes which continued during the inter-war years (1918-1939).Since 1940 the chemical industry has grown at a remarkable rate, although this has slowed significantly in recent years. The lion’s share of this growth has been in the organic chemicals sector due to the development and growth of the petrochemicals area since 1950s. The explosives growth in petrochemicals in the 1960s and 1970s was largely due to the enormous increase in demand for synthetic polymers such as polyethylene, polypropylene, nylon, polyesters and epoxy resins.The chemical industry today is a very diverse sector of manufacturing industry, within which it plays a central role. It makes thousands of different chemicals whichthe general public only usually encounter as end or consumer products. These products are purchased because they have the required properties which make them suitable for some particular application, e.g. a non-stick coating for pans or a weedkiller. Thus chemicals are ultimately sold for the effects that they produce.2. Definition of the Chemical IndustryAt the turn of the century there would have been little difficulty in defining what constituted the chemical industry since only a very limited range of products was manufactured and these were clearly chemicals, e.g., alkali, sulphuric acid. At present, however, many intermediates to products produced, from raw materials like crude oil through (in some cases) many intermediates to products which may be used directly as consumer goods, or readily converted into them. The difficulty cones in deciding at which point in this sequence the particular operation ceases to be part of the chemical industry’s sphere of activities. To consider a specific example to illustrate this dilemma, emulsion paints may contain poly (vinyl chloride) / poly (vinyl acetate). Clearly, synthesis of vinyl chloride (or acetate) and its polymerization are chemical activities. However, if formulation and mixing of the paint, including the polymer, is carried out by a branch of the multinational chemical company which manufactured the ingredients, is this still part of the chemical industry of does it mow belong in the decorating industry?It is therefore apparent that, because of its diversity of operations and close links in many areas with other industries, there is no simple definition of the chemical industry. Instead each official body which collects and publishes statistics on manufacturing industry will have its definition as to which operations are classified as the chemical industry. It is important to bear this in mind when comparing statistical information which is derived from several sources.3. The Need for Chemical IndustryThe chemical industry is concerned with converting raw materials, such as crude oil, firstly into chemical intermediates and then into a tremendous variety of other chemicals. These are then used to produce consumer products, which make our livesmore comfortable or, in some cases such as pharmaceutical produces, help to maintain our well-being or even life itself. At each stage of these operations value is added to the produce and provided this added exceeds the raw material plus processing costs then a profit will be made on the operation. It is the aim of chemical industry to achieve this.It may seem strange in textbook this one to pose the question “do we need a chemical industry?” However trying to answer this question will provide(ⅰ) an indication of the range of the chemical industry’s activities, (ⅱ) its influence on our lives in everyday terms, and (ⅲ) how great is society’s need for a chemical industry. Our approach in answering the question will be to consider the industry’s co ntribution to meeting and satisfying our major needs. What are these? Clearly food (and drink) and health are paramount. Other which we shall consider in their turn are clothing and (briefly) shelter, leisure and transport.(1)Food. The chemical industry makes a major contribution to food production in at least three ways. Firstly, by making available large quantities of artificial fertilizers which are used to replace the elements (mainly nitrogen, phosphorus and potassium) which are removed as nutrients by the growing crops during modern intensive farming. Secondly, by manufacturing crop protection chemicals, i.e., pesticides, which markedly reduce the proportion of the crops consumed by pests. Thirdly, by producing veterinary products which protect livestock from disease or cure their infections.(2)Health. We are all aware of the major contribution which the pharmaceutical sector of the industry has made to help keep us all healthy, e.g. by curing bacterial infections with antibiotics, and even extending life itself, e.g. ß–blockers to lower blood pressure.(3)Clothing. The improvement in properties of modern synthetic fibers over the traditional clothing materials (e.g. cotton and wool) has been quite remarkable. Thus shirts, dresses and suits made from polyesters like Terylene and polyamides like Nylon are crease-resistant, machine-washable, and drip-dry or non-iron. They are also cheaper than natural materials.Parallel developments in the discovery of modern synthetic dyes and the technology to “bond” th em to the fiber has resulted in a tremendous increase in the variety of colors available to the fashion designer. Indeed they now span almost every color and hue of the visible spectrum. Indeed if a suitable shade is not available, structural modification of an existing dye to achieve this canreadily be carried out, provided there is a satisfactory market for the product.Other major advances in this sphere have been in color-fastness, i.e., resistance to the dye being washed out when the garment is cleaned.(4)Shelter, leisure and transport. In terms of shelter the contribution of modern synthetic polymers has been substantial. Plastics are tending to replace traditional building materials like wood because they are lighter, maintenance-free (i.e. they are resistant to weathering and do not need painting). Other polymers, e.g. urea-formaldehyde and polyurethanes, are important insulating materials f or reducing heat losses and hence reducing energy usage.Plastics and polymers have made a considerable impact on leisure activities with applications ranging from all-weather artificial surfaces for athletic tracks, football pitches and tennis courts to nylon strings for racquets and items like golf balls and footballs made entirely from synthetic materials.Like wise the chemical industry’s contribution to transport over the years has led to major improvements. Thus development of improved additives like anti-oxidants and viscosity index improves for engine oil has enabled routine servicing intervals to increase from 3000 to 6000 to 12000 miles. Research and development work has also resulted in improved lubricating oils and greases, and better brake fluids. Yet again the contribution of polymers and plastics has been very striking with the proportion of the total automobile derived from these materials—dashboard, steering wheel, seat padding and covering etc.—now exceeding 40%.So it is quite apparent even from a brief look at the chemical industry’s contribution to meeting our major needs that life in the world would be very different without the products of the industry. Indeed the level of a country’s development may be judged by the production level and sophistication of its chemical industry4. Research and Development (R&D) in Chemical IndustriesOne of the main reasons for the rapid growth of the chemical industry in the developed world has been its great commitment to, and investment in research and development (R&D). A typical figure is 5% of sales income, with this figure being almost doubled for the most research intensive sector, pharmaceuticals. It is important to emphasize that we are quoting percentages here not of profits but of sales income, i.e. the total money received, which has to pay for raw materials, overheads, staff salaries, etc. as well. In the past this tremendous investment has paid off well, leading to many useful and valuable products being introduced to the market. Examplesinclude synthetic polymers like nylons and polyesters, and drugs and pesticides. Although the number of new products introduced to the market has declined significantly in recent years, and in times of recession the research department is usually one of the first to suffer cutbacks, the commitment to R&D remains at a very high level.The chemical industry is a very high technology industry which takes full advantage of the latest advances in electronics and engineering. Computers are very widely used for all sorts of applications, from automatic control of chemical plants, to molecular modeling of structures of new compounds, to the control of analytical instruments in the laboratory.Individual manufacturing plants have capacities ranging from just a few tones per year in the fine chemicals area to the real giants in the fertilizer and petrochemical sectors which range up to 500,000 tonnes. The latter requires enormous capital investment, since a single plant of this size can now cost $520 million! This, coupled with the widespread use of automatic control equipment, helps to explain why the chemical industry is capital-rather than labor-intensive.The major chemical companies are truly multinational and operate their sales and marketing activities in most of the countries of the world, and they also have manufacturing units in a number of countries. This international outlook for operations, or globalization, is a growing trend within the chemical industry, with companies expanding their activities either by erecting manufacturing units in other countries or by taking over companies which are already operating there.化学工业1.化学工业的起源尽管化学品的使用可以追溯到古代文明时代，我们所谓的现代化学工业的发展却是非常近代（才开始的）。

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本科毕业论文外文翻译外文题目：The Isr ael High Tech-Industy -Fifty Year s ofExcellence 处：Isr ael M nistr yOf RoreignAffairs出作者：Nisso CohenThe Isr ael High-Tech Industr y -Fifty Year s ofExcellenceB y NissoC oh enIsraelshigh-techindustry is experiencing an unprecedented rate ofgrowth whichbeganintheearly1990s.Its growth is evidenced both in total sales - 1997 salestotaled $7.2 billion,a growth of 10.7% over1996 - andin exports - $5.6 billion in1997,agrowthof14.2%over1996.Thisisinacountrywithatotalpopulationoflessthansixmillion;GDP(1996)o f$92.3billion;and exports(goodsandservices,1996)of$31.3billion.Moreover,advancedtechnologies developed in Israel are in great demand, andmany Israeli-developed applications can now be found in the products ofmulti-national companies in the communications, computers, information systems,medicine,optics,consumergoodsandsoftwaresectors.OriginsThe Israel high-tech industry was born with the State of Israel. In 1948, thenewly-created Israel Defense Forces established a branch called the Science Corps.The corpsdeveloped new arms, explosives, and a variety of electric andelectronicappliancesfortheIDF.Israelsmilitaryindustrydevelopedatarapidpace,meetingthecountrysneedsfo rarmamentsandtechnologieswhichitcouldnotobtainfromabroad.Duringthesameperiod,Israeldevelopedw hatweretobecomethebestinstitutionsofeducationandscientificresearchintheMiddleEast.TheyincludetheT echnion-IsraelInstitute ofTechnology in Haifa, the WeizmannInstitute ofSciencein Rehovot,theHebrew University inJerusalem, anduniversitiesinHaifa, BeerSheba, TelAvivandRamatGan.Inthe early sixties,Israel enteredthe nuclear era withthe establishmentof tw o nu cl ea r re sea rc h plants.ThefirstIsraeli computer was developed andassembled inthe early fifties at theWeizmannInstitute.Golem("dummy")was an all-tube computer, similar tothefirstcomputersdevelopedinthe US intheforties.Inthelate fiftiesandearly sixties,therewerealreadyseveral mainframe computersinIsrael, purchased fromIBM andPhilco.Those computers were used primarily by government ministries and institutions,universitiesanda numberofbanks.Inthelatesixtiesandearlyseventies,mainframeandminicomputerspenetratedthefinancialandbusinesssectors.During theeighties,manyIsraelisacquiredpersonalcomputers.T he H i g h-Te ch IndustryOnefactorintheexceptionalgrowthrateinthis industry in recentyears is Israelspercentageofengineers,theworldshighest,with135 engineersper10,000 persons,ascomparedto85per10,000personsintheUnited States.Anotherfactorhas beenthemanythousandsofskilledengineersandtechnicianswhohaveimmigratedfromtheformerSovietUnio nsince1989.Moreover,advanced technologies that were originally developed and utilized formilitarypurposesarenowbeingused fordevelopingcommercial productsforcivilianuse. With the downsizing of Israels defense industry - as a "peace dividend" -thousandsofskilledpersonnelhave left the defense industry since 1988. Many ofthem were absorbed into the civilian marketplace, while others formed start-upcompanieswhichlaterbecamesuccessfulhigh-techfirms.TheongoingsuccessoftheIsraelihigh-techindustry is reflected inthe local andforeignstockmarkets.In1996 Israeli firms provided the third largest number ofinitialpurchaseofferings(IPOs) on theNAS DAQ (over-the-counterstock exchange)inNewYork,aftertheUSandCanada,andthesecondlargestnumberofIPOsontherelatively new AIM (Alternative InvestmentMarket)inLondon(aftertheUK).ManyleadingAmericaninvestmenthouses and venture capital funds have established apresenceinIsrael in order to support Israeli high-tech firms and benefit from thecu rre nt boom.Israelsleadersare proud of the countrys high-tech "label" and promote it. Theresultisthatthecountryisparticularlyinterestedincooperationwithforeigninvestorsin the hi g h-tec h fi el d s, m ore tha n w i th inv e stors i n other a rea s.AuniqueIsraeliphenomenonistheofficeoftheChiefScientistattheMinistryofIndustryandTrade, which distributes grants totaling nearly $400 million to variousR&D projects. The projects that succeed are expectedto pay royalties to the ChiefScientistsoffice fora numberofyears. DomesticTechnologicalAdvancementIsraelhasfirmlyestablisheditself as the mostcomputerizedcountry intheMiddleEast;itevensurpassessome WesternEuropean nations.In1997, morethan 250,000personalcomputerswere soldin Israel, compared to 102,000 sold in Egypt(with apopulationofsome60million)and justunder300,000 inTurkey (witha populationofsome65 million).IsraelalsoleadstheMiddleEastwiththehighestpenetrationrateofPCsinprivatehomes.There is a personal computer in nearly one out of two households, a ratiosimilartothatoftheUnitedStates,CanadaandaveryfewEuropeanandFarEasterncountries.Inrecentyears ,theeducationsystemhaspurchased tens ofthousands ofcomputersforuseby students,fromkindergartenthroughuniversity age.Comparedtootherso-calledhigh-tech'tigers',suchasKorea,MalaysiaandTaiwan,Israel is unique in that it is a "true" high-tech country, with a highly developeddomestic market for computing and telecommunications. Israel is also a "quickadopter"ofadvanced technologies. Local expenditure on information technology isestimated at $2.4 billion in 1997, with a steady growth of 12-15% annually.Worldwide, expenditureoninformationtechnology reaches about$700 billion,witha5-yearcompoundannualgrowthrateofabout10%.TelecommunicationsInfrastructureIn 1984 a government-owned company - Bezeq - took over the telephone andtelecommunicationsservices,whichhadpreviouslybeensuppliedbya departmentoftheMinistryofCommunications.Sincethen,thetelecommunicationsinfrastructureinIsraelhas developed at a rapid pace, andis today considered to beoneofthe mosthighlyadvancedsystemsinthe region,providing full digital service throughout thecountry,advanced data communications,integrated services digital networks (ISDN),asynchronoustransfermode(ATM),andfiber-opticand satellite services. Itis clearthatthedevelopmentoftelecommunicationsserviceshascontributed significantly tothedevelopmentofIsraelshigh-techindustry.High-Tech ExportsIsraelsfirsthigh-techexports were produced by defense industries such as theIsraelAircraft Industries andRafael, as well as by defenseindustry sub-contractors.Thesefirmsproducedelectronicdefenseproductswithadvanced technologies,meantfor u se by the IDF.Demandfor"proveninbattle" products from Israel led to a developing exportindustryofdefense-relatedproducts. today this is still a relatively large percentage ofhigh-techexports.Studieshaveshown that R &D-intensive, high-tech companies have been a majorfactor in the growth of exports over the years, especially in electronics, optics,electro-optics,lasers,computer-basedequipment,roboticsandaeronautics.Moreover, in the last two decades Israeli developments have contributedsignificantly to the following information technology and telecommunicationsindustries: Wireless Communications (voice and data)Advanced DataCommunications Technologies (ATM, IDSL, SDH)Advanced LAN Technologies(ATM, Fast Ethernet, FDDI, ISDN)Satellite VSAT (Very Small ApertureTerminal)Voice Mail and R elated Voice Manipulation Technologies DSP - DigitalSignal Processing Technologies and Products Encryption and Data SecurityAnti-Virus TechnologiesS oftwareUtilitiesforMainframeandMid-Range Computers(including year 2000 problem solving utilities) Databases for Mainframe andMid-Range ComputersInternetTechnologies InternetProductsEducational SoftwareandMultimediaGraphicArtsandColorPrintingTechnologies Billing Software forTelephoneandCellularOperators S emiconductorDevelopmentand Post-ProductionIn spe ction Tool s C A D, C A M , a nd C AE.Interna ti ona l Firm s i n IsraelIthastakenseveral years for the managementofinternational high-tech firms todecidetoutilize Israels advantages as an operations base. Of course, events in theMiddleEastplayadecisive role in international business strategies. The continuingpeaceprocess with the Palestinians, since 1993, has encouraged many internationalfirmstoestablishoperationsand/or conductbusinessinIsrael.Therehas been a US presence in Israel, though, forthree decades.Two high-techgiants - IBM and Motorola - established local subsidiaries for sales and technicalsupport in the 1960s; over time the local plants evolved into full research anddevelopmentfacilities.Motorolatooktheprocessonestepfurtherandestablishedoneofits largest manufacturing facilities in Arad, near the Dead Sea. During the late1970sIntelCorporationbeganoperationsinIsrael.Today,Intels activitiesrange fromR&D(inHaifa)towafermanufacturing(Fab8inJerusalem); anda plantdesignatedFa b 1 8 u nd er c onstru ction in Kiry a t Gat.Israelis highly regarded as a location for branches of foreign firms. Benefitsincludehighly-skilledengineers,goodgeographiclocationandsome tax and custombenefits,whichenableUSfirms to sell products manufactured inIsrael to Europeanmarkets without paying duty. Moreover, the government of Israel is considered agenerouspartnerforforeigninvestorswhoestablishoperationsinthenorthernorthesouthernpartsof the country. Government assistance can be in the form of a cashrefundorlong-termtax-waivers.InIsrael,thepresenceofinternationalfirmsissomewhat of a controversy.Opponentsinlocalindustryclaimthatforeign firms gainresourcesasaresultoflocal"bra i n pow er," bu t do not fu nnel a ny thing ba ck in to the l oca l e con o m y . T hi s positi onisheld because most foreign firms do not build manufacturing facilities, the moremassiveemployersin the local market. Still, despite this dissenting pointof view,mostIsraeliscontinuetoconsider the presence of international high-tech firms inIsra el to be v ery i m portant.Since1995,manyforeignfirmshaveestablished a presence in Israel. Of these,someenteredthe marketby setting up operationsdirectly, whereas othersdo so byfriendly take-over of small Israeli firms. Additional firms are listed as U.S. firms,although all development and manufacturing facilities are located in Israel andmanagementisIsraeli,or largely Israeli. Many international firms also maintain apresencein Israel by virtue oftheirminority holdings in Israeli start-up companies.Thisphenomenonbegana few years ago and is expected to continue in the future.Theseminorityshareholdersalsoinvariably holdoptionsforshareincreases.Internationalfirmswhichestablishedlocal research and development centers inIsraelin the70s andthe 80s broughtthe know-how and the operating procedures oflarge conglomerates to local, inexperienced firms. These firms exposed Israeliindustrytonewareas,primarily in the telecommunications and the semiconductorindustries.CooperationwithForeignFirmsTheIsraelhigh-tech industry can benefit from cooperationwithforeign companiesatalllevels. Some of the success stories of the Israel high-tech industry involve apartnershipbetweenan Israeli and a foreign partner, in which the Israeli partnerprovidesthetechnologyorthe product,andtheforeign partnerprovides thesales andsupportfunctionsintargetmarkets.Thistypeofcooperationisawin-winsituationforbothsides. ForUS partnersorinvestorsitis even morebeneficial as thepartnershipcanapply forBIRD Foundationfunds.Motorola,IntelandothershavemadeIsraelapreferredsiteforproductionfacilities.Thesecompaniesbenefitfromahigh level of technicians and engineers and fromproximity to their target markets in Europe. NAFTA agreements made Israel themanufacturing locationofchoice forproductsthataretobeexported toEurope.ItisquitedifficultforIsraeltocompetewithSouthAsiancountriesonthebasisoflaborcosts,butIsraelsbetterproductquality isanadvantage.Therapidlygrowinghigh-techindustry has the potential togrowatan even fasterrate,despitethepresenteconomic slowdown - which affectsthehigh-tech field lessthan otherindustries.Intermsof productivity peremployee,Israeli high-tech still hasalongwaytogo,comparedtointernational standards.Althoughoutputperemployeeintheindustry is $160,000 perannum, some countries boastan output ofupwardof$250,000peremployeeperannum.Challengesfacingtheindustryasthe21stcenturyapproaches: The shortage ofprofessionalsin electronicsandsoftware,acommonprobleminthewesternworld.InIsrael, immigrantsfrom the former Soviet Unionserved as a stop-gap between1992and 1995. Since then, immigrationto Israel has slowed down and the problem hasagain arisen. This in turn has increased the cost of salaries to a level where thea dv a nta g e of a l ow cost pe r e m p loy ee i n Isra el no l ong er e x i sts.Thehigh-techindustryneedstowidenits focus onR&D to include marketing, inorder to capture a larger market share. Today, some start-ups develop valuabletechnologies, only to discover that their target market is unaware of them. Moststart-upsinIsraelboastannualsalesofafewmilliondollars;onlyahandfulofIsraelicompanieshaveachievedannualsales ofhundredsofmillionsofdollars;andnotoneIsraeli company is positioned among the worldwide leaders that sell high-techproductsinthebillions.Thefrozenexchangerateoftheshekel,untilMarch 1998, negatively impactedprofitability of the high-tech industry. In late 1997/early 1998, with the economicslowdown, a reduction in capital investment has occurred, which will affectinvestmentinequipmentupgradingandmaterialsintheshortterm.The Israel high-tech industry is capable of enjoying tremendous profitability. Italready leads the Israeli economy in terms of added value, export rates andproductivityper employee. By taking the appropriate strategic decisions, the Israelhigh-techindustry-withtotalsalesofsome$7.2 billion today - can become,inthecomingdecade,a $10-15 billionindustry.Israeli high-tech is on the way to the forefront of world technology in terms ofknowledge and development. Israeli leaders believe that the high-tech industry canleadnot only Israel, but its neighbors as well, to a better future. The high-techindustryis nolongera gamble - it has proveditsability.Itnow needs toexpandandfirmly establishitspositionasarecognizedworldleader译文：以色列高新技术产业——五十年的卓越以色列的高科技产业正在经历一场前所未有的增长。