毕业论文外文文献

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。

《毕业论文中引用外文文献的技巧》在撰写毕业论文时，引用外文文献是非常常见的情况。

正确地引用外文文献不仅可以提升论文的学术水平，还可以增加论文的可信度。

然而，许多学生在引用外文文献时常常遇到困惑和困难。

本文将介绍毕业论文中引用外文文献的技巧，帮助读者正确、规范地引用外文文献，提升论文的质量。

首先，毕业论文中引用外文文献时，应该注意以下几点：1. 确保引用文献的准确性：在引用外文文献时，务必确保文献信息的准确性，包括作者姓名、文献标题、期刊名称、出版日期等信息。

可以通过多个渠道核实文献信息，确保引用的文献是可信的。

2. 使用正确的引用格式：不同的学术领域和期刊可能有不同的引用格式要求，如APA、MLA、Chicago等。

在引用外文文献时，应该根据论文要求选择合适的引用格式，并严格按照格式要求进行引用。

3. 注意文献翻译问题：如果引用的外文文献需要翻译成中文，应该确保翻译的准确性和流畅性。

可以参考专业翻译工具或请教专业人士进行翻译，避免出现歧义或错误。

4. 注明文献来源：在引用外文文献时，应该注明文献的来源，包括文献的原文信息和翻译信息。

这样可以方便读者查找原始文献，增加引用的可信度。

5. 避免直译和抄袭：在引用外文文献时，应该避免直译和抄袭的情况。

可以适当进行文献内容的概括和改写，保持论文的原创性和学术性。

总之，正确地引用外文文献是撰写毕业论文的重要环节，需要认真对待。

通过遵循上述技巧，可以帮助读者规范引用外文文献，提升论文的学术水平和质量。

希望本文介绍的技巧对读者在毕业论文写作中有所帮助。

毕业论文外文文献毕业论文外文文献随着全球化的发展和信息技术的迅猛进步，外文文献在学术研究中扮演着重要的角色。

对于撰写毕业论文来说，外文文献的引用和参考是必不可少的。

本文将探讨外文文献在毕业论文中的重要性以及如何有效地利用外文文献进行研究。

首先，外文文献在毕业论文中的重要性不言而喻。

毕业论文是学生在大学期间最重要的研究项目之一，是对所学知识的综合应用和创新能力的体现。

而外文文献作为国际学术界的重要资源，可以为研究者提供最新的研究成果、理论观点和方法论。

通过引用外文文献，可以增强毕业论文的学术性和权威性，提高研究水平和质量。

其次，如何有效地利用外文文献进行研究是撰写毕业论文的关键。

首先，要选择合适的外文文献。

在选择外文文献时，应根据研究课题的特点和需求，选择与之相关的文献。

同时，要注意选择具有权威性和可信度的文献，避免引用低质量或不可靠的文献。

其次，要善于阅读和理解外文文献。

外文文献通常使用英语或其他外语撰写，对于非英语专业的学生来说，阅读和理解外文文献可能存在一定的困难。

因此，研究者应提前做好相关的语言准备，掌握基本的外语阅读技巧和方法。

同时，可以借助翻译工具或请教专业人士的帮助，确保对外文文献的准确理解。

此外，要善于提取和整理外文文献中的信息。

阅读外文文献时，要有目的地提取和整理其中的关键信息，包括研究目的、方法、结果和结论等。

可以使用笔记本或电子工具进行记录和整理，以便后续的论文写作和引用。

最后，要合理引用和参考外文文献。

在毕业论文中引用外文文献时，应遵循学术规范和引用格式的要求，确保引用的准确性和规范性。

同时，要注明引用文献的出处和作者，以避免抄袭和知识盗用的问题。

此外，还可以通过参考文献的引用，为自己的研究提供更多的支持和论证。

综上所述，外文文献在毕业论文中的重要性不可忽视。

通过合理利用外文文献，可以提高研究的深度和广度，增强论文的学术性和权威性。

因此，学生在撰写毕业论文时，应注重外文文献的引用和参考，善于利用外文文献进行研究，以提高论文的质量和水平。

核准通过，归档资料。

未经允许，请勿外传!浙江大学本科毕业论文外文文献翻译The influence of political connections on the firm value of small and medium-sized enterprises in China政治关联在中国对中小型企业价值的影响1摘要中小型企业的价值受很多因素的影响,比如股东、现金流以及政治关联等.这篇文章调查的正是在中国政治关联对中小型企业价值的影响。

通过实验数据来分析政治关联对企业价值效益的影响.结果表明政府关联是关键的因素并且在中国对中小型企业的价值具有负面影响。

2重要内容翻译2。

1引言在商业界,有越来越多关于政治关联的影响的经济研究。

它们发现政治关联能够帮助企业确保有利的规章条件以及成功获得资源，比如能够最终提高企业价值或是提升绩效的银行贷款，这种政治关联的影响在不同的经济条件下呈现不同的效果。

在高腐败和法律制度薄弱的国家，政治关联对企业价值具有决定性因素1的作用.中国由高度集权的计划经济向市场经济转变，政府对市场具有较强的控制作用，而且有大量的上市企业具有政治关联。

中小型企业发展的很迅速，他们已经在全球经济环境中变得越来越重要。

从90年代起, 政治因素对中国的任何规模的企业来说都变得越来越重要,尤其是中小型企业的价值。

和其他的部门相比较，中小型企业只有较小的现金流，不稳定的现金流且高负债率.一方面，中小型企业改变更加灵活；另一方面,中小型企业在由于企业规模以及对银行来说没有可以抵押的资产，在筹资方面较为困难。

企业如何应对微观经济环境和政策去保证正常的企业活动，并且政治关联如何影响企业价值？这篇论文调查政治关联和企业价值之间的联系,并且试图去研究企业是否可以从政治关联中获利提升企业价值。

2.2定义这些中小型企业之所以叫中小型企业，是和管理规模有关。

对这些小企业来说，雇员很少，营业额较低,资金一般由较少的人提供,因此，通常由这些业主直接管理企业。

Inventory managementInventory ControlOn the so-called "inventory control", many people will interpret it as a "storage management", which is actually a big distortion.The traditional narrow view, mainly for warehouse inventory control of materials for inventory, data processing, storage, distribution, etc., through the implementation of anti-corrosion, temperature and humidity control means, to make the custody of the physical inventory to maintain optimum purposes. This is just a form of inventory control, or can be defined as the physical inventory control. How, then, from a broad perspective to understand inventory control? Inventory control should be related to the company's financial and operational objectives, in particular operating cash flow by optimizing the entire demand and supply chain management processes (DSCM), a reasonable set of ERP control strategy, and supported by appropriate information processing tools, tools to achieved in ensuring the timely delivery of the premise, as far as possible to reduce inventory levels, reducing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control to achieve financial goals is just a means to control the entire inventory or just a necessary part; from the perspective of organizational functions, physical inventory control, warehouse management is mainly the responsibility of The broad inventory control is the demand and supply chain management, and the whole company's responsibility.Why until now many people's understanding of inventory control, limited physical inventory control? The following two reasons can not be ignored:First, our enterprises do not attach importance to inventory control. Especially those who benefit relatively good business, as long as there is money on the few people to consider the problem of inventory turnover. Inventory control is simply interpreted as warehouse management, unless the time to spend money, it may have been to see the inventory problem, and see the results are often very simple procurement to buy more, or did not do warehouse departments .Second, ERP misleading. Invoicing software is simple audacity to call it ERP, companies on their so-called ERP can reduce the number of inventory, inventory control, seems to rely on their small software can get. Even as SAP, BAAN ERP world, the field ofthese big boys, but also their simple modules inside the warehouse management functionality is defined as "inventory management" or "inventory control." This makes the already not quite understand what our inventory control, but not sure what is inventory control.In fact, from the perspective of broadly understood, inventory control, shouldinclude the following:First, the fundamental purpose of inventory control. We know that the so-called world-class manufacturing, two key assessment indicators (KPI) is, customer satisfaction and inventory turns, inventory turns and this is actually the fundamental objective of inventory control.Second, inventory control means. Increase inventory turns, relying solely on the so-called physical inventory control is not enough, it should be the demand and supply chain management process flow of this large output, and this big warehouse management processes in addition to including this link, the more important The section also includes: forecasting and order processing, production planning and control, materials planning and purchasing control, inventory planning and forecasting in itself, as well as finished products, raw materials, distribution and delivery of the strategy, and even customs management processes.And with the demand and supply chain management processes throughout the process, it is the information flow and capital flow management. In other words, inventory itself is across the entire demand and supply management processes in all aspects of inventory control in order to achieve the fundamental purpose, it must control all aspects of inventory, rather than just manage the physical inventory at hand.Third, inventory control, organizational structure and assessment.Since inventory control is the demand and supply chain management processes, output, inventory control to achieve the fundamental purpose of this process must be compatible with a rational organizational structure. Until now, we can see that many companies have only one purchasing department, purchasing department following pipe warehouse. This is far short of inventory control requirements. From the demand and supply chain management process analysis, we know that purchasing and warehouse management is the executive arm of the typical, and inventory control should focus on prevention, the executive branch is very difficult to "prevent inventory" for the simple reason that they assessment indicatorsin large part to ensure supply (production, customer). How the actual situation, a reasonable demand and supply chain management processes, and thus set the corresponding rational organizational structure and is a question many of our enterprisesto exploreThe role of inventory controlInventory management is an important part of business management. In the production and operation activities, inventory management must ensure that both the production plant for raw materials, spare parts demand, but also directly affect the purchasing, sales of share, sales activities. To make an inventory of corporate liquidity, accelerate cash flow, the security of supply under the premise of minimizing Yaku funds, directly affects the operational efficiency. Ensure the production and operation needs of the premise, so keep inventories at a reasonable level; dynamic inventory control, timely, appropriate proposed order to avoid over storage or out of stock; reduce inventory footprint, lower total cost of inventory; control stock funds used to accelerate cash flow.Problems arising from excessive inventory: increased warehouse space andinventory storage costs, thereby increasing product costs; take a lot of liquidity, resultingin sluggish capital, not only increased the burden of payment of interest, etc., would affect the time value of money and opportunity income; finished products and raw materials caused by physical loss and intangible losses; a large number of enterprise resource idle, affecting their rational allocation and optimization; cover the production, operation of the whole process of the various contradictions and problems, is not conducive to improve the management level.Inventory is too small the resulting problems: service levels caused a decline in the profit impact of marketing and corporate reputation; production system caused by inadequate supply of raw materials or other materials, affecting the normal production process; to shorten lead times, increase the number of orders, so order (production) costs; affect the balance of production and assembly of complete sets.NotesInventory management should particularly consider the following two questions:First, according to sales plans, according to the planned production of the goods circulated in the market, we should consider where, how much storage.Second, starting from the level of service and economic benefits to determine howto ensure inventories and supplementary questions.The two problems with the inventory in the logistics process functions.In general, the inventory function:(1)to prevent interrupted. Received orders to shorten the delivery of goods fromthe time in order to ensure quality service, at the same time to prevent out of stock.(2)to ensure proper inventory levels, saving inventory costs.(3)to reduce logistics costs. Supplement with the appropriate time interval compatible with the reasonable demand of the cargo in order to reduce logistics costs, eliminate or avoid sales fluctuations.(4)ensure the production planning, smooth to eliminate or avoid sales fluctuations.(5)display function.(6)reserve. Mass storage when the price falls, reduce losses, to respond to disasters and other contingencies.About the warehouse (inventory) on what the question, we must consider the number and location. If the distribution center, it should be possible according to customer needs, set at an appropriate place; if it is stored in central places to minimize the complementary principle to the distribution centers, there is no place certain requirements. When the stock base is established, will have to take into account are stored in various locations in what commodities.库存管理库存控制在谈到所谓“库存控制”的时候，很多人将其理解为“仓储管理”，这实际上是个很大的曲解。

毕业论文的外文文献毕业论文的外文文献在撰写毕业论文时，外文文献的引用和参考是不可或缺的一部分。

外文文献提供了国际学术界的最新研究成果和观点，对于论文的深度和广度都起到了重要的推动作用。

本文将探讨毕业论文中外文文献的重要性以及如何有效引用和使用。

首先，外文文献在毕业论文中的重要性不言而喻。

随着全球化的发展，学术界的研究成果越来越国际化。

通过引用外文文献，我们可以了解到国际学术界对于某一领域的最新研究进展和观点，从而使我们的论文更加全面和具有说服力。

外文文献还可以为我们提供一些新的研究方法和理论框架，帮助我们拓展研究思路，提升论文的学术水平。

其次，如何有效引用和使用外文文献也是我们需要关注的问题。

首先，我们需要选择合适的外文文献。

在选择外文文献时，我们应该注重其权威性和可靠性。

一些知名的学术期刊和会议论文集是我们获取高质量外文文献的重要途径。

其次，我们需要理解和掌握外文文献的内容。

阅读外文文献可能会面临语言障碍，但我们可以通过查阅词典、翻译工具以及与他人的讨论来克服这一困难。

理解外文文献的内容是有效引用和使用的前提。

最后，我们需要在论文中恰当地引用外文文献。

引用外文文献时，我们应该注明作者、题目、出版年份等信息，并在参考文献列表中列出完整的引用信息。

同时，我们还应该注意避免过度引用外文文献，以免论文显得过于依赖他人的研究成果而缺乏创新性。

除了以上的一些基本要求之外，我们还可以通过一些技巧和策略来更好地利用外文文献。

首先，我们可以通过引用外文文献来支持自己的观点和论证。

外文文献往往能够提供更多的证据和数据，从而增强我们的论点的可信度。

其次，我们可以通过对比和分析多个外文文献的观点来得出自己的结论。

不同的学者和研究者可能对同一个问题有不同的看法和解释，我们可以通过比较和综合不同的观点来得出自己的独立见解。

此外，我们还可以通过对外文文献的引用来扩大论文的国际影响力。

一些知名的外文文献的引用可以为我们的论文增加学术声望和影响力，提升我们的研究的知名度。

毕业设计(论文）外文文献翻译院系：财务与会计学院年级专业：201＊级财务管理姓名:学号：132148*＊*附件: 财务风险管理【Abstract】Although financial risk has increased significantly in recent years risk and risk management are not contemporary issues。

The result of increasingly global markets is that risk may originate with events thousands of miles away that have nothing to do with the domestic market。

Information is available instantaneously which means that change and subsequent market reactions occur very quickly。

The economic climate and markets can be affected very quickly by changes in exchange rates interest rates and commodity prices。

Counterparties can rapidly become problematic。

As a result it is important to ensure financial risks are identified and managed appropriately. Preparation is a key component of risk management。

【Key Words】Financial risk，Risk management，YieldsI. Financial risks arising1.1What Is Risk1.1.1The concept of riskRisk provides the basis for opportunity. The terms risk and exposure have subtle differences in their meaning. Risk refers to the probability of loss while exposure is the possibility of loss although they are often used interchangeably。

毕业论文英文翻译文献随着全球化的发展，英语在全球的运用越来越广泛。

下文是店铺为大家整理的关于毕业论文英文翻译文献的内容，欢迎大家阅读参考! 毕业论文英文翻译文献(一)1. 谢天振主编. 《当代国外翻译理论导读》. 天津：南开大学出版社，2008.2. 包惠南、包昂. 《中国文化与汉英翻译》. 北京：外文出版社, 2004.3. 包惠南. 《文化语境与语言翻译》. 北京：中国对外翻译出版公司. 2001.4. 毕继万. 《世界文化史故事大系——英国卷》. 上海：上海外语教育出版社, 2003.5. 蔡基刚. 《英汉汉英段落翻译与实践》. 上海：复旦大学出版社, 2001.6. 蔡基刚. 《英汉写作对比研究》. 上海：复旦大学出版社, 2001.7. 蔡基刚. 《英语写作与抽象名词表达》. 上海：复旦大学出版社, 2003.8. 曹雪芹、高鄂. 《红楼梦》.9. 陈定安. 《英汉比较与翻译》. 北京：中国对外翻译出版公司, 1991.10. 陈福康. 《中国译学理论史稿》(修订本). 上海：上海外语教育出版社. 2000.11. 陈生保. 《英汉翻译津指》. 北京：中国对外翻译出版公司. 1998.12. 陈廷祐. 《英文汉译技巧》. 北京：外语教学与研究出版社. 2001.13. 陈望道. 《修辞学发凡》. 上海：上海教育出版社, 1979.14. 陈文伯. 《英汉翻译技法与练习》. 北京：世界知识出版社. 1998.15. 陈中绳、吴娟. 《英汉新词新义佳译》. 上海：上海翻译出版公司. 1990.16. 陈忠诚. 《词语翻译丛谈》. 北京：中国对外翻译出版公司, 1983.17. 程希岚. 《修辞学新编》. 吉林：吉林人民出版社, 1984.18. 程镇球. 《翻译论文集》. 北京：外语教学与研究出版社. 2002.19. 程镇球. 《翻译问题探索》. 北京：商务印书馆, 1980.20. 崔刚. 《广告英语》. 北京：北京理工大学出版社, 1993.21. 单其昌. 《汉英翻译技巧》. 北京：外语教学与研究出版社. 1990.22. 单其昌. 《汉英翻译讲评》. 北京：对外贸易教育出版社. 1989.23. 邓炎昌、刘润清. 《语言与文化——英汉语言文化对比》. 北京：外语教学与研究出版社, 1989.24. 丁树德. 《英汉汉英翻译教学综合指导》. 天津：天津大学出版社, 1996.25. 杜承南等，《中国当代翻译百论》. 重庆：重庆大学出版社, 1994.26. 《翻译通讯》编辑部. 《翻译研究论文集(1894-1948)》. 北京：外语教学与研究出版社. 1984.27. 《翻译通讯》编辑部. 《翻译研究论文集(1949-1983)》. 北京：外语教学与研究出版社. 1984. .28. 范勇主编. 《新编汉英翻译教程》. 天津：南开大学出版社. 2006.29. 方梦之、马秉义(编选). 《汉译英实践与技巧》. 北京：旅游教育出版社. 1996.30. 方梦之. 《英语汉译实践与技巧》. 天津：天津科技翻译出版公司. 1994.31. 方梦之主编. 《译学辞典》. 上海：上海外语教育出版社. 2004.32. 冯翠华. 《英语修辞大全》，北京：外语教学与研究出版社, 1995.33. 冯庆华. 《文体与翻译》. 上海：上海外语教育出版社, 2002.34. 冯庆华主编. 《文体翻译论》. 上海：上海外语教育出版社. 2002.35. 冯胜利. 《汉语的韵律、词法与句法》. 北京：北京大学出版社, 1997.36. 冯志杰. 《汉英科技翻译指要》. 北京：中国对外翻译出版公司. 1998.37. 耿占春. 《隐喻》. 北京：东方出版社, 1993.38. 郭建中. 《当代美国翻译理论》. 武汉：湖北教育出版社. 2000.39. 郭建中. 《文化与翻译》. 北京：中国对外翻译出版公司. 2000.40. 何炳威. 《容易误译的英语》. 北京：外语教学与研究出版社. 2002.41. 何刚强. 《现代英汉翻译操作》. 北京：北京大学出版社. 1998.42. 何刚强. 《现代英语表达与汉语对应》. 上海：复旦大学出版社. 1994.43. 何刚强. 《英汉口笔译技艺》. 上海：复旦大学出版社, 2003. 毕业论文英文翻译文献(二)1. 何自然、张达三、杨伟钧等译. 《现代英语语法教程》. 北京：商务印书馆, 1990.2. 何自然. 《语用学概论》. 长沙: 湖南教育出版社, 1988.3. 侯维瑞. 《英语语体》. 上海：上海外语教育出版社, 1988.4. 胡庚申. 《怎样起草与翻译合同协议》. 合肥：中国科技大学出版社, 1993.5. 胡曙中. 《英汉修辞比较研究》. 上海：上海外语教育出版社, 1993.6. 胡晓吉. 《实用英汉对比翻译》. 北京：中国人民大学出版社. 1990.7. 胡燕平，张容建. 《实用英汉翻译类典》. 重庆：重庆出版社, 1997.8. 胡裕树. 《现代汉语》. 上海：上海教育出版社, 1987.9. 胡兆云. 《美学理论视野中的文学翻译研究》(第2版). 北京：现代教育出版社. 2009.10. 胡兆云. 《语言接触与英汉借词研究》. 济南：山东大学出版社. 2001.11. 胡壮麟. 《语篇的衔接与连贯》. 上海：上海外语教育出版社, 1994.12. 胡壮麟. 《语言学教程》. 北京：北京大学出版社, 1988.13. 黄伯荣, 廖序东. 《现代汉语》. 兰州：甘肃人民出版社, 1981.14. 黄国文. 《语篇分析概要》. 长沙：湖南教育出版社, 1988.15. 黄龙. 《翻译技巧指导》. 沈阳：辽宁人民出版社, 1986.16. 黄任. 《英语修辞与写作》. 上海：上海外语教育出版社, 1996.17. 黄雨石. 《英汉文学翻译探索》. 西安：陕西人民出版社. 1988.18. 黄振定. 《翻译学：艺术论与科学论的统一》. 长沙：湖南教育出版社. 1998.19. 黄振定. 《翻译学的语言哲学基础》. 上海：上海交通大学出版社. 2007.20. 黄忠廉. 《变译理论》. 北京：中国对外翻译出版公司. 2002.21. 贾尔斯英译. 《孙子兵法》. 长沙：湖南出版社, 1993.22. 贾文波. 《汉英时文翻译: 政治经济汉译英300句析》. 北京：中国对外翻译出版公司, 1999.23. 贾玉新. 《跨文化交际学》. 上海：上海外语教育出版社, 1997.24. 金隄. 《等效翻译探索》. 北京：中国对外翻译出版公司. 1998.25. 金惠康. 《汉英跨文化交际翻译》. 贵阳：贵州教育出版社. 1998.26. 金惠康. 《跨文华交际翻译》. 北京：中国对外翻译出版公司, 2003.27. 金惠康. 《跨文华交际翻译续编》. 北京：中国对外翻译出版公司, 2004.28. 金立鑫. 《语法的多视角研究》. 上海：上海外语教育出版社, 2000.29. 居祖纯. 《新编汉英语篇翻译》. 北京：清华大学出版社, 2002.30. 柯平. 《对比语言学》. 南京：南京师范大学出版社, 1999.31. 孔慧怡. 《翻译·文学·文化》. 北京：北京大学出版社. 1999.32. 李定坤. 《汉英辞格对比与翻译》. 武汉：华中师范大学出版社, 1994.33. 李国南. 《辞格与词汇》. 上海：上海外语教育出版社, 2002.34. 李国南. 《英汉修辞格对比研究》. 福州：福建人民出版社, 1999.35. 李明编著. 《英汉互动翻译教程》. 武汉：武汉大学出版社. 2006.36. 李瑞华(主编). 《英汉语言文化对比研究》. 上海：上海外语教育出版社. 1996.。

毕业论文外文参考文献毕业论文外文参考文献在撰写毕业论文时，外文参考文献的使用是非常重要的。

通过引用外文参考文献，我们可以展示对于研究领域的深入了解，并且可以为自己的研究提供更广阔的视野。

本文将探讨毕业论文中外文参考文献的使用方法和注意事项。

首先，选择合适的外文参考文献至关重要。

在选择外文参考文献时，我们应该确保其与自己的研究主题相关，并且具有一定的权威性。

我们可以通过查阅学术数据库、期刊和书籍来寻找合适的外文参考文献。

此外，我们还可以通过与导师和同行的讨论，了解他们在该领域的推荐文献。

其次，引用外文参考文献需要遵循一定的规范。

在引用外文参考文献时，我们应该使用标准的引用格式，例如APA、MLA等。

这些引用格式可以确保我们的引用符合学术规范，并且能够提供足够的信息以供读者查阅。

在引用外文参考文献时，我们应该包括作者姓名、文章标题、期刊名称、出版日期等基本信息，并且在文中标注相应的引用序号。

此外，我们在使用外文参考文献时，应该注重其翻译的准确性。

有时候，我们可能需要将外文参考文献翻译成中文，以便读者更好地理解。

在进行翻译时，我们应该确保翻译的准确性，并且尽量保持原文的语义和结构。

如果我们在翻译过程中遇到困难，可以寻求专业翻译人员的帮助，以确保翻译的质量。

此外，我们还需要注意外文参考文献的版权问题。

在使用外文参考文献时，我们应该尊重原作者的版权，并且遵守相关的法律法规。

如果我们需要引用外文参考文献的大段文字或图表，我们应该获得原作者的许可，并在文中进行相应的标注。

这样可以保证我们的研究不侵犯他人的知识产权，并且能够提高我们的学术声誉。

最后，我们还应该注意外文参考文献的可信度。

在使用外文参考文献时，我们应该确保其来源可靠，并且经过了同行评审。

我们可以通过查看期刊的影响因子、作者的学术背景和引用次数等指标来评估外文参考文献的可信度。

此外，我们还可以通过查阅其他相关研究的引用文献，来了解该外文参考文献在该领域的重要性和影响力。

第1页 共19页中文3572字毕业论文（设计）外文翻译标题：危机管理-预防，诊断和干预一、外文原文标题：标题：Crisis management: prevention, diagnosis and Crisis management: prevention, diagnosis andintervention 原文：原文：The Thepremise of this paper is that crises can be managed much more effectively if the company prepares for them. Therefore, the paper shall review some recent crises, theway they were dealt with, and what can be learned from them. Later, we shall deal with the anatomy of a crisis by looking at some symptoms, and lastly discuss the stages of a crisis andrecommend methods for prevention and intervention. Crisis acknowledgmentAlthough many business leaders will acknowledge thatcrises are a given for virtually every business firm, many of these firms do not take productive steps to address crisis situations. As one survey of Chief Executive officers of Fortune 500 companies discovered, 85 percent said that a crisisin business is inevitable, but only 50 percent of these had taken any productive action in preparing a crisis plan(Augustine, 1995). Companies generally go to great lengths to plan their financial growth and success. But when it comes to crisis management, they often fail to think and prepare for those eventualities that may lead to a company’s total failure.Safety violations, plants in need of repairs, union contracts, management succession, and choosing a brand name, etc. can become crises for which many companies fail to be prepared untilit is too late.The tendency, in general, is to look at the company as a perpetual entity that requires plans for growth. Ignoring the probabilities of disaster is not going to eliminate or delay their occurrences. Strategic planning without inclusion ofcrisis management is like sustaining life without guaranteeinglife. One reason so many companies fail to take steps to proactively plan for crisis events, is that they fail to acknowledge the possibility of a disaster occurring. Like an ostrich with its head in the sand, they simply choose to ignorethe situation, with the hope that by not talking about it, it will not come to pass. Hal Walker, a management consultant, points out “that decisions will be more rational and better received, and the crisis will be of shorter duration, forcompanies who prepare a proactive crisis plan” (Maynard, 1993) .It is said that “there are two kinds of crises: those that thatyou manage, and those that manage you” (Augustine, 1995). Proactive planning helps managers to control and resolve a crisis. Ignoring the possibility of a crisis, on the other hand,could lead to the crisis taking a life of its own. In 1979, theThree-Mile Island nuclear power plant experienced a crisis whenwarning signals indicated nuclear reactors were at risk of a meltdown. The system was equipped with a hundred or more different alarms and they all went off. But for those who shouldhave taken the necessary steps to resolve the situation, therewere no planned instructions as to what should be done first. Hence, the crisis was not acknowledged in the beginning and itbecame a chronic event.In June 1997, Nike faced a crisis for which they had no existi existing frame of reference. A new design on the company’s ng frame of reference. A new design on the company’s Summer Hoop line of basketball shoes - with the word air writtenin flaming letters - had sparked a protest by Muslims, who complained the logo resembled the Arabic word for Allah, or God.The council of American-Islamic Relations threatened aa globalNike boycott. Nike apologized, recalled 38,000 pairs of shoes,and discontinued the line (Brindley, 1997). To create the brand,Nike had spent a considerable amount of time and money, but hadnever put together a general framework or policy to deal with such controversies. To their dismay, and financial loss, Nike officials had no choice but to react to the crisis. This incident has definitely signaled to the company that spending a little more time would have prevented the crisis. Nonetheless,it has taught the company a lesson in strategic crisis management planning.In a business organization, symptoms or signals can alert the strategic planners or executives of an eminent crisis. Slipping market share, losing strategic synergy anddiminishing productivity per man hour, as well as trends, issues and developments in the socio-economic, political and competitive environments, can signal crises, the effects of which can be very detrimental. After all, business failures and bankruptcies are not intended. They do not usually happen overnight. They occur more because of the lack of attention to symptoms than any other factor.Stages of a crisisMost crises do not occur suddenly. The signals can usuallybe picked up and the symptoms checked as they emerge. A company determined to address these issues realizes that the real challenge is not just to recognize crises, but to recognize themin a timely fashion (Darling et al., 1996). A crisis can consistof four different and distinct stages (Fink, 1986). The phasesare: prodromal crisis stage, acute crisis stage, chronic crisisstage and crisis resolution stage.Modern organizations are often called “organic” due tothe fact that they are not immune from the elements of their surrounding environments. Very much like a living organism, organizations can be affected by environmental factors both positively and negatively. But today’s successfulorganizations are characterized by the ability to adapt by recognizing important environmental factors, analyzing them, evaluating the impacts and reacting to them. The art of strategic planning (as it relates to crisis management)involves all of the above activities. The right strategy, in general, provides for preventive measures, and treatment or resolution efforts both proactively and reactively. It wouldbe quite appropriate to examine the first three stages of acrisis before taking up the treatment, resolution or intervention stage.Prodromal crisis stageIn the field of medicine, a prodrome is a symptom of the onset of a disease. It gives a warning signal. In business organizations, the warning lights are always blinking. No matter how successful the organization, a number of issues andtrends may concern the business if proper and timely attentionis paid to them. For example, in 1995, Baring Bank, a UK financial institution which had been in existence since 1763,ample opportunitysuddenly and unexpectedly failed. There wasfor the bank to catch the signals that something bad was on thehorizon, but the company’s efforts to detect that were thwarted by an internal structure that allowed a single employee both to conduct and to oversee his own investment trades, and the breakdown of management oversight and internalcontrol systems (Mitroff et al., 1996). Likewise, looking in retrospect, McDonald’s fast food chain was given the prodromalsymptoms before the elderly lady sued them for the spilling ofa very hot cup of coffee on her lap - an event that resulted in a substantial financial loss and tarnished image of thecompany. Numerous consumers had complained about thetemperature of the coffee. The warning light was on, but the company did not pay attention. It would have been much simplerto pick up the signal, or to check the symptom, than facing the consequences.In another case, Jack in the Box, a fast food chain, had several customers suffer intestinal distress after eating at their restaurants. The prodromal symptom was there, but the company took evasive action. Their initial approach was to lookaround for someone to blame. The lack of attention, the evasiveness and the carelessness angered all the constituent groups, including their customers. The unfortunate deaths thatptoms,occurred as a result of the company’s ignoring thesymand the financial losses that followed, caused the company to realize that it would have been easier to manage the crisis directly in the prodromal stage rather than trying to shift theblame.Acute crisis stageA prodromal stage may be oblique and hard to detect. The examples given above, are obvious prodromal, but no action wasWebster’s New Collegiate Dictionary, an acute stage occursacutewhen a symptom “demands urgent attention.” Whether the acutesymptom emerges suddenly or is a transformation of a prodromalstage, an immediate action is required. Diverting funds and other resources to this emerging situation may cause disequilibrium and disturbance in the whole system. It is onlythose organizations that have already prepared a framework forthese crises that can sustain their normal operations. For example, the US public roads and bridges have for a long time reflected a prodromal stage of crisis awareness by showing cracks and occasionally a collapse. It is perhaps in light of the obsessive decision to balance the Federal budget that reacting to the problem has been delayed and ignored. This situation has entered an acute stage and at the time of this writing, it was reported that a bridge in Maryland had just collapsed.The reason why prodromes are so important to catch is thatit is much easier to manage a crisis in this stage. In the caseof most crises, it is much easier and more reliable to take careof the problem before it becomes acute, before it erupts and causes possible complications (Darling et al., 1996). In andamage. However, the losses are incurred. Intel, the largest producer of computer chips in the USA, had to pay an expensiveprice for initially refusing to recall computer chips that proved unreliable o n on certain calculations. The f irmfirm attempted to play the issue down and later learned its lesson. At an acutestage, when accusations were made that the Pentium Chips were not as fast as they claimed, Intel quickly admitted the problem,apologized for it, and set about fixing it (Mitroff et al., 1996). Chronic crisis stageDuring this stage, the symptoms are quite evident and always present. I t isIt is a period of “make or break.” Being the third stage, chronic problems may prompt the company’s management to once and for all do something about the situation. It may be the beginning of recovery for some firms, and a deathknell for others. For example, the Chrysler Corporation was only marginallysuccessful throughout the 1970s. It was not, however, until the company was nearly bankrupt that amanagement shake-out occurred. The drawback at the chronic stage is that, like in a human patient, the company may get used to “quick fixes” and “band “band--aid”approaches. After all, the ailment, the problem and the crisis have become an integral partoverwhelmed by prodromal and acute problems that no time or attention is paid to the chronic problems, or the managers perceive the situation to be tolerable, thus putting the crisison a back burner.Crisis resolutionCrises could be detected at various stages of their development. Since the existing symptoms may be related todifferent problems or crises, there is a great possibility thatthey may be misinterpreted. Therefore, the people in charge maybelieve they have resolved the problem. However, in practicethe symptom is often neglected. In such situations, the symptomwill offer another chance for resolution when it becomes acute,thereby demanding urgent care. Studies indicate that today anincreasing number of companies are issue-oriented and searchfor symptoms. Nevertheless, the lack of experience in resolvinga situation and/or inappropriate handling of a crisis can leadto a chronic stage. Of course, there is this last opportunityto resolve the crisis at the chronic stage. No attempt to resolve the crisis, or improper resolution, can lead to grim consequences that will ultimately plague the organization or even destroy it.It must be noted that an unsolved crisis may not destroy the company. But, its weakening effects can ripple through the organization and create a host of other complications.Preventive effortsThe heart of the resolution of a crisis is in the preventiveefforts the company has initiated. This step, similar to a humanbody, is actually the least expensive, but quite often the mostoverlooked. Preventive measures deal with sensing potential problems (Gonzales-Herrero and Pratt, 1995). Major internalfunctions of a company such as finance, production, procurement, operations, marketing and human resources are sensitive to thesocio-economic, political-legal, competitive, technological, demographic, global and ethical factors of the external environment. What is imminently more sensible and much more manageable, is to identify the processes necessary forassessing and dealing with future crises as they arise (Jacksonand Schantz, 1993). At the core of this process are appropriate information systems, planning procedures, anddecision-making techniques. A soundly-based information system will scan the environment, gather appropriate data, interpret this data into opportunities and challenges, and provide a concretefoundation for strategies that could function as much to avoid crises as to intervene and resolve them.Preventive efforts, as stated before, require preparations before any crisis symptoms set in. Generally strategic forecasting, contingency planning, issues analysis, and scenario analysis help to provide a framework that could be used in avoiding and encountering crises.出处：出处：Toby TobyJ. Kash and John R. Darling . Crisis management: prevention, diagnosis 179-186二、翻译文章标题：危机管理：预防，诊断和干预译文：本文的前提是，如果该公司做好准备得话，危机可以更有效地进行管理。