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】TOY RECALLS——IS CHINA THE PROBLEM？Hari. Bapuji Paul W. BeamishChina exports about 20 billion toys per year and they are the second most commonly imported item by U.S. and Canada. It is estimated that about 10,000 factories in China manufacture toys for export. Considering this mutual dependence, it is important that the problems resulting in recalls are addressed carefully.Although the largest portion of recalls by Mattel involved design flaws, the CEO of Mattel blamed the Chinese manufacturers by saying that the problem resulted ‘in this case （because）one of our manufacturers did not follow the rules’. Several analysts too blamed the Chinese manufacturers. By placing blame where it did not belong, thereis a danger of losing the opportunity to learn from the errors that have occurred. The first step to learn from errors is to know why and where the error occurred. Further, the most critical step in preventing the recurrence of errors is to find out what and who can prevent it.……From:/loadpage.aspx?Page=ShowDoc&Category Alias=zonghe/ggmflm_zh&BlockAlias=sjhwsd&filename=/doc/sjhwsd/2 00709281954.xml, Sep. 2007玩具召回——是中国的问题吗？哈里·巴普基保罗·比密什中国每年大约出口20亿美元的玩具，最常见是从美国和加拿大进口项目。

Human resource management more and more drives value. Under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not only whole have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in keeping with of work. Establishment human resource terrace is a communication and collection information way, everyone's opinion comprehensive, give up short take long, with processing salary, welfare etc. affair. Human resource most the importance be a training and development, human resource development have to investment at training aspect, with exertive each stratum of human resource potential.人力资源管理愈来愈被重视。

文献信息：文献标题：Elements of strategic social media marketing: A holisticframework（战略性社交媒体营销要素：整体框架）国外作者：Reto Felix, Philipp A. Rauschnabel, Chris Hinsch文献出处：《Journal of Business Research》,2017,70:118-126字数统计：英文2632单词，15772字符；中文5082汉字外文文献：Elements of strategic social media marketing:A holistic frameworkAbstract Social media marketing is an integral element of 21st-centurybusiness. However, the literature on social media marketing remains fragmented and is focused on isolated issues, such as tactics for effective communication. The curr research a pplies a qualitative,theory-building a pproach to develop a strategicfour generic dimensions of strategic social m ediaframework that articulatesmarketing. Social m edia marketing scope represents a range from defenders t osocial media marketing c ulture includes the poles o f conservatism andexplorers,modernism, social media marketing structures fall between hierarchies and networks, and social m edia marketing governance ranges from autocracy t o anarchy. B yproviding a comprehensive conceptualization and definition of strategic social mediaframework that e xpands beyondmarketing, this r esearch proposes a n integrativeextant marketing theory. Furthermore, managers can apply the framework to position their organizations on these four dimensions in a manner consistent with their overa corporate mission and objectives.Key Words: Strategic social media marketing; Holistic framework; New media; Definition of social media marketing; Social media strategy; Digital marketing1.IntroductionUnderstanding the role of social media in the context of marketing is critical f both researchers and managers (e.g. Fong & Burton, 2008; Kumar, Bezawada,2013). Most existingRishika, Janakiraman, &Kannan, 2016; Schultz &Peltier,studies focus on particular issues, such as purchase behavior (Chang, Yu, & Lu, 2015 Kumar et al., 2016; Relling, S chnittka, Sattler, & Johnen, 2016), customerrelationshipmanagement (Trainor, Andzulis, R app, & Agnihotri, 2014), brandmanagement (Asmussen, Harridge-March, Occhiocupo, & Farquhar, 2013),innovation management (Gebauer, Füller, & Pezzei, 2013), and employee recruitment (Sivertzen,Nilsen, & Olafsen, 2013). W hile these s tudies detail advancements inspecialized areas of social media knowledge in a marketing and management context, extant literature does not provide a holistic framework for social media marketing the strategic level. This deficiency is surprising because both academics (Labrecqu vor dem Esche, Mathwick, Novak, & Hofacker, 2013; Schultz & Peltier, 2013; Yadav& Pavlou, 2014) and practitioners (Divol, Edelman, & Sarrazin, 2012) acknowledge new complexities accompanying these m edia and agree that r esearch into s ocialsocial mediastrategicmedia marketing n eeds to be reconceptualized.In a nutshell,marketing remains an untested user interaction paradigm (Naylor, Lamberton, & West, 2012) with little published academic research.The current article aims to address this theoretically and managerially importan research gap by exploring the following two research questions: How is strategicsocial m edia marketing defined a nd conceptualized? and What factors demandsocial media marketing s trategy?an organization'swhen constructingconsiderationSpecifically, this research attempts to define the continua on which critical strat social media marketing decisions lie and to integrate them into a holistic framewor2.MethodologyThe study e mployed a two-stage r esearch design. The first stage c onsisted ofin-depth interviews (Fontana & Frey, 1998) with seven European social m ediaexperience in socialmarketing e xperts who possess b oth national and internationalmedia marketing. Following a purposive sampling strategy (Lincoln & Guba, 1985), experts were recruited according to their job position, experience, and direct expos to social media marketing practices in real industry settings. Seeking depth rather tthe qualitative research breadth, the sample size instage 1 was commensurate with-richparadigm in which relatively small sample sizes are used to generate informationdata (Patton, 1990). A ll informants agreed t o audiotape the i nterviews (between 25and 60 min), which resulted in 117 pages of double-spaced, verbatim transcripts.procedure c onsisted of a qualitative The second stage o f the data collectionsurvey of social media marketing experts (Miles & Huberman, 1994). The survey data were used not for confirmation but as a new and independent qualitative data source with a focus on triangulating the information obtained through the depth interview and online surveys (Jack & Raturi, 2006). Respondents came from a list of 265 social media marketing experts identified through managerially focused magazines, through interviews in business magazines, or because they were mentioned as knowledgeable and experienced experts in personal communication. E-mail requests were sent to allexperts along with two reminders, which resulted in 50 returned surveys (responserate = 18.9%). Seven data s ets w ere eliminated because o f incomplete a nswers orbecause social media marketing plays a minor role in the respondents' daily work. The final sample consisted of 43 respondents (age: m = 37; SD = 9 years; 74% male; 88% European) with various backgrounds in their position and/or industry.Table 1 Summary of stage 2 informantsCompany size (employees)< 50 14 (32.6%)50–99 5 (11.6%)100–499 3 (7.0%)500–9998 (18.6%)1000–4999 6 (14.0%)5000–10,000 3 (7.0%)>10,000 4 (9.3%)Social media marketing experience (in years)Average: 6.4 years1–2 5 (11.6%)3–519 (44.2%)6–812 (27.9%)9 and more 7 (16.3%)Percentage of working time associated with social mediaAverage: 52.8%<20%7 (16.3%)20–3910 (23.3%)40–59 6 (14.0%)60–79 3 (7%)80–10015 (34.9%)n/a 2 (4.7%)Age (in years)Average: 37< 30 9 (20.9%)30–3919 (44.2%)40–4910 (23.3%)50–59 5 (11.6%)Self-reported experience in…Means aSocial Media 6.2Social Media Marketing 5.9Marketing 5.7Customer Management 4.7Advertising 5.2Communications/Public Relations 5.6How much experience do you have in the following areas? (1 = no experience at aall; 7 = highly experienced)Respondents were asked to (1) define s ocial m edia marketing, (2) discussself-selected best and worst practice examples of social media marketing, (3) discusssuccess factors and success m etrics, and (4) d escribe their ideal implementation of-selected organization. The survey employed commonsocial media marketing in a self& Mcbride, 2009), s uch as addingdesign t echniques (Smyth, Dillman, C hristian,large answer fields and asking respondents to be as specific as possible, to increrespondents' motivation to provide detail.3.FindingsFig. 1 shows the strategic social media marketing framework with its four central dimensions.Fig. 1. Strategic social media marketing framework.social media marketing s cope addresses the question whether companies First,use social media marketing p redominantly for communication with one or a fewstakeholders or comprehensively (both externally and internally) as a genuine tool f Defenders use social m edia marketing primarily a s a one-waycollaboration.rather than communication tool t o entertainconsumers or to inform stakeholders,groups. Conversely, explorers are interested in integrating employees or communityan authentic social media marketing c ollaborationinteractionsbased on reciprocalwith many different stakeholders such as clients, employees, suppliers, andgovernment agents.between conservatism, Second, social media marketing c ulture distinguishesapproach t owhich is represented by an encapsulated,mass advertisingtraditional,social media marketing, and modernism, which is characterized by a more permeable,open, and flexible social media marketing culture.Third, social media marketing structure addresses the organization and departmentalization of the social media marketing assignment in the firm. Hierarchieapproach with a clearly defined s ocial media marketingstand for a centralizedassignee. Networks represent an organizational structure in which all employees are responsible for social media marketing, and thus a dedicated social media marketing director is no longer necessary.Fourth, social m edia marketing governance refers t o how the companyestablishes rules and guidelines and how social media marketing responsibilities ar controlledin the company. The extreme position of autocracy describes a situationwith precise regulations on who in the company is allowed to interact on social medi platforms. Conversely, anarchy represents a situation without any such rules o rguidelines.The current research focuses on the extremes of each continuum, but, in general, firms likely choose (intentionally or unintentionally) a position somewhere between the poles o n each dimension. For example, c ompanies need to find a position onsocial media marketing g overnance t hat neither regulates everything employees areallowed to say nor leaves t hem without any guidance on which to base their responsibilitiesor behaviors. Fig. 1 also suggests that d ecisions on social mediageneral(e.g.,marketing s hould i ndeed b e guided by the firm's internalinfluencersvision, mission, corporate goals, corporate culture, available resources), which in should be in line with external i nfluencers (e.g., communities, competition,government regulation).4.Discussion and implicationsThis research addresses the absence of a holistic framework for strategicsocialreveals several approachesmedia marketing. A review of the marketing l iteraturemanagementregarding aspects of strategicmarketing s uch as customer r elationship(e.g., Payne & Frow, 2005) or marketing organization (Workman, Homburg, &Gruner, 1998). However, few articles address the strategic marketing of social mediaand none put forth a holistic social media marketing framework.While extant research related to social media marketing investigates social media mostly through the lens of a particular marketing problem (e.g. Fong & Burton, 2008; Kim & Ko, 2012; Kumar et al., 2016) or witha focus on customers and communication (e.g., Chang et al., 2015), t he findings of this s tudy reveal f ourgeneral social m edia marketing dimensions that firms should address when conceptualizing or managing their strategic social media marketing approach. As the findings indicate, these dimensions are interdependent, and companies should strive position themselves on the four dimensions in an integrated way, rather than treati them as isolated, independent decisions.4.1.A new definition of social media marketingThis research suggests a new definition of social media marketing: Social media-functional concept that uses social media marketing is an interdisciplinary and cross(often in combination with other communications channels) to achieve organizational goals by creating value for stakeholders. On a strategic level, social media marketi covers an organization's decisions about social media marketing scope (ranging from defenders to explorers), culture (ranging from conservatism to modernism), structurto networks), and governance (ranging from autocracy to(ranging from hierarchiesanarchy).4.2.Implications for social media marketing scopeSocial media marketing provides firms with an opportunity to use social media to with customers, employees, communities, and other stakeholdersbuild relationships(i.e., when they act as explorers). At the same time, firms may choose to view soci media as simply another c ommunications channel through which they can pushwhen they act as defenders). Though potentiallyinformation to customers (i.e.,approach does nottake advantage of thefor c ustomers, the defendercreating valuewithin the network of customers,opportunitiesfor building r eal relationshipsemployees, interest groups, the government, and other stakeholders, as propagated by modern relationshipmarketing (Payne & Frow, 2005). However, the explorerstakeholders in theapproach may require firms to redefine the role o f differentorganization.4.3.Implications for social media marketing cultureManagement and organizational behavior researchers (Zheng et al., 2010) as well as marketing academics and practitioners (Deshpandé & Farley, 2004) recognize the-financial firmimportance of culture and organizational climate for financial and non performance. The current research emphasizes t he importance o f culture for s ocialmedia marketing. Companies engaging in social media marketing must acknowledgethat stakeholders can take control of and manipulate social media content (Labrecque et al., 2013). Thus, companies should contemplate t he trade-offs between anwhich provides m oreencapsulated social media marketing c ulture (conservatism),connect a nd engageand consumers' desire tobrand constructs,control of importantwith firms displaying a more progressive, permeable culture (i.e., modernism).4.4.Implications for social media marketing structureExtant marketing research investigates how the elements of marketing should besuch as formalization,characteristics,organized a ccording t o a firm's structural(e.g.,Olson, S later, & Hult, 2005). C onsequently,and specializationcentralization,and organizationalsocial m edia marketing structure focuses on responsibilitiesemployed to configure social media marketing. Whereas social mediahierarchiesmarketing governance pertains to who can or should say what in social media, social media marketing structure focuses on who has the responsibility to post and interac in these m edia. A s the informants emphasized, firms s hould i ntegratesocial mediaThe informantsmarketing in a way that fits with their o verarching strategies.or asets o f benefits that c an emerge from either a hierarchicalidentifieddifferentnetworked structure. However, they recommended that specific decisions about who has the responsibility to interact online with customers, activists, and pundits sh be formally discussed in the organization.4.5.Implications for social media marketing governancerights, and Research on governance usually investigates the structures,responsibilities among different employees in organizations (Freeman & Reed, 1983).-discipline of corporate governance, Information technology (IT) governance, as a subfocuses on specifying which individuals have the responsibility for making decisions on the use of IT (Brown & Grant, 2005). Whereas IT governance traditionally focuses-related purposes, social media can potentially be used byon the use of IT for work(company-granted a ccess) or unofficial(personalany employee in either officialaccount access) capacities. Therefore, the applicability of IT governance research is limited u se when extended to social m edia marketing. S ome companies havedeveloped the idea of educating e mployees about the personal a nd firm-related consequences of “undesirable” social media use through social mediamarketingguidelines andguidelines(Linke &Zerfass, 2013). However, building social mediagovernance into a holistic framework for social media marketing is novel. The role o employees in promoting brands in other contexts (and thus increasing firm value) is(Morhart, Herzog, & Tomczak, 2009).well represented in the academic literatureWeber Shandwick's (2014) recent s tudy reveals a n emerging movement termed“employee activism” in which one-third of the surveyed respondentswere socialwho defended their employers and advocated f or the firm online.media activistsEmployees may be better able to understand the needs of consumers and products that can meet those needs, and they can effectively advocate and promote the firm online. These technologiesall employees to champion the firm. Forhave allowed v irtuallyNordstrom has policies to provide e mployees withexample, the fashion r etailerof social media marketingThis applicationand expectations.knowledge, d irection,governance can increase the overall social media marketing s uccess o f the firm (Nordstrom, 2015; Ross, Beath, & Sebastian, 2015).5.Limitations and future researchavenues forfruitfulSeveral limitationsto the current study s uggest p otentiallyapproach r eveals four d imensions o f strategicfuture research. First, the qualitativesocial media marketing and identifies the extreme points of each dimension. However,of differentto identify the impactfuture researchcould u se quantitative approachespositions on each of these dimensions. Research could also investigate the influenc of each dimension on firm or social media marketing p erformance. For example,studies could try to isolate the effect of each dimension on outcome variables such2013) or, m ore specifically,newconsumer–brand engagement (Schultz & Peltier,is themedia brand engagement (Hennig-Thurau et al., 2010). A second limitationover-representation of European (especially German) informants in the analyses. Prior research d iscusses cross-cultural differences in consumers' u se of social m edia(Bernoff &Li, 2008; World Newsmedia Network, 2015). Furthermore, extantresearch advocates for the adaptation of social media content to the targeted cult(Tsai &Men, 2012). T hus, caution should b ebased on differingconsumer profilestaken in extrapolating the framework to other cultural contexts. Future research mig determine w hether aspects of cultural or economic context add dimensions t o theapproaches r egardingproposed f ramework or whether they simply require differentthe four dimensions.Future research should also investigate how other characteristics, such as cultur the type of firm (e.g., B2B vs. B2C), the industry (e.g., financial services vs.“idealadvertising agency), company size, or available resources, influence a firm'ssocial media marketing. Finally,position” on each of the dimensions o f strategic-regulatory bodies (e.g.,future research could investigate the role of regulatory or selfon social media marketing g overnance a ndWord of Mouth Marketing A ssociation)how firms can create v alue and form core competencies b y superseding t hese requirements.6.ConclusionThis study sheds light on the complex nature of strategic social media marketingis too complex to be managed and executedSocial m edia marketing, in practice,-functional collaborations exclusively by a single individual or even department. Crossalong the four d imensions o f social media marketing a re necessary to successfullynavigate in this dynamic arena.中文译文：战略性社交媒体营销要素：整体框架 摘要 社交媒体营销是21世纪商业的一个组成部分。

Introduction: Understanding the Impact of New Media on Journalism1 Journalism is undergoing a fundamental transformation, perhaps the most fundamental since the rise of the penny press of the mid-nineteenth century. In the twilight of the twentieth century and the dawn of the twenty-first, there is emerging a new form of journalism whose distinguishing qualities include ubiquitous news, global information access, instantaneous reporting, interactivity, multimedia content, and extreme content customization. In many ways this represents a potentially better form of journalism because it can reengage an increasingly distrusting and alienated audience. At the same time, it presents many threats to the most cherished values and standards of journalism. Authenticity of content, source verification, accuracy, and truth are all suspect in a medium where anyone with a computer and a modem can become a global publisher.2 Although the easy answer is to point to the Internet, the reasons for the transformation of journalism are neither simple nor one-dimensional. Rather, a set of economic, regulatory, and cultural forces, driven by technological change, are converging to bring about a massive shift in the nature of journalism at the millennium.3 The growth of a global economic system, made up of regional economies, all interrelated (witness the volatility in the world’s financial markets in August 1998, when drops in Asian and Russian markets triggered drops in European and U.S. markets) and increasingly controlled by multinational corporate behemoths, has rewritten the financial basis for journalism and the media in general. Deregulation, as outlined in the U.S. Telecommunications Act of 1996 and 简介：了解新媒体对新闻的影响1新闻业正在发生根本性的变革，或许最根本的变革是十九世纪中叶的便士报的崛起。

中英文对照外文翻译(文档含英文原文和中文翻译)原文:Social Networks and the Mass MediaAdapted from: American Political Science Review,2013,107 Social networking has become an every day part of many peoples’lives as evidenced by the huge user communities that are part of such networks. Facebook, for instance, was launched in February 2004 by Harvard under graduate students as an alternative to the traditional stud ent directory. In tended to cover interaction between students at Univers ities–Facebook enables individuals to encourage others to joint he network through personalized invitations, friend suggestions and creation of s pecialist groups. Today Facebook has a much wider take up than just s tudents at Universities. Facebook now facilitates interaction between peo ple by enabling sharing of common interests, videos, photos, etc. Sharin g,Some social network populations exceed that of large countries, for example Facebook has over 350 million active users. Social networks provide a platform to facilitate communication and sharing between user s, in an attempt to model real world relationships. Social networking ha s now also extended beyond communication between friends; for instanc e, there are a multitude of integrated applications that are now made a vailable by companies, and some organizations use such applications, su ch as Facebook Connect to authenticate users, i.e. they utilize a user’s Facebook credentials rather than requiring their own credentials(for exa mple the Calgary Airport authority in Canada uses Facebook Connect t o grant access to their WiFi network). This ability to combine a third party application (including its local data) to authenticate users demonstr ates the service-oriented approach to application development. By tappin g into an already established community around a particular social netw orking platform, it becomes unnecessary to require users to register wit h another system.The structure of a Social Network is essentially the formation of a dynamic virtual community with inherent trust relationships between fri ends. (Szmigin et al., 2006) identify how “relationship marketing” (ident ified as referring to all marketing activities directed towards establishing, developing and maintaining successful relational exchanges) can be faci litated through the creation of on-line communities. They discuss how o n-line communities can be used to facilitate interaction and bonding bet ween consumer and suppliers, intermediate parties and specific brands. Similarly, (Shang et al., 2006) discuss how brand loyalty can be achiev ed through various types of participation within an on-line community (focusing specifically on the –a virtual communit y of Apple users in Taiwan). They discuss the motivation for individua ls to promote certain products during on-line discussions (active particip ants) and for others to remain as lurkers (passive participants). The stu dy particularly focuses on the incentives for participants to contribute to an on-line community, based on the perception of a user about the de gree of relevance towards an object that is being discussed –focusing on both cognitive (based on utilitarian motive –concerning an individua l’s concern with the cost and benefit of the product or service) and aff ective (a value-expressive motive, referring to an individual’s interest in enhancing self-esteem or self-conception, and in projecting his/her desir ed self-image to the outside world through the product or service).It is also useful to understand, for instance, how such trust relation ships could be used as a foundation for resource (information, hardware, services) sharing. Cloud environments are typically focused on providin g low level abstractions of computation or storage. Using this approach, a user is able to access (on a short term/rental basis) capacity that is owned by another person or business (generally over a computer networ k). In this way, a user is able to outsource their computing requirement s to an external provider –limiting their exposure to cost associated wi th systems management and energy use. Computation and Storage Clou ds are complementary and act as building blocks from which applicatio ns can be constructed –using a technique referred to as “mash-ups”. S torage Clouds are gaining popularity as a way to extend the capabilities of storage-limited devices such as phones and other mobile devices. T here are also a multitude of commercial Cloud providers such as Amaz on EC2/S3, Google App Engine, Microsoft Azure and also many smalle r scale open clouds like Nimbus (Keahey et al., 2005) and Eucalyptus (Nurmi et al., 2009). A Social Cloud (Chard et al., 2010), on the other hand, is a scalable computing model in which virtualized resources co ntributed by users are dynamically provisioned amongst a group of frie nds. Compensation for use is optional as users may wish to share reso urces without payment, and rather utilize a reciprocal credit (or barter) based model (Andrade et al., 2010). In both cases guarantees are offered through customized Service Level Agreements (SLAs). In a sense, thi s model is similar to a Volunteer computing approach, in that friends s hare resources amongst each other for little to no gain. However, unlik e Volunteer models there is inherent accountability through existing frie nd relationships. There are a number of advantages gained by leveraging social networking platforms, in particular one can gain access to hug e user communities, can exploit existing user management functionality, and rely on pre-established trust formed through existing user relations hips.The author thanks Jason Barabas, Jon Bendor, Ted Carmines, Jami e Druckman, John Freeman, Matt Golder, Sona Golder, Bob Jackson, J enn Jerit, Kris Kanthak, ?zge Kemahlioglu, Charlotte Lee, Valerie Marti nez-Ebers, Adam Meirowitz, Scott McClurg, Will Moore, Chris Reenock, John Ryan, John Scholz, Jake Shapiro, Anand Sokhey, Jeff Staton, Ji m Stimson, Craig Volden, Jon Woon, four very helpful anonymous revi ewers, and audiences in the Political Economics group at the Stanford GSB, Political Science departments at FSU, GWU, Minnesota, Pittsburg h, and Stony Brook, and the Frank Batten School of Leadership and P ublic Policy at UVa. Any errors are my own.To begin to answer this question, I develop a novel theory of aggr egate opinion and behavior. The theory considers a heterogeneous popul ation of individuals who must choose between dichotomous options. It incorporates the interaction of social network and mass media influences at the individual level; its key assumption is that the more others cho ose an option, the more one is apt to do so as well. In the theory, soc ial networks provide information about the choices of those to whom o ne is directly connected, while the mass media provide (potentially bias ed) information about aggregate choice. The theory thus applies to, for example, voter turnout and political participation (e.g., Gerber, Green, a nd Larimer 2008; Lake and Huckfeldt 1998; Leighley 1990; McClurg 2 003; Rolfe 2012), opinion formation (e.g., Beck et al. 2002; Druckman and Nelson 2003; Huckfeldt and Sprague 1995), protests and social mo vements (e.g., Kuran 1991; McAdam 1986), and vote choice (e.g., Beck 2002; Huckfeldt and Sprague 1995; Ryan 2011; Sinclair 2012; Sokhey and McClurg 2012).Three major results follow from this theory. All hold both when in dividuals treat media identically and when they select into media in lin e with their preferences. First, understanding the aggregate effect of the media generally requires considering social networks, because social ne twork structure conditions media's impact. For example, additional weak ties between disparate social groups can reduce the media's impact, an d the presence of unified social elites can eliminate the media's impact entirely in the aggregate. Empirical studies of media impact that fail t o consider media's interaction with social networks risk bias.Second, social networks can amplify the effect of media bias. A bi ased media outlet that systematically under- or over-reports a poll of th e population by a only a few percentage points can in some cases swi ng aggregate behavior (e.g., turnout or vote share) by over 20% in eith er direction due to positive feedback within the network. Open advocate s in the media can have a yet larger impact even when not comparativ ely influential. Unified social elites limit the effect of media bias, but c annot fully counter an advocate; selection into media, made ever easier with technological improvements, tends to enhance the effect of bias. We should therefore expect media bias to become increasingly importan t to aggregate behavior.AN INDIVIDUAL-LEVEL THEORY OF AGGREGATE BEHAVIO RThough I present a theory of aggregate behavior, it is based on in dividual-level assumptions informed by what we know about the way p ersonal characteristics, social networks, and mass media outlets affect in dividual behavior. Due to this, the theory can explore the effect that int eractions between these three factors have on aggregate behavior. As i mportantly, the theory incorporates empirically realistic heterogeneity acr oss people in allthree factors.Additionally, people are exposed to individuals, groups, and organiz ations external to one's network, such as mass media outlets, state prop aganda, national party leaders, NGOs, and Internet personalities. These outlets can provide information, increasing political knowledge.As this small sampling of large literatures indicates, individuals' de cisions are influenced by the information they obtain via both local soc ial networks and global media outlets. However, comparatively little sch olarship has explored the three-way interaction of personal characteristic s, social networks, and mediaIn the second type of bias, which I call advocacy, the media outle t simply states a preference for one of the options, providing no inform ation about aggregate support. The goal in advocacy is to sway the po pulation toward one or the other option. As before, many goals could u nderlie advocacy beyond just the support of a biased media outlet's pre ferences. Advocacy represents the editorial power of the media or the i nfluence of an external actor; it is a "one-message" model (Zaller 1992).I focus my analysis in all three sections on the case in which one of the two options is the status quo, and all individuals begin supporti ng it. For political participation and social movements, the status quo is not participating. For opinion formation and vote choice, the status qu o is an existing option such as a policy in place or an incumbent politician, as contrasted with an alternative such as a newly proposed policy or a challenging politician. For simplicity I subsequently call participat ion the option that is not the status quo; this should be read as "partici pation in support of" the option that is not the status quo in contexts o ther than political participation or social movements.In my analysis I simultaneously vary media strength, network prop erties, media bias, and, for two outlets, the strength of the L outlet. Th ough I keep my analysis to two biased outlets, it can easily be extende d to multiple biased outlets with the addition of parameters dictating th eir relative strengths.二、译文社交网络和大众传媒社交网络已经成为许多人每天生活的一部分，即证明了这种网络庞大的用户群体。

中英文对照外文翻译(文档含英文原文和中文翻译)译文：并非所有的社交媒体都是一样的：分析机构的社交媒体使用模式摘要：本研究探讨了组织如何使用消费者关系管理的各种社会媒体应用。

基于聚类分析，317组织的社会化媒体的使用模式进行了分析。

六组的组织是按照主要用于各组织的社交媒体应用程序鉴定网络版。

在第一个三组主要采用了单一的社会媒体应用（博客，社交网站，或者部件）与客户沟通，而第二三组采用多种社会化媒体应用中，常与可视化，虚拟化，或交互式协作的重点。

此外，该研究发现，企业倾向于使用具有双向通信能力社交媒体应用。

这些发现的理论和实际意义将在本文讨论。

1.引言随着业务的新媒体技术的日益显着性，企业现在正在使用新媒体工具战略性地以满足其不同客户的需求。

越来越多的新媒体技术提供能力，使企业能够为他们的客户提供了许多新的服务。

认识到使用新媒体技术的优势，大多数企业已经开始在诸如内部结构，管理系统，以及广告和公共关系（帕夫利克，2007）地区实施新的媒体技术。

特别是，组织已经以惊人的速度（巴恩斯，2008年）通过社交媒体，因为社交媒体使客户能够轻松地与组织沟通回来，来回跟上最新在它的新闻，使投诉和查询，访问聊天功能。

针对这一行业发展趋势的研究人员进行了有关社交媒体应用的研究。

首先，研究一个流（例如，格鲁尼格，2009年，卡普兰和Haenlein，2010; Lietsala和Sirkkunen，2008年，菲利普斯，2009年）已要求基于其独特的特点脱科幻NE 的应用是什么样的社会媒体和分类类型的社交媒体应用。

另一个研究流（例如，布里奥内斯等，2011; Rybalko和塞尔策，2010;沃特斯等人，2009年）取得了相当大的努力，以确定哪些类型的社交媒体应用组织正在使用以及如何特定网络C型社会媒体有助于创造和维护组织与顾客之间的关系。

但是，因为它不能提供企业的整体社交媒体使用率巳燕鸥的图片该项研究的限制范围内，特别是企业如何采用以组合的方式不同的社交媒体应用程序，以最大限度的协同效应。

外文翻译范例在全球化日益加深的今天，外文翻译的重要性愈发凸显。

无论是学术研究、商务交流，还是文化传播，准确而流畅的外文翻译都起着至关重要的桥梁作用。

下面为大家呈现几个不同领域的外文翻译范例，以帮助大家更好地理解和掌握外文翻译的技巧与要点。

一、科技文献翻译原文：The development of artificial intelligence has brought about revolutionary changes in various fields, such as healthcare, finance, and transportation译文：人工智能的发展给医疗保健、金融和交通运输等各个领域带来了革命性的变化。

在这个范例中，翻译准确地传达了原文的意思。

“artificial intelligence”被准确地翻译为“人工智能”，“revolutionary changes”翻译为“革命性的变化”，“various fields”翻译为“各个领域”，用词准确、贴切，符合科技文献严谨、客观的语言风格。

二、商务合同翻译原文：This Agreement shall commence on the effective date and shall continue in force for a period of five years, unless earlier terminated in accordance with the provisions herein译文：本协议自生效日起生效，并将持续有效五年，除非根据本协议的规定提前终止。

商务合同的翻译需要格外注重准确性和专业性。

上述译文中，“commence”翻译为“生效”，“in force”翻译为“有效”，“terminated”翻译为“终止”，清晰准确地表达了合同条款的含义，避免了可能的歧义。

三、文学作品翻译原文：The sun was setting, painting the sky with hues of orange and pink, as if nature were a master artist at work译文：太阳正在西沉，把天空涂成了橙色和粉色，仿佛大自然是一位正在创作的艺术大师。

论文外文文献翻译以下是一篇700字左右的论文外文文献翻译：原文题目：The Role of Artificial Intelligence in Medical Diagnostics: A Review原文摘要：In recent years, there has been a growing interest in the use of artificial intelligence (AI) in the field of medical diagnostics. AI has the potential to improve the accuracy and efficiency of medical diagnoses, and can assist clinicians in making treatment decisions. This review aims to examine the current state of AI in medical diagnostics, and discuss its advantages and limitations. Several AI techniques, including machine learning, deep learning, and natural language processing, are discussed. The review also examines the ethical and legal considerations associated with the use of AI in medical diagnostics. Overall, AI has shown great promise in improving medical diagnostics, but further research is needed to fully understand its potential benefits and limitations.AI在医学诊断中发挥的作用：一项综述近年来，人工智能（AI）在医学诊断领域的应用引起了越来越多的关注。

A fern that hyperaccumulates arsenic(这是题目，百度一下就能找到原文好，原文还有表格，我没有翻译)A hardy, versatile, fast-growing plant helps to remove arsenic from contaminated soilsContamination of soils with arsenic,which is both toxic and carcinogenic, is widespread1. We have discovered that the fern Pteris vittata (brake fern) is extremely efficient in extracting arsenic from soils and translocating it into its above-ground biomass. This plant —which, to our knowledge, is the first known arsenic hyperaccumulator as well as the first fern found to function as a hyperaccumulator— has many attributes that recommend it for use in the remediation of arsenic-contaminated soils.We found brake fern growing on a site in Central Florida contaminated with chromated copper arsenate (Fig. 1a). We analysed the fronds of plants growing at the site for total arsenic by graphite furnace atomic absorption spectroscopy. Of 14 plant species studied, only brake fern contained large amounts of arsenic (As;3,280–4,980 p.p.m.). We collected additional samples of the plant and soil from the contaminated site (18.8–1,603 p.p.m. As) and from an uncontaminated site (0.47–7.56 p.p.m. As). Brake fern extracted arsenic efficiently from these soils into its fronds: plants growing in the contaminated site contained 1,442–7,526p.p.m. Arsenic and those from the uncontaminated site contained 11.8–64.0 p.p.m. These values are much higher than those typical for plants growing in normal soil, which contain less than 3.6 p.p.m. of arsenic3.As well as being tolerant of soils containing as much as 1,500 p.p.m. arsenic, brake fern can take up large amounts of arsenic into its fronds in a short time (Table 1). Arsenic concentration in fern fronds growing in soil spiked with 1,500 p.p.m. Arsenic increased from 29.4 to 15,861 p.p.m. in two weeks. Furthermore, in the same period, ferns growing in soil containing just 6 p.p.m. arsenic accumulated 755 p.p.m. Of arsenic in their fronds, a 126-fold enrichment. Arsenic concentrations in brake fern roots were less than 303 p.p.m., whereas those in the fronds reached 7,234 p.p.m.Addition of 100 p.p.m. Arsenic significantly stimulated fern growth, resulting in a 40% increase in biomass compared with the control (data not shown).After 20 weeks of growth, the plant was extracted using a solution of 1:1 methanol:water to speciate arsenic with high-performance liquid chromatography–inductively coupled plasma mass spectrometry. Almostall arsenic was present as relatively toxic inorganic forms, with little detectable organoarsenic species4. The concentration of As(III) was greater in the fronds (47–80%) than in the roots (8.3%), indicating that As(V) was converted to As(III) during translocation from roots to fronds.As well as removing arsenic from soils containing different concentrations of arsenic (Table 1), brake fern also removed arsenic from soils containing different arsenic species (Fig. 1c). Again, up to 93% of the arsenic was concentrated in the fronds. Although both FeAsO4 and AlAsO4 are relatively insoluble in soils1, brake fern hyperaccumulated arsenic derived from these compounds into its fronds (136–315 p.p.m.)at levels 3–6 times greater than soil arsenic.Brake fern is mesophytic and is widely cultivated and naturalized in many areas with a mild climate. In the United States, it grows in the southeast and in southern California5. The fern is versatile and hardy, and prefers sunny (unusual for a fern) and alkaline environments (where arsenic is more available). It has considerable biomass, and is fast growing, easy to propagate,and perennial.We believe this is the first report of significant arsenic hyperaccumulationby an unmanipulated plant. Brake fern has great potential to remediate arsenic-contaminated soils cheaply and could also aid studies of arsenic uptake, translocation, speciation, distribution and detoxification in plants. *Soil and Water Science Department, University ofFlorida, Gainesville, Florida 32611-0290, USAe-mail: lqma@†Cooperative Extension Service, University ofGeorgia, Terrell County, PO Box 271, Dawson,Georgia 31742, USA‡Department of Chemistry & SoutheastEnvironmental Research Center, FloridaInternational University, Miami, Florida 33199,1. Nriagu, J. O. (ed.) Arsenic in the Environment Part 1: Cyclingand Characterization (Wiley, New York, 1994).2. Brooks, R. R. (ed.) Plants that Hyperaccumulate Heavy Metals (Cambridge Univ. Press, 1998).3. Kabata-Pendias, A. & Pendias, H. in Trace Elements in Soils and Plants 203–209 (CRC, Boca Raton, 1991).4. Koch, I., Wang, L., Ollson, C. A., Cullen, W. R. & Reimer, K. J. Envir. Sci. Technol. 34, 22–26 (2000).5. Jones, D. L. Encyclopaedia of Ferns (Lothian, Melbourne, 1987).积累砷的蕨类植物耐寒，多功能，生长快速的植物，有助于从污染土壤去除砷有毒和致癌的土壤砷污染是非常广泛的。