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| 个人信息 |
| 姓 名： |
段译员 [编号]:2787 |
性 别： |
女 |
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| 擅长专业： |
英语翻译 |
出生年月： |
1986/3/1 |
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| 民 族： |
汉族 |
所在地区： |
天津 天津 |
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| 文化程度： |
硕士 |
所学专业： |
英语翻译 |
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| 毕业时间： |
0 |
毕业学校： |
天津外国语学院 |
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| 第一外语： |
英语 |
等级水平： |
专业八级 |
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| 口译等级： |
高级 |
工作经历： |
1 年 |
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| 翻译库信息 |
| 可翻译语种： |
英语 |
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| 目前所在地： |
天津 天津 |
| 可提供服务类型： |
笔译、家教 |
| 每周可提供服务时间： |
每天晚六点以后及每周六日 |
| 证书信息 |
| 证书名称： |
国家一等奖学金 |
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| 获证时间： |
2008/11/1 |
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| 获得分数： |
良好 |
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| 证书名称： |
国家一等奖学金 |
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| 获证时间： |
2008/11/1 |
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| 获得分数： |
优秀 |
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|
| 工作经历 |
| 工作时期： |
2009/6/1--2009/9/1 |
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| 公司名称： |
淄博舜园果汁 |
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| 公司性质： |
民营企业 |
| 所属行业： |
在校学生 |
| 所在部门： |
宣传部 |
|
| 职位： |
兼职 |
| 自我评价： |
我乐观向上、诚恳务实、待人热情。工作认真负责，积极主动，能吃苦耐劳。我很喜欢书法、写作，并在学校的工作和生活中培养了宣传策划和组织协调的能力。我与同学关系融洽，在各类社会实践活动中，。
2009年到现在给翻译公司做过多种题材的笔译，得到了认可
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| 工作时期： |
2009/6/1--2009/9/1 |
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| 公司名称： |
淄博舜园果汁 |
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| 公司性质： |
民营企业 |
| 所属行业： |
在校学生 |
| 所在部门： |
宣传部 |
|
| 职位： |
翻译 |
| 自我评价： |
我乐观向上、诚恳务实、待人热情。工作认真负责，积极主动，能吃苦耐劳。我很喜欢书法、写作，并在学校的工作和生活中培养了宣传策划和组织协调的能力。我与同学关系融洽，在各类社会实践活动中，。
2009年到现在给翻译公司做过多种题材的笔译，得到了认可
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|
| 笔译案例信息 |
| 案例标题： |
Innovation and Productivity in Services |
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| 原文： |
For smaller firms and/or for areas requiring more innovative and specialist inputs, a wholenew set of Internet and Web-based intermediaries has been established. For example, application
service providers (ASPs), together with Web-hosting companies, provide outsourcing services to large
and small firms alike because of the expertise required, the speed of change in the industry and the
difficulty of recruiting and retaining staff in this specialist field.
Virtualisation. Here, the key issue for services companies centres on how much physical presence
is required. For example, how will on-line shopping affect retailing in terms of the need for shops?
However, virtualisation also affects areas such as banking, insurance and other financial activities.
This in turn raises the question of location and co-location. To what extent do services need to be colocated
with consumption? Certain service activities, such as air travel, go together, while others, such
as buying insurance, do not. If issues to do with consumption and selling are tied up with aspects of
what might be termed front-office or shop aspects, there are also considerable changes in back-offices
and operations. Services companies that operate behind the scenes are now much more footloose in
terms of location of activities such as data entry, telesales, technical support, Internet activities or more
general administrative activities. This has considerable implications not only for location but also for
employment growth and the international expansion of service activities to sites with attractive lowcost
resources (increasingly based on knowledge) abroad. Nevertheless, physical presence and face-toface
contact will remain important for many aspects of sharing, generating and using knowledge
(Howells, 1996). The establishment of trust and indeed friendship (Roberts, 2000) through face-toface
meetings can provide a good basis for subsequent work through virtual forms of working
(Howells, 1995).
“Embodied” services: Although disintermediation and virtualisation are occurring, this does not
mean that physical activities associated with services will disappear. Many will expand. Wholesalers
may come under increasing pressure, but transport and logistic operators, encouraged by the rise of ecommerce,
will expand to handle Internet purchases. Logistic firms will also benefit from the trend
towards outsourcing by companies. All types of transport and logistic support activities will grow
strongly. Although the path to consumption of services may become more virtual, the actual
consumption of many services will remain physical in form.
This introduces the further issue of new forms of service organisation and delivery as new forms
of disembodied innovation. Although disembodied innovation has long been seen as important,
research has not progressed very far in this area. Again, the rise of the Internet and intranets will have
a big impact. The time is ripe to start a baseline for mapping and measuring these potential paradigm
shifts in the service economy.
Services: barriers to innovation
Like the nature of the innovation process in services, the peculiar barriers to innovation that
services may face have also been neglected. What are these barriers and how do they differ from those
in manufacturing or industry more widely? Several main barriers to successful innovation in services
are briefly outlined below:
Intellectual property rights and imitation. There is a longstanding debate over the lack of
adequate IPR protection in services and the problem of the ease of imitation of service innovations
(see Miles et al., 2000; Andersen and Howells, 2000), although there appear to be significant national
differences in how services firms view this issue (Licht, 1999; Sirilli and Evangelista, 1998). Despite
poor IPR protection, imitation of innovation appears to be less a problem for services companies than
for manufacturing firms. However, for certain innovation-intensive services sectors, such as computer
software, it is seen as a problem (40% of software firms in Germany saw ease of imitation as a barrier
to innovation; Licht, 2000). Over time, this issue appears to become more significant as services
71
overall become more innovative. Imitation is easy not only because of the lack of IPR protection but
also because information is often be relatively cheap to copy and share.
Regulatory lag. Although regulation may provide opportunities for services firms, as
intermediaries, to provide advice and technical support, for example in environmental services (Miles,
2000) or legal services, regulations can also hamper innovation in services. This may be due to the
relatively short history of many services sectors, which may have a poorly defined regulatory
structure, but also to the highly dynamic technological nature of certain sectors. Even in highly
regulated industries, such as banking and finance, regulatory authorities (such as the Financial
Services Authority in the United Kingdom) have not fully acknowledged or defined e-commerce
outsourcing arrangements that may hinder more novel forms of working within the industry.
The problem of information. Many services industries are based on information and knowledge.
Services firms in these sectors wishing to obtain new contracts must disclose some information to
inform the buyer about their capabilities. Too much initial disclosure could lead to giving away parts
of the key service product to potential clients or competitors. The often high initial cost of generating
information, but the low cost of duplicating it makes the task of producing and distributing new
information and knowledge a difficult one.8
Employment growth and skill levels. The success of some services industries is also causing
problems. As services jobs have shifted away from being low-skilled, the problem for services is no
longer the traditional concern that services only provide low-skilled, low-wage jobs but that high-skill
services sectors have grown so fast that recruiting and retaining personnel is a major problem. For
example, employment in computer services in Australia grew from 30 056 to 55 046 in just four years
(1993-96), a rise of 83% (50% of those employed were computer and technical staff; OECD, 1999b,
p. 42). In a sense, this is a problem that many countries would welcome, but it does raise the issue of
how and where Australia is going to find the skilled workforce to sustain such high rates of growth.
Being able to co-ordinate and harness the education system to support such levels of expansion will be
a major issue in the future.
The short cultural and institutional history of innovation in services. Lastly, while outsiders may
believe that the services sector does not innovate, insiders often have the same perception. Innovation
surveys of the services sector have often discovered that respondents who initially replied that their
firms did not innovate or use technology were found in follow-up questions to have technologyintensive
operations. The low level of perceived innovation is accompanied by a lack of cultural and
institutional recognition of technological innovation in many services firms. The lack of an
acknowledged history of research or technical activity within the company helps maintain this
viewpoint.
Conclusions
What can be concluded from this discussion of innovation and services? Adopting and applying
manufacturing orthodoxy when analysing of the services sector will not be particularly successful and,
more especially, is likely to help maintain the view that services lack innovative capacity. New
perspectives and tools need to be developed to overcome this. Certainly, while services sectors overall
have become more innovation-intensive and there are some, such as computer and telecommunication
services, which are technology-intensive, there are still many services sectors where innovation
intensity is low. Services firms may not be identified as the source of innovations purchased by their
manufacturing customers, or, with the ever closer supplier-buyer relations in research and technology,
it may be too difficult to unbundle the individual contributions of services and manufacturing firms
involved in DIP activity.
72
The preceding discussion is not aimed at developing what might be termed a separate service
innovation paradigm (SIP) that would displace or downplay the role of manufacturing in the wider
innovation process. Rather, it seeks to highlight SIP as a key element in a new, broader paradigm in
which the hitherto neglected contribution of services to innovation is recognised. Thus, while
separating manufacturing and services may provide a useful starting point (see Table 1), it will
ultimately be more useful to acknowledge a spectrum of innovative activity across the economy. This
viewpoint has been put forward at a more general level by Coombs and Miles (1999, pp. 96-97) in
their discussion of the Rainbow Economy.
The SIP proposed here should be seen as an element of or an adjunct to the dominant MIP, which
remains valid, in order to gain a more coherent and realistic view of the innovation process and to lead
eventually to a new innovation paradigm (IP). The basic tenets of the SIP, to be included in a more
balanced IP, are listed in Table 4.
Table 4. Shifting the agenda: the role of services in the innovation process
Acknowledgement that services are becoming more research- and technology-intensive over time, as
reflected in the R&D expenditure recorded by the OECD and in patenting activity.
Some specialist services firms, associated with the t-KIBS sector, can be as R&D-intensive and
technologically innovative as high-technology manufacturing firms.
Services firms are taking a more central role in innovation in national and international innovation systems.
Services firms and organisations play a more active role in the innovation process than formerly realised.
With the rise of innovation networking and DIPs, services firms and organisations are increasingly being
drawn into partnerships with manufacturing firms, which in the past undertook innovation on their own.
Services firms themselves are becoming important customers of R&D and technical services firms.
Exceptionally, certain services take the lead role in the innovation process, subsequently subcontracting
production to manufacturing firms.
There has been a shift in the innovation balance from tangible to non-tangible innovation. The generation,
delivery and consumption of innovations are involving fewer direct physical products, processes and
equipment. This has always been true of disembodied, organisational innovation, but it is increasing in more
direct and specific areas of computer services, multimedia and products and services associated with the
Internet.
Finally, what are the key implications of this review and analysis? First, that services are now
more innovative, both in technological and non-technological terms, and they play an increasing role
in the innovation process. Second, that changing perceptions and patterns of consumption are
favouring more service-like competencies and shifting innovation more towards services. Moreover,
the shift towards a more distributed system of innovation will also favour services firms and qualities;
services firms will be increasingly recognised as full members of innovation networks. This is not to
deny that services companies will remain important facilitators, but an increasing number will become
more active in the innovation process in their own right. As a consequence, service-type, nontechnological
innovations will increasingly be the source of the binding glue and the competitive
advantage in innovation (Khazam and Mowery, 1996).
However, the review has also highlighted the fact that both manufacturing and service activities
are taking on traits that previously belonged to the other. This blurring raises the long-term issue of
how long services-specific studies will be needed. Certainly, it will become harder to identify a
distinct service (or indeed manufacturing) activity as the economy becomes more knowledge- and
service-intensive. As all activities take on a more service-like function, the role of services as a
descriptor for economic and social analysis may actually decline. At present, however, a deeper
understanding of sectoral patterns of innovation remains an important objective (Pavitt, 1984, p. 370),
above all in services. Otherwise, the possibility of developing a more complete and holistic view of theinnovation process will remain out of reach. |
|
| 译文： |
针对较小的公司或地区需要更多的创新和专业的投入，建立了一整套新的互联网
和基于网络的中介机构。例如，由于需要专门知识，这一行业的变化速度，以及很难招聘和留住这个专业领域的工作人员等原因，应用服务供应商（ASPs），与网络托管公司合作给大小公司提供外包服务。
虚拟化。在这里，服务公司的关键问题集中在实际存在多少是必需的。例如，网上购物如何在店铺需要方面影响在零售业的？虚拟化也影响如银行，保险和其他金融活动。 这反过来又提出了定位和合作定位的问题。服务需要在何种程度上与消费合作定位？某些服务活动，如空中旅行，服务和消费可以合作定位，而其他的，如买保险则不可以。如果消费和销售问题涉及前台办公或店铺方面，那么后勤办公和操作也会随之发生相当大的变化。 在幕后操作的服务公司在诸如数据输入，电话销售，技术支持，网络活动等的定位上更加自由自在，或者说在行政活动方面更全面。这不仅仅有利于定位，同时有助于就业增长和服务活动在国外网站的全球化扩展，这些网站以低成本资源（日益以知识为基础）而充满吸引力。然而，实际存在和面对面直接联系在分享，产生和使用知识的许多方面仍然非常重要（Howells，1996年）。通过面对的会议建立起来的信任和真正的友情（Roberts，2000年）可以为以后虚拟的工作打下良好的基础（Howells，1995年）。
“体验式”服务：虽然非中介化和虚拟化正在发生，这不意味着与服务有关的实体活动将消失。很多实体活动将会不断扩张。批发商可能受到越来越大的压力，但交通运输及物流经营者由于受电子商务发展的鼓舞，将扩大办理互联网购物。物流公司也会在公司外包活动中受益。各种各样的运输和物流支援活动将会大幅度增加。虽然消费活动正朝着更加虚拟化的方向发展，实际许多服务的消费将保持实体的形式。
这就进一步引出了服务组织和交付的新形式——— 一种新的虚拟创新形式。虽然虚拟创新一向被视为是重要的，但在这一方面没有深的研究。值得一提的是因特网和内部网的崛起将会推动虚拟经济的发展。现在是时候去构想和衡量服务经济中这些潜在模式的转变了。
服务业：创新的障碍
像在服务创新过程一样，服务行业面临的创新障碍也可能面临被忽视。这些障碍是什么？更宽泛的说，它们和制造业或工业中的障碍有什么不同？简要概述如下几个阻碍服务业成功创新的主要障碍：
知识产权和模仿。就服务业中知识产权缺乏充足保护和模仿服务业创新这个问题长期以来争论不休，(see Miles et al., 2000; Andersen and Howells, 2000),各个国家的不同服务公司多这个问题的看法有极大的不同(Licht, 1999; Sirilli and Evangelista, 1998).。尽管缺乏知识产权的保护，模仿创新对服务公司不像对制造公司那样是个问题。然而，对于某些创新密集服务行业，如计算机软件，这确实是个问题（在德国40％的软件公司认为模仿是创新的一个障碍；Licht, 2000)。随着时间的推移，服务业变得越来越具有创新性，这个问题也变得越来越重要。模仿容易不仅是因为缺乏知识产权的保护还因为复制和分享信息往往是相对比较便宜的。
监管滞后。虽然监管可以为服务公司提供很多机会，就像中介一样提供建议和技术支持，这可以以环境服务(Miles, 2000)和法律服务为例，但它同时也阻碍服务业中的创新。这或许是由于一些服务部门刚成立不久，监管还不完善，或是某些部门高动态技术性质的原因。即使在银行及金融业等高度监管的行业，监管部门（如英国金融服务管理局）并没有充分承认或定义可能阻碍行业内更新颖的工作形式的电子商务外包安排。
信息的问题。许多服务行业是基于信息和知识的。希望在这些领域取得新的合约服务的公司必须透露一些使它们买家了解他们能力的资料。开始太多的披露可能会导致透露部分关键的服务产品给潜在的客户或竞争对手。产生信息往往需要较高的初始成本，但是复制信息的低成本使得生产和分发新信息和知识的任务变的困难。
就业增长和技术水平。一些服务行业在成功同时也带来了问题。随着服务行业的工作从传统的低技能工作的转离，服务业的问题已经不是人们传统认为的只提供低技术，低工资的工作，而是需要高技能的服务业增长如此之快，招聘和留住人才是一个重大问题。澳大利亚计算机服务业在短短4年（1993-96）的就业人数从30 056人增长到 55 046人，增长了83％（这些受聘者50%为电脑和技术人员OECD, 1999b, p. 42). 从某种意义上说，这是一个许多国家都会遇到的问题。但它确实提出了澳大利亚是如何以及在哪里去找到熟练的劳动力来维持这么高的速率增长的问题。能够协调和利用教育系统来满足服务业劳动力迅速增长的需求将是未来的主要问题。
服务业创新的文化和制度简史。最后，在业外人士可能认为服务部门没有创新的同时，业内人士往往有相同的看法。在服务部门的创新调查显示，受访者往往最初回答说他们的企业没有技术创新或使用高科技，但在接下来的问题中涉及到技术密集型的操作。自觉创新的水平低是因为一些服务公司缺少对科技创新文化和制度的认可，公司内部没有对研究和技术活动的认可也是一个原因。
结论
从这创新和服务讨论的讨论中我们可以得出什么结论呢？采用和运用制造业正统观念分析服务业不可行，尤其更加坚定了服务业缺乏创新能力的观点。需要开发新观点和工具克服这个问题。当然，当服务业整体进一步向创新密集型发展的同时，有一些如计算机和电信服务业顷向于技术密集型，也仍然有一些服务部门创新度低。服务公司或许并没有被认为是由他们的制造业客户购买的创新来源，或者说随着卖方-买方在研究和技术方面的关系日益密切，或许太难而不能把个人和制造业公司在服务业创新活动中的贡献分类。
前面的讨论并非是要发展一个所谓的单独的服务创新范式(缩写SIP)，它在更广泛的创新过程将取代或淡化制造业的作用。相反，它旨在强调单独的服务创新范式是作为一个关键因素存在于新的，更广泛的范例中，在这个范例中迄今被忽视的服务业对创新的贡献得到了认可。把制造业和服务业分离开来可提供一个有用的出发点（见表1），但人们最终会承认经济活动中的创新会更有用的。库姆斯和迈尔斯(1999, pp. 96-97) 在
他们的讨论彩虹的经济时更全面的提出了这个观点。
这里提出的单独的服务创新范式应该被看做是占主导地位的按揭保险计划的一个元素或附属物。在创新的过程中为了获得更加连贯和现实的看法并在最后产生一种新的创新模式(缩写IP)，按揭保险计划保持有效。单独的服务创新范式的基本原则被包含在一个更加平衡的创新模式中，详见下表四。
表4 转移议程：服务在创新过程中的作用
随着时间的推移，应该承认服务越来越倾向于研究和技术密集型，这反应在经合组织记录的研发经费和专利申请活动中。
有些专门的和技术知识密集型部门有关服务公司，可以和高科技制造企业一样作为研发密集型和技术创新型的企业。
服务公司在国内和国际创新体系发挥着越来越重要的中心作用。
服务企业和机构在实现创新的过程比以前更加积极的发挥作用。随着网络创新和DIP的崛起，越来越多的服务企业和机构和以前自己进行创新的制造公司合作创新。
服务公司本身正在成为其同类的提供研发和技术服务公司的重要客户。
特殊情况下，某些服务在创新过程中发挥主导作用，最后把产品分包给制造公司。
从有形到无形是创新平衡的转换。
创新产品的生产，交付和消费涉及到较少的直接实物产品，具体过程和设备，这就是无形的，组织性的创新的实质。它越来越多的出现在更直接、具体的计算机服务领域， 多媒体以及和网络有关的产品和服务中。
最后，这个审查和分析的关键意义是什么？第一，服务现在无论是在技术和非技术方面越来越具有创新性，它们在创新过程中发挥着越来越重要的作用。不断改变的观念和消费模式越来越有利于服能力务的发展并倾向于把创新转向服务业。而且，这个转变是向着一个更分散的创新系统，这对企业和服务质量也是有利的。服务公司将越来越被公认为创新网络的正式成员。这并不是否认服务公司将仍然是重要的服务型企业，但越来越多的人在创新过程中更加主动的利用自己的权利。因此，服务型的、非技术性的创新将日益成为技术创新中的竞争优势(Khazam and Mowery, 1996).。
然而，审查还着重指出，制造业和服务活动都呈现出了以前只属于对方的特质。这种融合产生了一个长期的话题，即对服务业的具体研究需要多长时间。当然，随着经济的发展越来越倾向于知识和服务密集型，确定是纯服务活动（或纯制造业活动）也将变得越来越困难。因为所有的活动都日益呈现出服务一样的功能，服务活动作为经济和社会分析描述符的作用可能实际上会下降。但目前，对部门模式的创新更深一步的了解仍然是服务业中最重要的一项目标(Pavitt, 1984, p. 370)。然而，培养一种创新过程中更加完整、全面视角的可能性仍将遥不可及。
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