19中英文雙語外文文獻(xiàn)翻譯成品關(guān)于國際貨運代理的多元化英國視角

1、<p>　　外文標(biāo)題：On the diversification of international freight forwarders: A UK perspective Vassilis Markides and Matthias Holweg</p><p>　　外文作者：V Markides ， M Holweg</p><p>　　文獻(xiàn)出處:International

2、 Journal of Physical Distribution and logistics Mangement, 2006 , 36 (5) :336-359</p><p>　　英文1578單詞， 10897字符，中文2281漢字。</p><p>　　此文檔是外文翻譯成品，無需調(diào)整復(fù)雜的格式哦！下載之后直接可用，方便快捷！只需二十多元。</p><p>　　

3、On the diversification of international freight forwarders: A UK perspective</p><p>　　Vassilis Markides and Matthias Holweg</p><p>　　Judge Business School, University of Cambridge, Cambridge, UK

4、</p><p><b>　　Abstract</b></p><p>　　Purpose – This paper examines the diversification of services and activities by freight forwarders in the UK. Following similar studies conducted i

5、n the USA, the paper analyses the trends towards service and revenue diversification that has been observed in this sector.</p><p>　　Design/methodology/approach – The study is based on a survey of 100 UK-bas

6、ed freight forwarders-based and empirically tests the firms’respective revenue generation structures, as well as the range of services offered. The survey is complemented by semi-structured interviews at a further four c

7、ompanies in order to provide additional contextual explanations of the empirical findings.</p><p>　　Findings – The results show that diversification appears to be closely related to both company size and a d

8、iversified asset base. The motivation for diversification stems mainly from a perceived erosion of the traditional freight forwarding revenue streams, as companies are seeking higher profit margins outside their traditio

9、nal core business, while addressing the increasingly comprehensive needs of their customers at the same time. The findings show that, although diversification is much less p</p><p>　　Practical implications –

10、 The freight forwarding industry is experiencing significant volatility as a result of technological advances, regulatory changes, customer pressures and increased competition. This study provides the empirical clarifica

11、tion needed for freight forwarding companies to derive a business strategy appropriate to their respective settings.</p><p>　　Original/value – Previous studies have largely reported findings from research co

12、nducted in North America, which features a structurally very different population of freight forwarders and logistics operators. This study presents the status quo and trends of diversification in the UK, which features

13、a population of considerably smaller firms and thus requires a different decision framework towards adopting a diversification strategy.</p><p>　　Keywords Freight forwarding, Distribution management, Corpora

14、te strategy, Diversification, International trade</p><p>　　1.Introduction</p><p>　　With international trade barriers breaking down, firms across industry sectors are recognising the opportuniti

15、es arising from global sourcing, offshoring, and growing domestic demand in emerging markets. For logistics service providers, this internationalisation of the supply chain has created both challenges and opportunities.

16、Logistics intermediaries focused on international movements including freight forwarders, customhouse brokers (CHBs), non-vessel operating carriers (NVOCCs) as well as ex</p><p>　　The primary logistics middl

17、eman for cross-national trade has traditionally been the internationalfreight forwarder (IFF),or in colloquialterms,the“shipping company”.In the recent past, the forwarding industry is experiencing tremendous volatility

18、(Murphy and Daley,2000;Armbruster, 2003)as a result of consolidation and restructuring in the sector. The evolution of the concept of “total logistics” and the subsequent emergence of larger and highly diversified provid

19、ers has even led some experts to </p><p>　　This study sets out to investigate the diversification of the freight-forwarding sector in the UK. Specifically, we investigate to what extent IFFs have diversified

20、 in terms of their revenue generation and service offerings. Furthermore, we aim to identify the link between revenue and service-based diversification, and the structural and perceptual differences between those compani

21、es that have diversified, and those that have not. In terms of structure, the paper initially presents a discussion </p><p>　　As far as unrelated diversification is concerned, previous research found a corre

22、lation between failures of diversification and failure to establish relatedness among various business lines at the corporate level (Grant, 1988;Narasimhan and Kim, 2002). In contrast to Rumelt’s work, Michel and Shaked

23、(1984)found that unrelated diversifiers outperform related diversifiers. Reconciling the two views, other research suggests that each form of corporate strategy is associated with a different set of </p><p>

24、　　The focus of this study is on diversification of the services and revenue generating activities of IFFs. Here, Murphy and Daley (1995) found that “dramatic changes are occurring in the functions and activities of IFFs”

25、 while investigating the expansion of the IFF’s services to the provision of “one-stop shopping”. Ozsomer et al. (1993) further point out that “recent changes in the IFF environment have witnessed the emergence of new f

26、orms of forwarders incorporating a broad spectrum of services </p><p>　　References</p><p>　　Armbruster, W. (2002), “Strength in numbers”, Journal of Commerce, Vol. 18 No. 24, p. 35. Armbruster,

27、W. (2003), “Changing times for forwarders: small and medium-sized intermediaries face a difficult business environment”, Journal of Commerce, Vol. 33 No. 2, p. 145.</p><p>　　Arrow, K.J. (1974), Limits of the

28、 Organization, Norton, New York, NY.</p><p>　　Bettis, R.A. (1981), “Performance differences in related and unrelated diversified firms”, Strategic Management Journal, Vol. 2, pp. 379-94.</p><p>

29、　　British International Freight Association (2004), Freight ServicesDirectory2005, BIFA, Feltham. Brewer, J. and Hunter, A. (1989), Multimethod Research: A Synthesis of Styles, Sage, Newbury Park, CA.</p><p>

30、;　　Burckhardt, P.C., Elhence, S. and Van Rooijen, M.C.W. (1998), “European freight forwarders: which way to turn?”, McKinsey Quarterly, Vol. 2, pp. 84-96.</p><p>　　Chandler, A.D. (1962), Strategy and Structu

31、re, MIT, Cambridge, MA.</p><p>　　Chandler, P.M. (1994), “Something old, something new”, Global Trade and Transportation, Vol. 114 No. 1, p. 33.</p><p>　　Christensen,H.K.and Montgomery,C.A.(1981)

32、,“Corporateeconomic performance:diversification strategy versus market structure”, StrategicManagement Journal, Vol. 2, pp. 327-44.</p><p>　　Davis,P.R.,Robinson,J.,Pearce,S.and Park,S.(1992),“Business unit r

33、elatedness and performance:a look at the pulp & paper industry”, StrategicManagement Journal, Vol. 13, pp. 349-61.</p><p>　　Dawley, D.D., Hoffman, J.J. and Lamont, B.T. (2002), “Choice situation, refocus

34、ing and</p><p>　　post-bankruptcy performance”, Journal of Management, Vol. 28, pp. 695-717.</p><p>　　Denis, D., Denis, D. and Sarin, A. (1997), “Agency problems, equity ownership and corporate d

35、iversification”, Journal of Finance, Vol. 52, pp. 135-50.</p><p>　　Geringer, J.M., Tallman, S. and Olsen, D.M. (2000), “Product and international diversification among Japanese multinational firms”, Strategi

36、c Management Journal, Vol. 21, pp. 51-80.</p><p>　　Grant, R.M. (1988), “On dominant logic, relatedness and the link between diversity and</p><p>　　performance”, Strategic Management Journal, Vol

37、. 9, pp. 639-42.</p><p>　　Howe, K.R. (1988), “Against the quantitative-qualitative incompatibility thesis or dogmas die hard”, Educational Researcher, Vol. 17 No. 8, pp. 10-16.</p><p>　　Jones, G

38、.R. and Hill, C.W.L. (1988), “Transaction cost analysis of strategy-structure choice”, Strategic Management Journal, Vol. 9, pp. 159-72.</p><p>　　Klein, B., Crawford, R. and Alchian, A.A. (1978), “Vertical i

39、ntegration appropriate rents and the competitive contracting process”, Journal of Law & Economics, Vol. 21, pp. 297-326.</p><p>　　Lang, L. and Stulz, R. (1994), “Corporate diversification and firm perfor

40、mance”, Journal of Political Economy, Vol. 102, pp. 142-74.</p><p>　　Lubatkin, M. (1983), “Mergers and performance of the acquiring firm”, Academyof Management Review, Vol. 8, pp. 218-25.</p><p>

41、;　　Madhok, A. (2002), “Reassessing the fundamentals and beyond: Ronald Coase, the transaction cost and resource-based theories of the firm and the institutional structure of production”,Strategic Management Journal, Vol.

42、 23, pp. 535-50.</p><p>　　關(guān)于國際貨運代理的多元化：英國視角</p><p>　　Vassilis Markides and Matthias Holweg</p><p>　　Judge Business School, University of Cambridge, Cambridge, UK</p><p>

43、;<b>　　摘要：</b></p><p>　　研究目的 - 本文考察了英國貨運代理商服務(wù)和活動的多樣化。 在美國進(jìn)行類似的研究之后，本文分析了在該領(lǐng)域內(nèi)觀察到的服務(wù)和收入多元化趨勢。</p><p>　　設(shè)計/方法論/方法 - 此研究飾基于對100家英國貨運代理商的調(diào)查，并根據(jù)實證測試公司各自的收入來源結(jié)構(gòu)以及提供的服務(wù)范圍。 該調(diào)查由另外四家公司的半結(jié)構(gòu)式訪談補

44、充，以便為實證結(jié)果提供額外的背景解釋。</p><p>　　調(diào)查結(jié)果 - 結(jié)果顯示，多元化似乎與公司規(guī)模和多元化資產(chǎn)基礎(chǔ)密切相關(guān)。多元化的動機(jī)主要源于對傳統(tǒng)貨運代理收入流的侵蝕，因為公司在傳統(tǒng)核心業(yè)務(wù)之外要尋求更高的利潤率，同時滿足其客戶日益全面的需求。調(diào)查結(jié)果顯示，盡管多元化在其收入結(jié)構(gòu)中不那么突出，但公司在提供的服務(wù)方面存在很大差異。服務(wù)多元化被認(rèn)為是一種戰(zhàn)略，主要是那些擁有更廣泛資產(chǎn)基礎(chǔ)的大公司。</

45、p><p>　　實際影響 - 由于技術(shù)進(jìn)步、監(jiān)管變化、客戶壓力和競爭加劇、貨運代理行業(yè)正在經(jīng)歷巨大的波動。這項研究提供了貨運代理公司為獲得適合其各自環(huán)境的業(yè)務(wù)策略所需的經(jīng)驗性說明。</p><p>　　原始/價值 - 之前的研究主要報告了北美研究的結(jié)果，該研究的結(jié)構(gòu)非常不同于貨運代理和物流運營商。 本研究報告展示了英國多元化的現(xiàn)狀和趨勢，該類型的公司眾多，規(guī)模卻相對較小，因此需要采取不同的決策

46、框架來實施多元化戰(zhàn)略。</p><p>　　關(guān)鍵詞：貨運代理，分銷管理，企業(yè)戰(zhàn)略，多元化，國際貿(mào)易</p><p><b>　　引言</b></p><p>　　隨著國際貿(mào)易壁壘的崩塌，各行各業(yè)的企業(yè)都意識到了全球采購、離岸外包以及新興市場國內(nèi)需求增長帶來的機(jī)遇。 對于物流服務(wù)供應(yīng)商來說，供應(yīng)鏈的國際化帶來了挑戰(zhàn)和機(jī)遇。 以貨運代理、海關(guān)經(jīng)紀(jì)人

47、（CHB）、無船承運人（NVOCC）以及出口管理公司為重點的國際運輸物流中介機(jī)構(gòu)將自身定位為“第三方物流提供商”（TPL） ，即能夠提供完整的“ 解決方案“（Ran等人，1993）。</p><p>　　以往跨國貿(mào)易的主要物流中間商一直是國際貨運代理（IFF），或稱為“航運公司”。在最近的過程中，貨運業(yè)正經(jīng)歷著巨大的波動（Murphy and Daley，2000; Armbruster， 2003），這是該部門

48、整合和重組的結(jié)果。 “全面物流”概念的演變以及隨后出現(xiàn)的更大型和高度多元化的供應(yīng)商，甚至已經(jīng)引導(dǎo)一些專家預(yù)測中小型轉(zhuǎn)運商“注定要走向滅亡”（Schwartz，1998）。 其他人則主張通過提供通關(guān)、物流管理、信息技術(shù)和特殊貨運處理等增值服務(wù)（Chandler，1994）使傳統(tǒng)貨運代理將在貨運服務(wù)市場占據(jù)一席之地。</p><p>　　這項研究旨在調(diào)查英國貨運業(yè)的多元化。 具體來說，我們調(diào)查了IFF在創(chuàng)收和提供服務(wù)

49、方面的多元化程度。 此外，我們的目標(biāo)是確定收入與服務(wù)多元化之間的關(guān)系，以及這些多元化公司之間的結(jié)構(gòu)和感知差異。 在結(jié)構(gòu)方面，本文首先介紹了當(dāng)前關(guān)于多元化現(xiàn)象的學(xué)術(shù)爭論，然后介紹了本研究采用的研究方法。</p><p>　　就不相關(guān)的多元化而言，先前的研究發(fā)現(xiàn)多元化失敗與企業(yè)層面不同業(yè)務(wù)線之間建立的關(guān)系之間存在相關(guān)性（格蘭特，1988; Narasimhan and Kim，2002）。與魯梅爾特的著作形成鮮明對比

50、的是，米歇爾和沙克德（1984）發(fā)現(xiàn)不相關(guān)的多元化經(jīng)營者勝過相關(guān)的多元化經(jīng)營者。為中和這兩種觀點，其他研究表明，每種形式的公司戰(zhàn)略都與不同的經(jīng)濟(jì)利益相關(guān)聯(lián)（Teece，1982）。在非相關(guān)多元化的情況下，主要收益是內(nèi)部資本市場的經(jīng)濟(jì)效益，因為不相關(guān)的業(yè)務(wù)單元，可以通過將它們限制在單一的內(nèi)部資本市場，而不是整個外部資本市場，從而進(jìn)行更有效的監(jiān)控（Williamson，1999） 。在相關(guān)多元化的情況下，主要經(jīng)濟(jì)效益是一體化經(jīng)濟(jì)和范圍經(jīng)濟(jì)。

51、整合經(jīng)濟(jì)為企業(yè)提供了較低的生產(chǎn)成本（Klein等，1978），管理機(jī)會主義相關(guān)的成本較低（Madhok，2002），降低了合同成本（Arrow，1974）。企業(yè)經(jīng)濟(jì)效益包括業(yè)務(wù)單位與主導(dǎo)邏輯（Dawley等，2002）。此外，在戰(zhàn)略管理文獻(xiàn)中，研究人員認(rèn)為，企業(yè)績效的主要決定因素并不在于多元化的程度（Lubatkin，1983; Montgomery，1985; </p><p>　　本次研究的重點是多樣化IFF

52、s的服務(wù)和創(chuàng)收活動。 墨菲和戴利（1995）在調(diào)查IFF服務(wù)擴(kuò)展到“一站式購物”時發(fā)現(xiàn)，“IFF的職能和活動發(fā)生了巨大變化”。 Ozsomer等人（1993）進(jìn)一步指出，“IFF環(huán)境的最近變化見證了在同一屋檐下納入廣泛服務(wù)的新形式的轉(zhuǎn)運商的出現(xiàn)”。 Semeijn和Vellenga（1995）也討論過這種“一站式購物”的主題，盡管這與運輸公司有關(guān)。 Ran等人（1993）指出：雖然學(xué)術(shù)辯論為調(diào)查多元化和專業(yè)化戰(zhàn)略的辯證法，提供了理論基礎(chǔ)

53、，但它對當(dāng)前IFF行業(yè)特有的趨勢和發(fā)展沒有深入的了解。在這里，雖然沒有基于嚴(yán)格的研究，但對重要行業(yè)來說，對行業(yè)刊物文章的回顧提供了更多的當(dāng)代見解，特別是對于IFF部門而言。表一總結(jié)了行業(yè)刊物中的幾個關(guān)鍵性陳述，這些陳述進(jìn)一步提供了該行業(yè)發(fā)展前景的證據(jù)。</p><p>　　References</p><p>　　Armbruster, W. (2002), “Strength in nu

54、mbers”, Journal of Commerce, Vol. 18 No. 24, p. 35. Armbruster, W. (2003), “Changing times for forwarders: small and medium-sized intermediaries face a difficult business environment”, Journal of Commerce, Vol. 33 No. 2,

55、 p. 145.</p><p>　　Arrow, K.J. (1974), Limits of the Organization, Norton, New York, NY.</p><p>　　Bettis, R.A. (1981), “Performance differences in related and unrelated diversified firms”, Strate

56、gic Management Journal, Vol. 2, pp. 379-94.</p><p>　　British International Freight Association (2004), Freight ServicesDirectory2005, BIFA, Feltham. Brewer, J. and Hunter, A. (1989), Multimethod Research: A

57、Synthesis of Styles, Sage, Newbury Park, CA.</p><p>　　Burckhardt, P.C., Elhence, S. and Van Rooijen, M.C.W. (1998), “European freight forwarders: which way to turn?”, McKinsey Quarterly, Vol. 2, pp. 84-96.&l

58、t;/p><p>　　Chandler, A.D. (1962), Strategy and Structure, MIT, Cambridge, MA.</p><p>　　Chandler, P.M. (1994), “Something old, something new”, Global Trade and Transportation, Vol. 114 No. 1, p. 33.

59、</p><p>　　Christensen,H.K.and Montgomery,C.A.(1981),“Corporateeconomic performance:diversification strategy versus market structure”, StrategicManagement Journal, Vol. 2, pp. 327-44.</p><p>　　Da

60、vis,P.R.,Robinson,J.,Pearce,S.and Park,S.(1992),“Business unit relatedness and performance:a look at the pulp & paper industry”, StrategicManagement Journal, Vol. 13, pp. 349-61.</p><p>　　Dawley, D.D., H

61、offman, J.J. and Lamont, B.T. (2002), “Choice situation, refocusing and</p><p>　　post-bankruptcy performance”, Journal of Management, Vol. 28, pp. 695-717.</p><p>　　Denis, D., Denis, D. and Sari

62、n, A. (1997), “Agency problems, equity ownership and corporate diversification”, Journal of Finance, Vol. 52, pp. 135-50.</p><p>　　Geringer, J.M., Tallman, S. and Olsen, D.M. (2000), “Product and internation

63、al diversification among Japanese multinational firms”, Strategic Management Journal, Vol. 21, pp. 51-80.</p><p>　　Grant, R.M. (1988), “On dominant logic, relatedness and the link between diversity and</p

64、><p>　　performance”, Strategic Management Journal, Vol. 9, pp. 639-42.</p><p>　　Howe, K.R. (1988), “Against the quantitative-qualitative incompatibility thesis or dogmas die hard”, Educational Rese

65、archer, Vol. 17 No. 8, pp. 10-16.</p><p>　　Jones, G.R. and Hill, C.W.L. (1988), “Transaction cost analysis of strategy-structure choice”, Strategic Management Journal, Vol. 9, pp. 159-72.</p><p>

66、;　　Klein, B., Crawford, R. and Alchian, A.A. (1978), “Vertical integration appropriate rents and the competitive contracting process”, Journal of Law & Economics, Vol. 21, pp. 297-326.</p><p>　　Lang, L.

67、and Stulz, R. (1994), “Corporate diversification and firm performance”, Journal of Political Economy, Vol. 102, pp. 142-74.</p><p>　　Lubatkin, M. (1983), “Mergers and performance of the acquiring firm”, Acad

68、emyof Management Review, Vol. 8, pp. 218-25.</p><p>　　Madhok, A. (2002), “Reassessing the fundamentals and beyond: Ronald Coase, the transaction cost and resource-based theories of the firm and the instituti