毕业论文参考文献范文英文版(英文文献格式)

1.英文文献格式

[24] Allen, Richard S, Charles S. White, Margaret B. Takeda, Rewards and organizational performance in Japan and the United States,[J]. 2004, 7-14.Rewards and organizational performance in Japan and the United States这貌似不是一本书吧，是他们的成就的表现。

如果不是你就把这换成他们的书。[25] Marylin M. Helms, A comparison, Compensation and Benefits Review [J]. 2004, 7-14.[26] Andrews, Alice O,The effect of the chief executive officer's financial orientation,[M]. 2000,25(1), 93-106.[27] Theresa M, Welbourne, Entrepreneurship Theory and Practice [M]. 2000,25(1), 93-106.[28] Heneman, Robert L., Judith W. Tansky, Sheng Wang , Compensation practices in small entrepreneurial and high-growth companies in the United States and China,[M],2002,13-22 [29]Zhong-Ming Wang, Compensation and Benefits Review,[M],2002,13-22 希望有帮助。

呵呵 你看看，对你有帮助：毕业论文参考文献规范格式 一、参考文献的类型 参考文献（即引文出处）的类型以单字母方式标识，具体如下：M——专著 C——论文集 N——报纸文章 J——期刊文章 D——学位论文 R——报告 对于不属于上述的文献类型，采用字母“Z”标识。对于英文参考文献，还应注意以下两点：①作者姓名采用“姓在前名在后”原则，具体格式是： 姓，名字的首字母. 如： Malcolm Richard Cowley 应为：Cowley, M.R.，如果有两位作者，第一位作者方式不变，&之后第二位作者名字的首字母放在前面，姓放在后面，如：Frank Norris 与Irving Gordon应为：Norris, F. & I.Gordon.；②书名、报刊名使用斜体字，如：Mastering English Literature,English Weekly。

二、参考文献的格式及举例1.期刊类 【格式】[序号]作者.篇名[J].刊名，出版年份，卷号（期号）：起止页码.【举例】 [1] 王海粟.浅议会计信息披露模式[J].财政研究，2004,21(1):56-58.[2] 夏鲁惠.高等学校毕业论文教学情况调研报告[J].高等理科教育，2004(1):46-52.[3] Heider, E.R.& D.C.Oliver. The structure of color space in naming and memory of two languages [J]. Foreign Language Teaching and Research, 1999, (3): 62 – 67.2.专著类 【格式】[序号]作者.书名[M].出版地：出版社，出版年份：起止页码.【举例】[4] 葛家澍，林志军.现代西方财务会计理论[M].厦门：厦门大学出版社，2001:42.[5] Gill, R. Mastering English Literature [M]. London: Macmillan, 1985: 42-45.3.报纸类 【格式】[序号]作者.篇名[N].报纸名，出版日期（版次）.【举例】 [6] 李大伦.经济全球化的重要性[N]. 光明日报，1998-12-27(3).[7] French, W. Between Silences: A Voice from China[N]. Atlantic Weekly, 1987-8-15(33).4.论文集 【格式】[序号]作者.篇名[C].出版地：出版者，出版年份：起始页码.【举例】 [8] 伍蠡甫.西方文论选[C]. 上海：上海译文出版社，1979:12-17.[9] Spivak,G. “Can the Subaltern Speak?”[A]. In C.Nelson & L. Grossberg(eds.). Victory in Limbo: Imigism [C]. Urbana: University of Illinois Press, 1988, pp.271-313.[10] Almarza, G.G. Student foreign language teacher's knowledge growth [A]. In D.Freeman and J.C.Richards (eds.). Teacher Learning in Language Teaching [C]. New York: Cambridge University Press. 1996. pp.50-78.5.学位论文 【格式】[序号]作者.篇名[D].出版地：保存者，出版年份：起始页码.【举例】 [11] 张筑生.微分半动力系统的不变集[D].北京：北京大学数学系数学研究所， 1983:1-7.6.研究报告 【格式】[序号]作者.篇名[R].出版地：出版者，出版年份：起始页码.【举例】 [12] 冯西桥.核反应堆压力管道与压力容器的LBB分析[R].北京：清华大学核能技术设计研究院， 1997:9-10.7.条例 【格式】[序号]颁布单位.条例名称.发布日期 【举例】[15] 中华人民共和国科学技术委员会.科学技术期刊管理办法[Z].1991—06—058.译著 【格式】[序号]原著作者. 书名[M].译者，译.出版地：出版社，出版年份：起止页码.三、注释 注释是对论文正文中某一特定内容的进一步解释或补充说明。注释前面用圈码①、②、③等标识。

四、参考文献 参考文献与文中注（王小龙，2005）对应。标号在标点符号内。

多个都需要标注出来，而不是1-6等等 ，并列写出来。

2.【急求

Role of Enterprise Strategy Successful companies are those that focus their efforts strategically. Strategy should be a stretch exercise, not a fit exercise. To meet and exceed customer satisfaction, the business team needs to follow an overall organizational strategy. A successful strategy adds value for the targeted customers over the long run by consistently meeting their needs better than the competition does. Strategy is the way in which a company orients itself towards the market in which it operates and towards the other companies in the marketplace against which it competes. It is a plan an organization formulates to gain a sustainable advantage over the competition. The central strategic issue: why different companies, facing the same environment, perform differently. Strategy answers the following questions: what are the sources of the company's sustainable competitive advantage? how a company will position itself against competition in the market over the long run to secure a sustainable competitive advantage? what are the key strategic priorities? Strategy is an agreed-on guide to action that should lead business to success in the marketplace by satisfying customer needs better than the competition does. Strategy formulation is the major task for the company entrepreneur and CEO, but it is the task of middle managers and project managers to carry this strategy out and turn it into results. Strategic Leadership As a strategic leader your prime responsibility is to ensure that your organization is going in the right direction. To be able to identify the right strategy and pursue it to the desired result, you need to master two important functions: strategic thinking and strategic planning. Ten Major Schools of Strategic Management Ten deeply embedded, though quite narrow, concepts typically dominate current thinking on strategy. These range from the early Design and Planning schools to the more recent Learning, Cultural and Environmental Schools8 New Approaches to Strategy Formulation The currently dominant view of strategy is the resource-based theory. Traditional strategy models, such as Michael Porter's five forces model, focus on the company's external competitive environment. Most of them do not attempt to look inside the company. In contrast, the resource-based perspective highlights the need for a fit between the external market context in which a company operates and its internal capabilities. According to this view, a company's competitive advantage derives from its ability to assemble and exploit an appropriate combination of resources. Sustainable competitive advantage is achieved by continuously developing existing and creating new resources and capabilities in response to rapidly changing market conditions. In relation to the 10 traditional approaches, today, strategy formulation should also be a combination of them - judgmental designing, intuitive visioning, and emergent learning; it should be about transformation as well as perpetuation; it has to involve individual cognition and social interaction, co-operative as well as conflictive; it must include analyzing before and programming after as well as negotiating during; and all of this must be in response to what can be a demanding environment.8 Blue Ocean Strategy: 6 Principles Blue ocean strategy is about revolutionary value innovation. The six principles drive the successful formulation and execution of Blue Ocean Strategy. These principles attenuate the six risks。

More Balanced Organization: 5 Basic Elements Empowered Employees (Metal): Building Your Sustainable Competitive Advantage Sustainable competitive advantage is the prolonged benefit of implementing some unique value-creating strategy based on unique combination of internal organizational resources and capabilities that cannot be replicated by competitors。 More SWOT Analysis: Questions To Answer What is your strongest business asset? What unique resources do you have? What do you offer that makes you stand out from the rest?。

More Your Strategic Intent Strategic intent is a high-level statement of the means by which your organization will achieve its vision. It is a core component of your dynamic strategy. Strategic intent cannot be planned all in advance. It must evolve on the basis of experience during its implementation。 More Market Leadership Strategies The market leader is dominant in its industry and has substantial market share. If you want to lead the market, you must be the industry leader in developing new business models and new products or services. You must be on the 。

3.毕业论文英文文献格式

1、论文题目：要求准确、简练、醒目、新颖。

2、目录：目录是论文中主要段落的简表。（短篇论文不必列目录）

3、提要：是文章主要内容的摘录，要求短、精、完整。字数少可几十字，多不超过三百字为宜。

4、关键词或主题词：关键词是从论文的题名、提要和正文中选取出来的，是对表述论文的中心内容有实质意义的词汇。关键词是用作机系统标引论文内容特征的词语，便于信息系统汇集，以供读者检索。 每篇论文一般选取3-8个词汇作为关键词，另起一行，排在“提要”的左下方。

主题词是经过规范化的词，在确定主题词时，要对论文进行主题，依照标引和组配规则转换成主题词表中的规范词语。

5、论文正文：

(1)引言：引言又称前言、序言和导言，用在论文的开头。 引言一般要概括地写出作者意图，说明选题的目的和意义， 并指出论文写作的范围。引言要短小精悍、紧扣主题。

〈2）论文正文：正文是论文的主体，正文应包括论点、论据、论证过程和结论。主体部分包括以下内容：

a.提出-论点；

b.分析问题-论据和论证；

c.解决问题-论证与步骤；

d.结论。

6、一篇论文的参考文献是将论文在和写作中可参考或引证的主要文献资料，列于论文的末尾。参考文献应另起一页，标注方式按《GB7714-87文后参考文献著录规则》进行。

中文：标题--作者--出版物信息（版地、版者、版期）：作者--标题--出版物信息所列参考文献的要求是：

(1)所列参考文献应是正式出版物，以便读者考证。

(2)所列举的参考文献要标明序号、著作或文章的标题、作者、出版物信息。

4.求毕业论文的英文文献

如需全文，请发邮箱过来Electronic trading platforms and the cost-effective distribution of open market option (OMO) pension annuities AbstractOver the next years, the ageing profile of the UK population will lead to a sharp increase in the volumes of pension annuity sales. Every individual that participates in a defined contribution occupational or a personal pension scheme is obliged to convert the capital accumulated into a regular post-retirement income by purchasing an annuity before the age of 75. To ensure a more competitive market the UK Financial Services Authority has ruled that from 1 September 2002 pensioners must be informed that they have the right to purchase their annuities from suppliers other than their current pension provider—this is termed exercising an open market option (OMO).However, the complicated nature of pensions and annuities means the purchase of an annuity is highly dependent upon the information provided by the sellers of these products and the advice received. Given that OMO's are supposed to encourage purchasers to be able to access information on a whole range of annuities from the various suppliers in the market, a single web-based hub that linked manufacturers, distributors and existing industry portals seemed the obvious solution to the challenges facing the industry following the government legislation. However, while the industry recognised that a single product purchasing and servicing system would meet the data management needs of all its stakeholders and carry enormous potential to realise cost and business process efficiencies, the competitive nature of the industry and the slow decision making processes within the individual companies has meant that the project to build 'The Annuity Exchange' has suffered a number of setbacks and delays.This article describes the business case for 'The Annuity Exchange', its objectives and design, and the technical/industry engagement issues it has faced.Keywords: E-commerce; Financial services; Pension annuitiesArticle Outline1. Introduction2. Background: the UK pensions system and the regulatory structure of advice2.1. Recent trends in the UK pensions system2.2. The changing structure of advice3. Previous information management strategies and their shortcomings4. An industry-wide dynamic quotations model4.1. Access to the intermediary portal4.2. Costs and benefits of The Annuity Exchange4.3. Issues with The Annuity Exchange project5. 。

5.【急求

Role of Enterprise Strategy Successful companies are those that focus their efforts strategically. Strategy should be a stretch exercise, not a fit exercise. To meet and exceed customer satisfaction, the business team needs to follow an overall organizational strategy. A successful strategy adds value for the targeted customers over the long run by consistently meeting their needs better than the competition does. Strategy is the way in which a company orients itself towards the market in which it operates and towards the other companies in the marketplace against which it competes. It is a plan an organization formulates to gain a sustainable advantage over the competition. The central strategic issue: why different companies, facing the same environment, perform differently. Strategy answers the following questions: what are the sources of the company's sustainable competitive advantage? how a company will position itself against competition in the market over the long run to secure a sustainable competitive advantage? what are the key strategic priorities? Strategy is an agreed-on guide to action that should lead business to success in the marketplace by satisfying customer needs better than the competition does. Strategy formulation is the major task for the company entrepreneur and CEO, but it is the task of middle managers and project managers to carry this strategy out and turn it into results. Strategic Leadership As a strategic leader your prime responsibility is to ensure that your organization is going in the right direction. To be able to identify the right strategy and pursue it to the desired result, you need to master two important functions: strategic thinking and strategic planning. Ten Major Schools of Strategic Management Ten deeply embedded, though quite narrow, concepts typically dominate current thinking on strategy. These range from the early Design and Planning schools to the more recent Learning, Cultural and Environmental Schools8 New Approaches to Strategy Formulation The currently dominant view of strategy is the resource-based theory. Traditional strategy models, such as Michael Porter's five forces model, focus on the company's external competitive environment. Most of them do not attempt to look inside the company. In contrast, the resource-based perspective highlights the need for a fit between the external market context in which a company operates and its internal capabilities. According to this view, a company's competitive advantage derives from its ability to assemble and exploit an appropriate combination of resources. Sustainable competitive advantage is achieved by continuously developing existing and creating new resources and capabilities in response to rapidly changing market conditions. In relation to the 10 traditional approaches, today, strategy formulation should also be a combination of them - judgmental designing, intuitive visioning, and emergent learning; it should be about transformation as well as perpetuation; it has to involve individual cognition and social interaction, co-operative as well as conflictive; it must include analyzing before and programming after as well as negotiating during; and all of this must be in response to what can be a demanding environment.8 Blue Ocean Strategy: 6 Principles Blue ocean strategy is about revolutionary value innovation. The six principles drive the successful formulation and execution of Blue Ocean Strategy. These principles attenuate the six risks。

More Balanced Organization: 5 Basic Elements Empowered Employees (Metal): Building Your Sustainable Competitive Advantage Sustainable competitive advantage is the prolonged benefit of implementing some unique value-creating strategy based on unique combination of internal organizational resources and capabilities that cannot be replicated by competitors。 More SWOT Analysis: Questions To Answer What is your strongest business asset? What unique resources do you have? What do you offer that makes you stand out from the rest?。

More Your Strategic Intent Strategic intent is a high-level statement of the means by which your organization will achieve its vision. It is a core component of your dynamic strategy. Strategic intent cannot be planned all in advance. It must evolve on the basis of experience during its implementation。 More Market Leadership Strategies The market leader is dominant in its industry and has substantial market share. If you want to lead the market, you must be the industry leader in developing new business models and new products or services. You must be on the cutting edge of new t。

6.悬赏100分,求一篇3000字的毕业论文英文文献

Adrenocortical and Adrenomedullary Homologs in Eight Species of Adult and Developing Teleosts: Morphology, Histology, and Immunohistochemistry Morphology, histology, and immunohistochemistry of the adrenocortical and adrenomedullary homologs (adrenal glands) of the following developing and adult teleosts were examined: Salmoniformes— mykiss (rainbow trout), Salmo trutta fario (brown trout), Coregonus lavaretus (white fish); Cyprinodontiformes—Gambusia affinis (mosquito fish). Perciformes—Dicentrarchus labrax (sea bass), Sparus aurata (sea bream), Diplodus sargus (white bream), Oblada melanura (saddled bream). The anatomical relationships of the gland with the renal system and venous vessels were also noted. In adults of all species steroidogenic and catecholaminergic chromaffin cells were found in the head kidney,which is pronephric in origin and subsequently transformed into a hematopoietic lymphatic organ. In Perciformes, chromaffin cells are distributed around the anterior and posterior cardinal veins and ducts of Cuvier; in Salmoniformes, around the posterior cardinal veins and in the hematopoietic tissue; and in G. affinis, around the ducts of Cuvier and posterior cardinal veins, while a few are visible also around the sinus venosus. In Perciformes and Salmoniformes, numerous chromaffin cells are also present in the posterior kidney, derived from the opisthonephros, in contact with the caudal vein. Steroidogenic cells are always confined to the head kidney. During development chromaffin and steroidogenic cells appear early after hatching in the pronephric kidney, at the level of the ducts of Cuvier and of the cephalic part of the posterior cardinal veins. Later, chromaffin cells in Perciformes reach the anterior cardinal veins, and subsequently, in both Perciformes and Salmoniformes, they reach the developing posterior kidney. Their localization along the posterior kidney is still in progress about 4 months after hatching and is completed about a year after hatching. These findings support the concept that the structure of the adrenal gland in teleosts is intermediate between that of the other actinopterygians and that of tetrapods. The development differs from that of tetrapods in that it occurs mainly in the pronephros and only later do chromaffin cells reach the opisthonephric kidney.。

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