Question

帮忙翻译下东东，谢谢啦o(∩_∩)o...

1. Introduction
Organizational innovations and technological innovations are not always connected. In many cases, however, technological innovation entails changes in organization and procedure, while in others organizational innovations are pre-requisites for technological developments [27]. Construction is often considered an example of the latter situation, where the lack of innovation is attributed to the fragmented organizations and adversarial relations. Thus, collaborative inter-organizational relationships are often seen as a key to improved efficiency and enhanced innovation in construction (for a review of the partnering discourse, see [5]).
Construction contracts comprise a combination of services and tangible products [19]. The task of a construction contractor consists of the service of organizing the production of and, to varying extents, also designing the building, almost always combined with a transfer of risk from the client to the contractor. Buildings are inevitably prototypes, produced outdoors at sites with imperfectly known geotechnical conditions and further exposed to changing user and owner preferences, political interventions and strong market variations. Despite the considerable uncertainty that has to be handled in a client–contractor relationship, contractor procurement has traditionally focused on the tangible product dimension. Effort has been directed towards developing comprehensive specifications of the finished building prior to commissioning a contractor. Product quality thus assumed to be completely defined, price often becomes the main discriminator. In many projects, this traditional approach results in costly and adversarial negotiations about how to price changes and additional work.
In a partnering relationship, the role of a contractor is different from that in a traditional project. Since the contractor is typically involved at an earlier stage and participates in the design, the service aspect is more pronounced. Contractors are then members of the design team, specialized in buildability and cost estimation. Their service is co-produced in close contact with customers, users and other specialists and trades, and the price of the finished building is the result of a team effort. The building contractor may also have an important role in the overall management of the partnering process. When selecting a contractor for this kind of project, clients need to consider not only technical competence but also organizational culture and personal traits of the contractor’s personnel, such as trustworthiness, commitment, openness, and ability to communicate.
希望自己翻的不要抄快译啦~~参考可以o(∩_∩)o...急啊
小女子多谢啦~！

Answer 1

1. 介绍
组织的改革和科技的改革不是总是连接。 在多数情况,然而，科技的改革需要组织的变化和程序而在其他里面组织的改革是科技的发展 [27] 的首要事物。工程时常被视为一个后者情形的例子, 哪里缺乏改革被归因于那碎片组织和敌手的关系。因此，协同合作的在组织之间的关系时常被见到当一之时钥匙到改良的效率和可提高的工程的改革.(为一检讨与谈话合伙，见 [5])
工程契约包含一个服务的组合和有形资产产品 [19]. 工程承包商的工作有组织生产的服务和, 到改变范围, 也设计建筑物, 几乎总是组合的与一移动危险从客户到承包商。 建筑物是不可避免原型, 生产户外在位置与不完全地已知的 geotechnical 情况和进一步暴露的到变更使用者和拥有者偏爱, 政治上的干涉和强壮的市场变化。尽管必须在客户-承包商的关系被处理的相当多的不确定, 承包商采购有传统地焦点所在的在那之上有形资产产品尺寸。努力有是指示向发展中的广泛规格那完成的在委任一个承包商之前建筑。 产品质量如此假装的完全地定义, 价格时常变成主要的辨别者。在多数计画, 这传统的方法有关该如何定价格造成昂贵和敌手的谈判变化和另外的工作。
在与关系合伙，承包商的角色不同于一个传统的计画的那。 因为承包商典型地有关的在一个早的阶段而且参与那设计, 那服务方面多显着的。 承包商设计然后是成员队, 特殊化在 buildability 中和费用判断。他们的服务是共生产在结束和客户连络, 使用者和其他的专家和贸易, 和那价格那完成的建筑物是那结果一队努力。 建筑物承包商也可能有一个重要的角色在那全部的管理那与程序合伙。 当为这种计画选择一个承包商的时候, 客户需要考虑不只有技术上的胜任但是也组织的文化和承包商的人员的个人的特色, 像是可信赖、承诺、开着和能力沟通。

Answer 2

太长了,手机帮不上忙