2023考研英語(yǔ)閱讀衰退與創(chuàng)業(yè)

　　Downturn, start up -The effects of recessions onentrepreneurs and managers run deep

　　衰退與創(chuàng)業(yè) 經(jīng)濟(jì)衰退對(duì)企業(yè)家和經(jīng)理人的影響在加劇

　　THE list of famous companies founded duringeconomic downturns is long and varied. It includesGeneral Motors, AT T, Disney and MTV, allfounded during recessions. A 2009 study found thatover half of Fortune 500 companies got their startduring a downturn or a bear market. A recession, itseems, may not be an entirely bad time to start acompany. Indeed, busts cast a longer shadow on the business landscapethan is commonly realised, because they influence both the rate of business formation andhow existing firms are run.

　　在經(jīng)濟(jì)衰退期間創(chuàng)辦的知名企業(yè)數(shù)量很多，且各式各樣的行業(yè)都有。通用汽車(chē)、美國(guó)電話(huà)電報(bào)公司、迪士尼和音樂(lè)電視等都是在經(jīng)濟(jì)衰退時(shí)創(chuàng)建的。2009年有研究發(fā)現(xiàn)，超過(guò)一半的財(cái)富500強(qiáng)公司都是在衰退或熊市期間創(chuàng)設(shè)的。經(jīng)濟(jì)衰退時(shí)期，看起來(lái)并非完全不適合創(chuàng)設(shè)新公司。事實(shí)上，蕭條對(duì)經(jīng)濟(jì)的商業(yè)環(huán)境的影響遠(yuǎn)比一般人意識(shí)到的要深遠(yuǎn)，因?yàn)樗鼈兗扔绊懶缕髽I(yè)的設(shè)立速度又影響現(xiàn)有企業(yè)的運(yùn)營(yíng)狀況。

　　Some argue that recessions speed up the process of productive economic churnwhatJoseph Schumpeter called creative destruction. The destruction part is easy to see:downturns kill businesses, leaving boarded-up windows on the high street as theirgravestones. But recessions may also spur the creation of new businesses.

　　有些人認(rèn)為，經(jīng)濟(jì)衰退可以加快經(jīng)濟(jì)結(jié)構(gòu)的調(diào)整進(jìn)程約瑟夫熊彼特稱(chēng)這為創(chuàng)造性破壞。破壞那部分很容易理解：經(jīng)濟(jì)衰退讓企業(yè)倒閉，大街上剩下的那些用木板釘牢的窗戶(hù)就如同他們的墓碑。然而，經(jīng)濟(jì)衰退也可能刺激新行業(yè)的誕生。

　　When people suddenly have less money to spend, clever entrepreneurs may see anopportunity to set up businesses that give them what they want more cheaply orefficiently. Downturns may also swell the ranks of potential firm creators, because manywho might otherwise have sought a stable salary will reinvent themselves as entrepreneurs.A recent study by Robert Fairlie of the University of California, Santa Cruz found that theproportion of Americans who start a new business each month is on average about half ashigh again in metropolitan areas where unemployment is in double digits as in thosewhere it is under 2%.

　　當(dāng)人們的可支配的收入突然減少，敏銳的企業(yè)家可能抓住這個(gè)機(jī)會(huì)去興辦企業(yè)，生產(chǎn)他們需要的更便宜且更有效的商品。經(jīng)濟(jì)衰退也可能擴(kuò)大潛在創(chuàng)業(yè)者的規(guī)模，因?yàn)楹芏嘣疽獙ふ乙粋€(gè)穩(wěn)定的工作的人，將會(huì)重塑自己為企業(yè)家。圣克魯茲的加利福尼亞大學(xué)的羅伯特費(fèi)爾利最近的一項(xiàng)研究發(fā)現(xiàn)，在失業(yè)率高達(dá)兩位數(shù)的大城市，美國(guó)人的月均創(chuàng)業(yè)比率大約兩倍于那些失業(yè)率在2%以下的地區(qū)。

　　A recession is a difficult time to start a company, of course. Credit is scarce. Would-beentrepreneurs are further handicapped by falling asset prices, since they might want to usetheir homes as collateral for a start-up loan. Whether downturns on balance help or hurtentrepreneurs depends therefore on the relative strength of these opposing sets of forces.

　　當(dāng)然，在經(jīng)濟(jì)衰退期間創(chuàng)業(yè)總是相當(dāng)艱難的。信用稀缺，且不斷下降的資產(chǎn)價(jià)格更成為未來(lái)的企業(yè)家們創(chuàng)業(yè)的進(jìn)一步障礙，因此他們可能以房屋為抵押，從而獲得啟動(dòng)資金。因此，資產(chǎn)負(fù)債表的惡化對(duì)企業(yè)家是有利還是有害，取決于他們的相對(duì)資本實(shí)力。

　　Mr Fairlie finds evidence that the spur to enterprise during the most recent recession inAmerica from a drying-up of other employment opportunities outweighed the drag onbusiness formation from a collapsing housing market. That said, a shrinking economy alsomakes it hard for young firms to take root and grow. A study commissioned by the KaufmannFoundation, an organisation devoted to entrepreneurs, suggests that young companies,typically responsible for the bulk of US job creation, added only 2.3m jobs in 2009, downfrom about 3m a year earlier.

　　費(fèi)爾利在美國(guó)最近的經(jīng)濟(jì)衰退中發(fā)現(xiàn)的證據(jù)表明，其他就業(yè)機(jī)會(huì)的枯竭對(duì)創(chuàng)業(yè)的刺激超過(guò)了崩潰的房地產(chǎn)市場(chǎng)的阻礙。也就是說(shuō)，經(jīng)濟(jì)萎縮也使得年輕企業(yè)難以扎根和成長(zhǎng)?？挤蚵饡?huì)資助的一項(xiàng)研究表明，美國(guó)大多數(shù)就業(yè)機(jī)會(huì)的增加要?dú)w功于新企業(yè)，在2009年僅增加了230萬(wàn)就業(yè)，而在去年這數(shù)字是300萬(wàn)左右。

　　Tough times do not suddenly prompt everyone to start a business. The vast majority ofpeople who reach working age during a downturn still look for a job. But research alsosuggests that recessions have lasting effects on how executives manage businesses. JohnGraham of Duke University and Krishnamoorthy Narasimhan of PIMCO, a bond manager,have found that chief executives who lived through the Depression tended to run companieswith lower debt levels . Ina new study, Antoinette Schoar and Luo Zuo of the Massachusetts Institute of Technologyshow that companies run many years later by people who cut their teeth during bleak times,when money was tight and customers harder to find, are systematically different from thoserun by managers whose formative experiences date back to expansionary times, whencredit and optimism were in ample supply.

　　艱難的日子并非突然促使每個(gè)人去創(chuàng)業(yè)。在衰退時(shí)期，絕大多數(shù)處于工作年齡的人仍然會(huì)去尋找工作。但是有研究表明，衰退對(duì)管理層管理企業(yè)的方式有著持續(xù)的影響。杜克大學(xué)的約翰葛拉漢和太平洋投資管理公司的債券經(jīng)理 Krishnamoorthy Narasimhan發(fā)現(xiàn)蕭條期間的首席執(zhí)行官傾向于以更低的債務(wù)水平運(yùn)營(yíng)公司。在一項(xiàng)新研究中，麻省理工學(xué)院的安托瓦內(nèi)特肖爾和佐羅發(fā)現(xiàn)，那些曾在黑暗時(shí)期創(chuàng)業(yè)的企業(yè)家管理多年的公司，與僅經(jīng)歷擴(kuò)張時(shí)期的企業(yè)家的公司有系統(tǒng)性的差別。

　　By carefully dissecting the careers of over 5,700 bosses of companies that have been on theS P 1500 list, Ms Schoar and Mr Zuo found that those who began their managementcareers during a bust were substantially more risk-averse, took on less debt and generallywere more conservative managers than the rest of the sample, even many decades later.That will strike critics of the over-leveraged company as thoroughly good news, but it is hardto say whether this effect is entirely benign.

　　通過(guò)詳細(xì)分析那些公司曾入標(biāo)普1500的公司的 5700多名老板的職業(yè)生涯，肖爾女士和佐先生發(fā)現(xiàn)，那些在蕭條時(shí)期開(kāi)始管理生涯的人更不愿意冒險(xiǎn)，公司的負(fù)債更少。此外，即使幾十年之后，相對(duì)于樣本中的其他老板，他們亦更保守。這對(duì)于那些指責(zé)公司過(guò)度負(fù)債的批評(píng)家來(lái)說(shuō)，應(yīng)該是徹底的好消息。然而，很難判斷這樣的效應(yīng)是否是完全良性的。

　　Bosses whose careers began in a recession also tend to be so concerned about cost-effectiveness that the companies they go on to run spend less on research and development.They may thus be too conservative: firms with bosses whose professional baptism camein a weak economy have lower returns on assets than those run by other managers.

　　那些在衰退時(shí)期開(kāi)始管理者生涯的人，傾向于過(guò)多地關(guān)注企業(yè)的成本效益，以致他們研發(fā)的投入較少。他們也可能因此變得過(guò)于保守：對(duì)于那些職業(yè)生涯受過(guò)經(jīng)濟(jì)低迷的嚴(yán)峻考驗(yàn)的老板，他們的企業(yè)的資產(chǎn)回報(bào)率相比其他老板的要低。

　　Why should this be? One plausible explanation is that recessions affect the way peopletake decisions. Management styles are surely in part the result of the kinds of problems aperson has had to grapple with. Even a risk-lover may end up taking more conservativefinancial decisions in a weak economy. If these decisions serve him well in lean times, thenhe may conclude that fiscal prudence is a stance worth sticking with in years of plenty.

　　這是為什么呢?一個(gè)合理的解釋是經(jīng)濟(jì)衰退影響人們的決策方式。企業(yè)家的管理風(fēng)格在一定程度上取決于他們過(guò)去所應(yīng)對(duì)的各種難題。即使一個(gè)風(fēng)險(xiǎn)愛(ài)好者也可能在經(jīng)濟(jì)不景氣的時(shí)候最終選擇保守的融資決策。如果那些決策在拮據(jù)時(shí)期給他帶來(lái)了好處，那么他可能得出這樣的結(jié)論，即使在經(jīng)濟(jì)繁榮的時(shí)候，審慎的投融資仍是值得我們持續(xù)堅(jiān)持的立場(chǎng)。

　　Downturns also funnel people into different jobs from those they might otherwise haveentered. A 2008 study by Paul Oyer of Stanford University found that Stanford MBAsdisproportionately shunned Wall Street during a bear market. This may seem unsurprisingwho wants a job in finance when the market is tanking? But there are reasons to believethat these choices make a difference well into the future. Those who begin their careers in abust are less footloose than their boom-time equivalents. Ms Schoar and Mr Zuo find thatthe average recession-scarred chief executive is more likely to have risen through the ranksof a firm than the norm, and is less likely to have switched employers or jumped from oneindustry to another.

　　若不存在經(jīng)濟(jì)下滑，人們可能會(huì)選擇不同的工作。2008年，斯坦福大學(xué)的保羅奧耶研究發(fā)現(xiàn)，斯坦福的工商管理碩士在熊市時(shí)都或多或少地避免在華爾街就業(yè)。這看起來(lái)不足為奇在股市大滑坡之際，又有誰(shuí)愿意在金融領(lǐng)域工作呢?但是我們有理由相信，這些選擇的影響將會(huì)波及未來(lái)。相比那些在經(jīng)濟(jì)繁榮期間開(kāi)始工作的同行，在蕭條期間開(kāi)創(chuàng)職業(yè)生涯的人顯得更穩(wěn)定。肖爾女士和 佐先生發(fā)現(xiàn)一般經(jīng)歷過(guò)經(jīng)濟(jì)衰退的首席執(zhí)行官有更大的可能是從公司的底層一步步爬上來(lái)的，也不大可能跳槽或變換所從事的行業(yè)。

　　The pool of candidates for top jobs in a particular industry reflects the choices that peoplemake early on in their working lives. Yet these choices are the result not only of managerspreferences and abilities, as you might expect, but also of the economic circumstances thatprevailed at the time they began working. Whether they were set up during a boom or abust, todays firms are deeply affected by the economic fluctuations of the past.

　　某一特定行業(yè)最高職位可供選擇的人才反映了他們?cè)诠ぷ鞒跗谒龅倪x擇。然而，這些選擇不僅僅依賴(lài)經(jīng)理的偏好和工作能力，正如你所預(yù)料的，也取決于他們開(kāi)始工作時(shí)所處的經(jīng)濟(jì)環(huán)境。不管企業(yè)是在衰退又或者在繁榮時(shí)期創(chuàng)設(shè)的，現(xiàn)在的企業(yè)都深受過(guò)去經(jīng)濟(jì)波動(dòng)的影響。

　　Downturn, start up -The effects of recessions onentrepreneurs and managers run deep

　　衰退與創(chuàng)業(yè) 經(jīng)濟(jì)衰退對(duì)企業(yè)家和經(jīng)理人的影響在加劇

　　THE list of famous companies founded duringeconomic downturns is long and varied. It includesGeneral Motors, AT T, Disney and MTV, allfounded during recessions. A 2009 study found thatover half of Fortune 500 companies got their startduring a downturn or a bear market. A recession, itseems, may not be an entirely bad time to start acompany. Indeed, busts cast a longer shadow on the business landscapethan is commonly realised, because they influence both the rate of business formation andhow existing firms are run.

　　在經(jīng)濟(jì)衰退期間創(chuàng)辦的知名企業(yè)數(shù)量很多，且各式各樣的行業(yè)都有。通用汽車(chē)、美國(guó)電話(huà)電報(bào)公司、迪士尼和音樂(lè)電視等都是在經(jīng)濟(jì)衰退時(shí)創(chuàng)建的。2009年有研究發(fā)現(xiàn)，超過(guò)一半的財(cái)富500強(qiáng)公司都是在衰退或熊市期間創(chuàng)設(shè)的。經(jīng)濟(jì)衰退時(shí)期，看起來(lái)并非完全不適合創(chuàng)設(shè)新公司。事實(shí)上，蕭條對(duì)經(jīng)濟(jì)的商業(yè)環(huán)境的影響遠(yuǎn)比一般人意識(shí)到的要深遠(yuǎn)，因?yàn)樗鼈兗扔绊懶缕髽I(yè)的設(shè)立速度又影響現(xiàn)有企業(yè)的運(yùn)營(yíng)狀況。

　　Some argue that recessions speed up the process of productive economic churnwhatJoseph Schumpeter called creative destruction. The destruction part is easy to see:downturns kill businesses, leaving boarded-up windows on the high street as theirgravestones. But recessions may also spur the creation of new businesses.

　　有些人認(rèn)為，經(jīng)濟(jì)衰退可以加快經(jīng)濟(jì)結(jié)構(gòu)的調(diào)整進(jìn)程約瑟夫熊彼特稱(chēng)這為創(chuàng)造性破壞。破壞那部分很容易理解：經(jīng)濟(jì)衰退讓企業(yè)倒閉，大街上剩下的那些用木板釘牢的窗戶(hù)就如同他們的墓碑。然而，經(jīng)濟(jì)衰退也可能刺激新行業(yè)的誕生。

　　When people suddenly have less money to spend, clever entrepreneurs may see anopportunity to set up businesses that give them what they want more cheaply orefficiently. Downturns may also swell the ranks of potential firm creators, because manywho might otherwise have sought a stable salary will reinvent themselves as entrepreneurs.A recent study by Robert Fairlie of the University of California, Santa Cruz found that theproportion of Americans who start a new business each month is on average about half ashigh again in metropolitan areas where unemployment is in double digits as in thosewhere it is under 2%.

　　當(dāng)人們的可支配的收入突然減少，敏銳的企業(yè)家可能抓住這個(gè)機(jī)會(huì)去興辦企業(yè)，生產(chǎn)他們需要的更便宜且更有效的商品。經(jīng)濟(jì)衰退也可能擴(kuò)大潛在創(chuàng)業(yè)者的規(guī)模，因?yàn)楹芏嘣疽獙ふ乙粋€(gè)穩(wěn)定的工作的人，將會(huì)重塑自己為企業(yè)家。圣克魯茲的加利福尼亞大學(xué)的羅伯特費(fèi)爾利最近的一項(xiàng)研究發(fā)現(xiàn)，在失業(yè)率高達(dá)兩位數(shù)的大城市，美國(guó)人的月均創(chuàng)業(yè)比率大約兩倍于那些失業(yè)率在2%以下的地區(qū)。

　　A recession is a difficult time to start a company, of course. Credit is scarce. Would-beentrepreneurs are further handicapped by falling asset prices, since they might want to usetheir homes as collateral for a start-up loan. Whether downturns on balance help or hurtentrepreneurs depends therefore on the relative strength of these opposing sets of forces.

　　當(dāng)然，在經(jīng)濟(jì)衰退期間創(chuàng)業(yè)總是相當(dāng)艱難的。信用稀缺，且不斷下降的資產(chǎn)價(jià)格更成為未來(lái)的企業(yè)家們創(chuàng)業(yè)的進(jìn)一步障礙，因此他們可能以房屋為抵押，從而獲得啟動(dòng)資金。因此，資產(chǎn)負(fù)債表的惡化對(duì)企業(yè)家是有利還是有害，取決于他們的相對(duì)資本實(shí)力。

　　Mr Fairlie finds evidence that the spur to enterprise during the most recent recession inAmerica from a drying-up of other employment opportunities outweighed the drag onbusiness formation from a collapsing housing market. That said, a shrinking economy alsomakes it hard for young firms to take root and grow. A study commissioned by the KaufmannFoundation, an organisation devoted to entrepreneurs, suggests that young companies,typically responsible for the bulk of US job creation, added only 2.3m jobs in 2009, downfrom about 3m a year earlier.

　　費(fèi)爾利在美國(guó)最近的經(jīng)濟(jì)衰退中發(fā)現(xiàn)的證據(jù)表明，其他就業(yè)機(jī)會(huì)的枯竭對(duì)創(chuàng)業(yè)的刺激超過(guò)了崩潰的房地產(chǎn)市場(chǎng)的阻礙。也就是說(shuō)，經(jīng)濟(jì)萎縮也使得年輕企業(yè)難以扎根和成長(zhǎng)。考夫曼基金會(huì)資助的一項(xiàng)研究表明，美國(guó)大多數(shù)就業(yè)機(jī)會(huì)的增加要?dú)w功于新企業(yè)，在2009年僅增加了230萬(wàn)就業(yè)，而在去年這數(shù)字是300萬(wàn)左右。

　　Tough times do not suddenly prompt everyone to start a business. The vast majority ofpeople who reach working age during a downturn still look for a job. But research alsosuggests that recessions have lasting effects on how executives manage businesses. JohnGraham of Duke University and Krishnamoorthy Narasimhan of PIMCO, a bond manager,have found that chief executives who lived through the Depression tended to run companieswith lower debt levels . Ina new study, Antoinette Schoar and Luo Zuo of the Massachusetts Institute of Technologyshow that companies run many years later by people who cut their teeth during bleak times,when money was tight and customers harder to find, are systematically different from thoserun by managers whose formative experiences date back to expansionary times, whencredit and optimism were in ample supply.

　　艱難的日子并非突然促使每個(gè)人去創(chuàng)業(yè)。在衰退時(shí)期，絕大多數(shù)處于工作年齡的人仍然會(huì)去尋找工作。但是有研究表明，衰退對(duì)管理層管理企業(yè)的方式有著持續(xù)的影響。杜克大學(xué)的約翰葛拉漢和太平洋投資管理公司的債券經(jīng)理 Krishnamoorthy Narasimhan發(fā)現(xiàn)蕭條期間的首席執(zhí)行官傾向于以更低的債務(wù)水平運(yùn)營(yíng)公司。在一項(xiàng)新研究中，麻省理工學(xué)院的安托瓦內(nèi)特肖爾和佐羅發(fā)現(xiàn)，那些曾在黑暗時(shí)期創(chuàng)業(yè)的企業(yè)家管理多年的公司，與僅經(jīng)歷擴(kuò)張時(shí)期的企業(yè)家的公司有系統(tǒng)性的差別。

　　By carefully dissecting the careers of over 5,700 bosses of companies that have been on theS P 1500 list, Ms Schoar and Mr Zuo found that those who began their managementcareers during a bust were substantially more risk-averse, took on less debt and generallywere more conservative managers than the rest of the sample, even many decades later.That will strike critics of the over-leveraged company as thoroughly good news, but it is hardto say whether this effect is entirely benign.

　　通過(guò)詳細(xì)分析那些公司曾入標(biāo)普1500的公司的 5700多名老板的職業(yè)生涯，肖爾女士和佐先生發(fā)現(xiàn)，那些在蕭條時(shí)期開(kāi)始管理生涯的人更不愿意冒險(xiǎn)，公司的負(fù)債更少。此外，即使幾十年之后，相對(duì)于樣本中的其他老板，他們亦更保守。這對(duì)于那些指責(zé)公司過(guò)度負(fù)債的批評(píng)家來(lái)說(shuō)，應(yīng)該是徹底的好消息。然而，很難判斷這樣的效應(yīng)是否是完全良性的。

　　Bosses whose careers began in a recession also tend to be so concerned about cost-effectiveness that the companies they go on to run spend less on research and development.They may thus be too conservative: firms with bosses whose professional baptism camein a weak economy have lower returns on assets than those run by other managers.

　　那些在衰退時(shí)期開(kāi)始管理者生涯的人，傾向于過(guò)多地關(guān)注企業(yè)的成本效益，以致他們研發(fā)的投入較少。他們也可能因此變得過(guò)于保守：對(duì)于那些職業(yè)生涯受過(guò)經(jīng)濟(jì)低迷的嚴(yán)峻考驗(yàn)的老板，他們的企業(yè)的資產(chǎn)回報(bào)率相比其他老板的要低。

　　Why should this be? One plausible explanation is that recessions affect the way peopletake decisions. Management styles are surely in part the result of the kinds of problems aperson has had to grapple with. Even a risk-lover may end up taking more conservativefinancial decisions in a weak economy. If these decisions serve him well in lean times, thenhe may conclude that fiscal prudence is a stance worth sticking with in years of plenty.

　　這是為什么呢?一個(gè)合理的解釋是經(jīng)濟(jì)衰退影響人們的決策方式。企業(yè)家的管理風(fēng)格在一定程度上取決于他們過(guò)去所應(yīng)對(duì)的各種難題。即使一個(gè)風(fēng)險(xiǎn)愛(ài)好者也可能在經(jīng)濟(jì)不景氣的時(shí)候最終選擇保守的融資決策。如果那些決策在拮據(jù)時(shí)期給他帶來(lái)了好處，那么他可能得出這樣的結(jié)論，即使在經(jīng)濟(jì)繁榮的時(shí)候，審慎的投融資仍是值得我們持續(xù)堅(jiān)持的立場(chǎng)。

　　Downturns also funnel people into different jobs from those they might otherwise haveentered. A 2008 study by Paul Oyer of Stanford University found that Stanford MBAsdisproportionately shunned Wall Street during a bear market. This may seem unsurprisingwho wants a job in finance when the market is tanking? But there are reasons to believethat these choices make a difference well into the future. Those who begin their careers in abust are less footloose than their boom-time equivalents. Ms Schoar and Mr Zuo find thatthe average recession-scarred chief executive is more likely to have risen through the ranksof a firm than the norm, and is less likely to have switched employers or jumped from oneindustry to another.

　　若不存在經(jīng)濟(jì)下滑，人們可能會(huì)選擇不同的工作。2008年，斯坦福大學(xué)的保羅奧耶研究發(fā)現(xiàn)，斯坦福的工商管理碩士在熊市時(shí)都或多或少地避免在華爾街就業(yè)。這看起來(lái)不足為奇在股市大滑坡之際，又有誰(shuí)愿意在金融領(lǐng)域工作呢?但是我們有理由相信，這些選擇的影響將會(huì)波及未來(lái)。相比那些在經(jīng)濟(jì)繁榮期間開(kāi)始工作的同行，在蕭條期間開(kāi)創(chuàng)職業(yè)生涯的人顯得更穩(wěn)定。肖爾女士和 佐先生發(fā)現(xiàn)一般經(jīng)歷過(guò)經(jīng)濟(jì)衰退的首席執(zhí)行官有更大的可能是從公司的底層一步步爬上來(lái)的，也不大可能跳槽或變換所從事的行業(yè)。

　　The pool of candidates for top jobs in a particular industry reflects the choices that peoplemake early on in their working lives. Yet these choices are the result not only of managerspreferences and abilities, as you might expect, but also of the economic circumstances thatprevailed at the time they began working. Whether they were set up during a boom or abust, todays firms are deeply affected by the economic fluctuations of the past.

　　某一特定行業(yè)最高職位可供選擇的人才反映了他們?cè)诠ぷ鞒跗谒龅倪x擇。然而，這些選擇不僅僅依賴(lài)經(jīng)理的偏好和工作能力，正如你所預(yù)料的，也取決于他們開(kāi)始工作時(shí)所處的經(jīng)濟(jì)環(huán)境。不管企業(yè)是在衰退又或者在繁榮時(shí)期創(chuàng)設(shè)的，現(xiàn)在的企業(yè)都深受過(guò)去經(jīng)濟(jì)波動(dòng)的影響。