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71.
Mike Wallace Dermot O'Reilly Jonathan Morris Rosemary Deem 《Public Management Review》2013,15(1):65-93
Abstract This article examines how far senior staff in English educational and health service organizations view themselves as leaders who are ‘change agents’ for government-driven reform and independent change agendas. The contribution of external leadership development provision to shaping these self-perceptions is explored. Special attention is paid to national leadership development bodies with different degrees of formal association with government. Whatever this relationship, such provision and other development support apparently reinforced a strong sense of personal agency (choice of action) associated with being a leader, empowering senior staff to adopt a modestly mediatory stance towards both reform and leadership development provision. 相似文献
72.
Andy Danford Mike Richardson Paul Stewart Stephanie Tailby Martin Upchurch 《New Technology, Work and Employment》2004,19(1):14-29
This article provides case study analysis of the impact of high performance work practices and workplace partnership on skilled workers in the UK's aerospace industry. In contrast to assumptions that such practices increase empowerment and participation we find evidence of a democratic deficit in workplace decision-making and deterioration in the quality of working life. 相似文献
73.
Mike Santarini 《电子经理世界》2006,(3):32
在过去的五年里,总部位于美国加利福尼亚San Jose Xilinx占价值达30亿美元的可编程逻辑器件(PLD)产品市场份额已经从30%窜升到50%,但是,Xilinx想要的更多。 相似文献
74.
Why environmental and resource economists should care about non-expected utility models 总被引:1,自引:0,他引:1
Experimental and theoretical analysis has shown that the conventional expected utility (EU) and subjective expected utility (SEU) models, which are linear in probabilities, have serious limitations in certain situations. We argue here that these limitations are often highly relevant to the work that environmental and natural resource economists do. We discuss some of the experimental evidence and alternatives to the SEU. We consider the theory used, the problems studied, and the methods employed by resource economists. Finally, we highlight some recent work that has begun to use some of the alternatives to the EU and SEU frameworks and discuss areas where much future work is needed. 相似文献
75.
This article investigates the effects of negotiated and unilaterally imposed change on employee relations in the German subsidiaries of a Finnish and a German multi‐national company (MNC). We look at how the strategies affect the sustainability of the current German model of employee relations and highlight some of the disadvantages of this model for global MNCs. 相似文献
76.
Favourable labour market outcomes are essential for economic and social cohesion within the newly enlarged European Union. However, Eurobarometer evidence indicates that many in the 10 incoming countries are not convinced that membership will deliver such a result. Also, there is no unambiguous theoretical framework that suggests otherwise. A more optimistic scenario can be obtained by reference to the experiences of earlier low‐income Community entrants during their first years of membership, although long‐term convergence has remained elusive. 相似文献
77.
A conceptual framework is extended to take into account differences between inexperienced novice entrepreneurs (that is, individuals with no prior private business ownership experience) and experienced serial and portfolio entrepreneurs. Some policymakers and practitioners are considering whether resources could be more effectively utilized if they were targeted toward serial and portfolio entrepreneurs, rather than in the form of additional initiatives to increase the pool of “pure” nascent entrepreneurs and novice entrepreneurs. To inform this policy debate, similarities and differences between novice, serial, and portfolio entrepreneurs are highlighted with regard to their decisions, actions, performance, and aspirations. We detected that portfolio entrepreneurs were more likely to express dimensions of entrepreneurial behavior. A case for targeted support tailored to the aspirations and needs of novice, serial, and portfolio entrepreneurs is presented. 相似文献
78.
This paper presents a simple, fast method (or management tool) for the analysis and improvement of software-intensive complex products and systems (CoPS) called software analysis-software improvement (SA-SI). The tool relies on outside intervention, rapid data collection and structured in-company workshops. The distinctive feature of the method is that it focuses on the 'soft', human side of the software development process and examines and compares formal (or rational) processes ('what should be') with real, actual practices ('what is'), in order to identify problems, their causes and strategies for improvement. The tool complements existing formal approaches by delivering a 'bottom up', grass roots, practitioner view of real processes in action. The purpose of SA-SI is to help overcome the severe problems of measuring, analysing and improving performance in large scale, complex software projects. An illustrative case example (Company X) is used to show how the tool is applied and how it confronts the problem of actual/real processes differing from ideal/formal processes. It also shows how SA-SI is used to identify process 'hot spots'(severe problems), analyse their causes and identify solutions. The paper provides guidance on typical problems encountered in running SA-SI and how to overcome them. It also shows how the tool has been modified and extended to deal with other complex domains and innovation management issues. Although SA-SI cannot be a substitute for a change programme, it can play a useful part in complementing ongoing improvement activities. From a research perspective, the method helps link up studies from the organisational development and software fields and assists in 'closing the loop' between innovation research and business practice. 相似文献
79.
Haibin?Yang Sunny?Li?Sun Zhiang??Lin Mike?W.?Peng 《Asia Pacific Journal of Management》2011,28(2):239-255
Few scholars would dispute the argument that mergers and acquisitions (M&As) are different in China and the United States,
but we know little about how they differ. This article reports one of the first studies that systematically compares and contrasts
how M&As differ in these two countries. While prior research on M&As tends to emphasize economic and financial explanations
while treating firms as atomistic actors severed from their institutional and network relations, we develop a new theoretical
framework based on relational, behavioral, and institutional perspectives. We not only consider firms as learning actors embedded
in network relations, but also compare and contrast their M&A patterns between China and the United States, two distinctive
institutional contexts. We find that both a firm’s structural hole position and its learning orientation (exploration/exploitation)
in alliances have direct and joint impacts on subsequent M&As. Further, such impacts differ across the two countries, due
to their institutional disparities. 相似文献
80.