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111.
David B. Audretsch Erik E. Lehmann Nikolaus Seitz 《Entrepreneurship & Regional Development》2019,31(1-2):150-165
ABSTRACTWhile the direct positive effects of public cluster policy on subsidized industries are beyond controversy, the impact of such policy interventions on non-subsidized industries within the same region, that is, the indirect effect of public cluster policy, remains vague and unexplored. This study examines the impact of a prominent public cluster policy in Germany, the so-called Leading-Edge Cluster Competition. Based on a unique dataset, we analyse the spillover effects of this cluster policy initiative on those firms and industries, which have not been the primary target of the cluster policy. Our results suggest that public cluster policy seems to have an indirect negative effect on firms that have not primarily been related to the targeted industries; therefore, the concept of ‘agglomeration shadows’ might also apply to industries and related firms. Despite the existence of knowledge flows induced by additional governmental funding within a region, non-subsidized industries, that is, non-targeted firms, seem to be unable to compete against targeted industries and, therefore, suffer from a lack of human, financial and social capital. Based on our findings, we propose policy recommendations on how to best identify policy instruments aimed at augmenting innovation-driven growth across a broad spectrum of industries and regions. 相似文献
112.
The present paper examines the role of inventories for the short run adjustment behavior of firms. A theoretical model of a monopolistic firm carrying inventories that includes costs of adjusting output is examined. The model is tested empirically by using business survey data collected by the IFO-Institute, Munich. It is shown, that if data on individual firms are used and econometric estimation techniques are applied that properly take this into account, the estimates derived are fully compatible with the appealing idea of production smoothing by inventories. 相似文献
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Lord McCarthy 《Industrial Relations Journal》1981,12(6):5-9
In this article the author argues that while it is desirable to seek an early return to economic expansion and to control the rate of inflation these should not be seen as solutions to the unemployment problem. He advocates an approach which he describes as ‘long term, low cost, group specific, net job creation’. 相似文献
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The emergence of corporate governance in Russia 总被引:1,自引:0,他引:1
This article tracks the emergence of corporate governance through four stages of the Russia’s transition to a market economy from the mid-1980s to the present: commercialization, privatization, nomenklatura, and statization. For each stage, the government’s economic objectives are summarized, as well as the foundations for the development of and inhibitors to corporate governance. The problems of nondisclosure and nontransparency that made Russia one of the riskiest countries for investment are discussed. The article emphasizes the substantial progress made recently, culminating in the 2002 Corporate Code of Conduct. The article concludes with prospects for corporate governance to be considered by investors, including foreign executives and managers interested in direct investment in Russia. 相似文献
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This commentary on Klaus Meyer’s article, “Asian Management Research Needs More Self-confidence,” in the Asia Pacific Journal of Management (2006), discusses the need for Asian management research to look beyond the pressures for publication in top-tier, Western
scholarly academic journals. We reflect on our nearly two decades of research on Russian management to illustrate many of
Meyer’s ideas and insights in a different transition economy. We support his call for more context-specific research that
can also offer contributions to global management knowledge as well as indigenous management practice.
Sheila M. Puffer (PhD, University of California, Berkeley) is Professor of International Business at Northeastern University, and a Fellow at the Davis Center for Russian Studies at Harvard University. A former editor of The Academy of Management Executive, her research and publications focus primarily on management in Russia’s transition economy. Her more than 150 publications include numerous journal articles, as well as books including The Russian Management Revolution, Business and Management in Russia, The Russian Capitalist Experiment, and Corporate Governance in Russia. She also holds a diploma from the Plekhanov Institute of the National Economy, Moscow. Daniel J. McCarthy (DBA, Harvard University) is the Alan S. McKim and Richard A. D’Amore Distinguished Professor of Global Management and Innovation at Northeastern University, and is a Fellow at the Davis Center for Russian Studies at Harvard University. His research and publications center on strategic management, entrepreneurship, and corporate governance, particularly in Russia’s transition economy. He has more than 85 publications, including numerous journal articles, and four editions of Business Policy and Strategy, as well as Business and Management in Russia, The Russian Capitalist Experiment, and Corporate Governance in Russia. 相似文献
Daniel J. McCarthyEmail: |
Sheila M. Puffer (PhD, University of California, Berkeley) is Professor of International Business at Northeastern University, and a Fellow at the Davis Center for Russian Studies at Harvard University. A former editor of The Academy of Management Executive, her research and publications focus primarily on management in Russia’s transition economy. Her more than 150 publications include numerous journal articles, as well as books including The Russian Management Revolution, Business and Management in Russia, The Russian Capitalist Experiment, and Corporate Governance in Russia. She also holds a diploma from the Plekhanov Institute of the National Economy, Moscow. Daniel J. McCarthy (DBA, Harvard University) is the Alan S. McKim and Richard A. D’Amore Distinguished Professor of Global Management and Innovation at Northeastern University, and is a Fellow at the Davis Center for Russian Studies at Harvard University. His research and publications center on strategic management, entrepreneurship, and corporate governance, particularly in Russia’s transition economy. He has more than 85 publications, including numerous journal articles, and four editions of Business Policy and Strategy, as well as Business and Management in Russia, The Russian Capitalist Experiment, and Corporate Governance in Russia. 相似文献
120.
A company's social responsibility grounded in appropriate ethical values. Accountability for this foundation lies with the corporate leadership, which is responsible for establishing organizational values and culture. When a breach occurs in this leadership process, or when a transition‐economy organization is entering the global arena, an ethical turnaround is generally needed. We created this term to describe the leadership process needed to regain, or initially establish, corporate credibility and legitimacy in the eyes of stakeholders. These leadership requirements go beyond those needed in a strategic turnaround since they must help resuscitate an organization's cusses transformational leadership during ethical turnarounds in developed economies (focusing on Tyco) and in transition economies (focusing on Troika Dialog in Russia). We conclude with implications for business leaders in both economic settings. © 2008 Wiley Periodicals, Inc. 相似文献