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101.
102.
Disruptive technologies create growth in the industries they penetrate or create entirely new industries through the introduction of products and services that are dramatically cheaper, better, and more convenient. These disruptive technologies often disrupt workforce participation by allowing technologically unsophisticated individuals to enter and become competitive in the industrial workforce. Disruptive technologies offer a revolutionary change in the conduct of processes or operations.Disruptive technologies can evolve from the confluence of seemingly diverse technologies or can be a result of an entirely new technological investigation. Existing planning processes are notoriously poor in identifying the mix of sometimes highly disparate technologies required to address the multiple performance objectives of a particular niche in the market. For a number of reasons, especially the inability to look beyond short-term profitability, and the risk/return tradeoff of longer term projects, it is suggested that current strategic planning and management processes promote sustaining technologies at the expense of disruptive technologies.We propose a systematic approach to identify disruptive technologies that is realistic and operable and takes advantage of the text mining literature. This literature-based discovery process is especially useful in identifying potential disruptive technologies that may require the input from many diverse technological and management areas. We believe that this process holds great potential for identifying projects with a higher probability of downstream success. Further, we suggest a process to take the identified potential disruptive technology from the “idea stage” through to the development of a potentially feasible product for the market. This second stage makes use of workshops and roadmapping to codify the ideas of technological and management experts, who were identified in the literature-based discovery stage. Our goal is to describe and explain the pragmatic steps suggested by our innovative and practical process.The proposed process could identify technologies whose eventual development and application to specific problems would generate innovative products. The goal is to isolate technologies that have the potential to redefine an industry, or alternatively, have the potential to create an entirely new industrial setting. Use the text-mining component of literature-based discovery to identify both the technical disciplines that are likely candidates for disruptive technological products, and experts in these critical technical and managerial disciplines. While we know that this is but one way to investigate nascent disruptive technologies we feel it is imperative that the representatives of these potentially critical technical disciplines are included in the roadmap development process, either as implementers or as consultants.Every firm is looking for “the next great thing”. Literature-based discovery offers a starting point for identifying at least a portion of the major contributory technical and managerial disciplines necessary for potential disruptive technologies and discontinuous innovations. Combining literature-based discovery with a practical workshop/roadmap process dramatically enhances the likelihood of success. 相似文献
103.
《Business Horizons》2022,65(3):341-349
Digitalization is transforming the industrial landscape. Smarter products, data-based services, and new business models promise to reshape the whole manufacturing industry. But just below the visible excitement lurk unexpected tensions and challenges that can make digital transformation an excruciating journey for industrial companies. In this article, we decipher the digital transformation strategy choices of leading industrial firms in a highly innovative country. We then identify four dominant tensions that managers need to sort out. We also provide guiding principles for selecting a digital transformation strategy capable of overcoming each of the identified tensions. 相似文献
104.
各省相似的区域创新体系忽视了本土特色,需要围绕本地科技需求突破传统范式。竞争优势的获得可以选择突破性创新模式,包括以价值创新为基石的超越战略模式和以区域特色为基础的对比战略模式,从产业、全局、组织、需求、顺序、执行几个层面实施。 相似文献
105.
赵杰 《技术经济与管理研究》2014,(1):22-26
鉴于突破性创新无论是在创新本身特性还是在机会识别以及技术发展过程等方面均与传统的渐进性创新截然不同,导致其投资决策分析所采用传统的DCF法和NPV判断规则将不能完全反映整个创新过程中投资者所面临诸多动态变化的不确定性影响因素以及由此带来项目价值的改变。因此如何选择正确的投资决策方法来准确估算投资项目的价值,把握项目创新过程中最佳的投资机会,是众多投资者的困惑,也是企业突破性创新发展成功的根本保证之一。通过剖析突破性创新的特点和传统投资决策分析方法的弊端,引入了以二项式或四项式为基础的实物期权模型来估计项目价值,充分考虑了项目突破性创新过程中各种不确定性因素对项目价值的影响,具有很强的实践价值。 相似文献
106.
3D打印鲜明的技术特性和经济特性使之被认为是一项颠覆性创新,与其特性相匹配的应用和商业模式能够帮助发挥其颠覆性作用,带来社会变革。基于颠覆性创新理论,从3D打印目前的应用发展情况入手,讨论了3D打印满足颠覆性创新特征的应用形式,即社会化制造。通过两则企业案例,从价值网视角对社会化制造的商业模式要素构成、内容及关系进行分析,探索其共性之处。最后,根据我国3D打印现状讨论当前存在的不足,为3D打印社会化制造的发展提出对策建议。 相似文献
107.
《Technology Analysis & Strategic Management》2012,24(8):843-861
Highly uncertain dynamics of New and Emerging Science and Technologies pose special challenges to traditional forecasting tools. This paper explores the systematisation of the ‘Forecasting Innovation Pathways’ analytical approach through the application of Tech Mining. Once a set of multi-database, emerging technology search results has been obtained, we devise a means to help extract intelligence on key technology components and functions, major stakeholders, and potential applications. We present results pertaining to the development of dye-sensitised solar cells. 相似文献
108.
The growth of new technological innovations has given rise to a highly digitized retailing world that is re-defining the consumer purchase journey. Innovations, such as Amazon's Alexa, Dash-buttons (physical and virtual), and Spark, have indeed led to the creation of an Omni-channel journey that reshaped the shopping experience. Such tech-disruptions are likely to have a significant bearing on shoppers, brands and retailers, which is expected to vary between the short and the long-term. A quantitative research based on 600 U.S. Amazon customers studied the long-term incremental sales effect of e-retailers' tech innovations when driven by impulsive shopping behavior. The findings show that while retailers' tech-driven solutions would increase shoppers' impulsiveness, and hence sales, their continued interaction with such purchasing solutions would decline over time, making the overall innovation cycle much shorter. 相似文献
109.
Eckhard Lichtenthaler Author Vitae 《Technological Forecasting and Social Change》2007,74(8):1109-1136
For established companies, radical technological change is not only a challenge, but it also constitutes a major source of failure. By establishing effective technology intelligence processes, companies may react to radical trends in time which is a prerequisite for coping with technological change. Therefore, this study analyzes the technology intelligence processes in 25 multinational companies in the pharmaceutical, telecommunications equipment and automobile industries in the context of radical technological change. In the three industries, the technologies combinatorial chemistry, dense wavelength division multiplexing (DWDM) and fuel cell are used as settings to analyze these processes on the technology level against the background of the company-level perspective. By applying this complex view, which allows to take into account interactions between different organizational mechanisms and between different hierarchical levels inside a firm, three types of organizing technology intelligence processes can be identified: the participatory, the hybrid and the hierarchical technology intelligence process. The organization of the technology intelligence process according to the three types is influenced by the corporate culture and the decision-making style of the companies. Furthermore, industry differences are identified which may be explained by different rates of radical technological change in the industries. This study suggests that more complex and differentiated views on radical technological change, on corporate technology intelligence processes and on the variety of organizational structures involved in these processes are required. 相似文献
110.
Oliver MarkleyAuthor Vitae 《Technological Forecasting and Social Change》2011,78(6):1079-1097
In technological forecasting and futures research on social change, the term wild card (a.k.a. disruptor or STEEP surprise), traditionally refers to a plausible future event that is estimated to have low probability but high impact should it occur.This article introduces:
- 1.
- A Type II Wild Card, defined as having high probability and high impact as seen by experts if present trends continue, but low credibility for non-expert stakeholders of importance.
- 2.
- A four-level typology of wild cards, leading to a systematic methodology for monitoring the emerging awareness and credibility of high probability disruptors and for assessment of stakeholder-specific views about them.
- •
- Research on how to diminish the discounting of Type II phenomena by institutional leaders
- •
- Monitoring of transitions in the perceived credibility of critical Type II STEEP Surprises by thought leaders
- •
- A Snowball Survey of wisdom leaders having multidisciplinary expertise from all walks of life to identify specific Type II possibilities (especially positive ones), they see as having greatest importance
- •
- A Cooperative Clearinghouse on STEEP Surprises for sharing of intelligence on highly probable/highly disruptive events, together with plausible impacts and proactive policies.