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61.
Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings 下载免费PDF全文
Sebastian C. Schuh Xin‐an Zhang Frederick P. Morgeson Peng Tian Rolf van Dick 《人力资源管理》2018,57(1):397-409
Organizations increasingly depend on employee efforts to innovate. However, the quality of relationships between leaders and employees may affect the recognition that employees receive for their innovative work behaviors. Drawing from a social cognition perspective, we tested a model in which leader–member exchange (LMX) moderates the impact of employee innovative work behavior on supervisory ratings of employee performance. Results from two multisource studies combining self, colleague, and supervisor ratings consistently showed that employees receive more favorable performance ratings by engaging in innovative work behavior when they have high‐quality LMX relationships. Moreover, we found that this interactive relationship was mediated by leader perceptions of innovative employee efforts, providing support for a moderated mediation model. Implications for the literatures on performance appraisal, LMX, and innovation are discussed. 相似文献
62.
C. Pich 《Journal of Marketing Communications》2018,24(1):35-52
This paper seeks to address the limited understanding of how to operationalise the external brand image of a political brand. More specifically, this research critically assesses the transfer potential of the six variables of brand image by Bosch, Venter, Han and Boshoff to deconstruct the UK Conservative Party brand from the perspective of young people aged 18–24 years during the 2010 UK General Election campaign. This research demonstrates the applicability of the six variables otherwise known as the ‘brand image framework’ to the political environment. However, the application of the brand image framework in its original conceptualisation proved problematic. Many of the brand image variables were clarified, rearticulated and simplified to address the political context. This refined conceptualisation provided an in-depth understanding of how to investigate the political brand image of David Cameron’s Conservative Party. This study addresses the paucity of research that operationalises external brand image and provides practitioners and academics within and beyond the context of political branding a mechanism to understand the external orientation of brands. This research may also be used by political and non-political brands as a basis to explore external brand image and compare its consistency with internal brand identity. 相似文献
63.
Journal of Consumer Policy - 相似文献
64.
Johannes W. F. C. van Lieshout Andre H. J. Nijhof Gijs J. W. Naarding Robert J. Blomme 《Business Strategy and the Environment》2021,30(8):4068-4080
This paper aims to enhance our understanding of the relationship between organizations' strategic orientation (i.e., instrumental, equidistant, and stewardship) and their innovational strategy (i.e., organizational ambidexterity and open innovation), and this relationship's influence on their sustainability performance. We expected organizations' strategic orientation to influence their innovational strategy and exhibit better corporate sustainability. We focused on 12 different multinational organizations in the Eurozone and found that inbound open innovation acts as a driver for corporate sustainability while simultaneously positively enabling organizations to pursue both financial and social initiatives. After suggesting open innovation as a new corporate sustainability antecedent, we only found empirical evidence of inbound open innovation. However, we would suggest that if organizations incorporated outbound open innovation in their strategy, they could likely improve their corporate sustainability. Also, we found that achieving an equidistant or stewardship orientation paves the way for sustainability to become an integral part of an organization's innovational culture and actualizes the organization's strategic behavior. Our findings further contribute to a deeper understanding of organizations' characteristics as their sustainability commitment grows and as they move from an instrumental to a stewardship orientation and implement an open innovational strategy. 相似文献
65.
Digital transformation is fundamentally changing the business landscape. It is also affecting the roles of top managers within firms. Our survey of more than 160 senior managers in Europe suggests that digitalization, rather than encouraging more decentralized forms of management, will lead to an expanded role for headquarters and further empowerment of top managers. While acknowledging the benefits of the digital transformation, in this Executive Digest we identify five key challenges for newly empowered top managers and offer solutions for these digitalization traps. 相似文献
66.
Call Andrew C. Hewitt Max Watkins Jessica Yohn Teri Lombardi 《Review of Accounting Studies》2021,26(1):1-36
Review of Accounting Studies - I/B/E/S is a common source of analyst earnings forecast data, and the reliability of these data is important for practice and academic research. Examining a common... 相似文献
67.
Emilio Said Ahmed Bel Hadj Ayed Damien Thillou Jean-Jacques Rabeyrin Frédéric Abergel 《Quantitative Finance》2021,21(1):69-84
This paper deals with a fundamental subject that has seldom been addressed in recent years, that of market impact in the options market. Our analysis is based on a proprietary database of metaorders—large orders that are split into smaller pieces before being sent to the market—on one of the main Asian markets. In line with our previous work on the equity market [Said, E., Bel Hadj Ayed, A., Husson, A. and Abergel, F., Market impact: A systematic study of limit orders. Mark. Microstruct. Liq., 2018, 3(3&4), 1850008.], we propose an algorithmic approach to identify metaorders, based on some implied volatility parameters, the at the money forward volatility and at the money forward skew. In both cases, we obtain results similar to the now well-understood equity market: Square-Root Law, Fair Pricing Condition and Market Impact Dynamics. 相似文献
68.
In addition to explicit contracts, corporations issue their stakeholders implicit claims, including fair treatment of employees and the promise of continuing service to customers. Corporate value is created by selling these implicit claims for more than it costs to honour them. Recently, a new class of non-investor stakeholders, related to environmental, social and governance (ESG) issues, has arisen. Although many ESG advocates stress their role in creating shareholder value, they do not explain how this value creation occurs. This paper shows that implicit claims provide a critical link that ties non-investor stakeholders and ESG to shareholder value, both its creation and its possible destruction. 相似文献
69.
Joseph Amankwah-Amoah Zaheer Khan Ellis L.C. Osabutey 《International Business Review》2021,30(3):101802
The emergence of the COVID-19 pandemic has adversely affected the fortunes of multiple companies around the globe. Accordingly, questions are increasingly being asked about how organizations can revitalize during and after a crisis. Yet, we have limited understanding of how organizations renew themselves during crises over time. We explore this question through the lens and examination of two South-Asian airlines: Pakistan International Airlines and Sri Lankan Airlines. The cases offer important insights into the reasons behind underperformance of state-controlled enterprises and renewal activities. We shed light on strategic renewal (SR) in the wake of increasing liberalization and deregulations in the global airline industry. To this end, we propose a four-stage approach towards renewing such underperforming organizations to respond effectively to black swan events and external shocks. 相似文献
70.
Adél Bosch Steven F. Koch 《The South African journal of economics. Suid-afrikaanse tydskrif vir ekonomie》2020,88(2):145-173
This paper considers the extent to which South African households have deleveraged, since the global financial crisis of 2007/2008. We extend the official South African Reserve Bank business cycle methodology to date financial cycles, from which we identify the peaks and troughs of the South African financial cycle going back to 1966. Our composite financial cycle index peaks in April 1974, January 1984 and May 2007; it has bottomed out in July 1979 and February 1999. Thus, we still await the trough. We further compare and contrast the deleveraging process in the current downward phase to the experiences from previous financial cycles. We find that the average period of the financial cycle in South Africa is much longer (approximately 17.3 years) than that of the business cycle (approximately 5.8 years), and that deleveraging has not yet matched the degree of deleveraging seen in previous downward phases. Our results suggest that further deleveraging is necessary, before we can expect to turn the financial corner. 相似文献