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排序方式: 共有108条查询结果,搜索用时 15 毫秒
1.
《Business Horizons》2022,65(4):401-411
Organizations underperform, or fail, when members avoid partnering with managers—whether through subtle resistance, disagreement, protest, or walkout—to achieve common purpose. Managers should boost partnering not by affecting a pretense of leadership but through a nuanced balance of managerial authority and understanding of members’ points of view. The objective of this article is to sharpen attention on the concept of partnership with organization members and how it relates to some of the important previous literature. We also argue that some of the previous scholarly work contributes to misconceptions related to these concepts. Our work is forward-looking in that it is motivated by the dangerous societal and cultural differences evident in the world, differences that surround management’s decisions and that may induce an overuse of authority to quash disquiet. Using our experiences in both industry and academia, we argue that the crucial link between managers and members is leadership—not leadership thought of as directional and inspirational, but leadership as building a relationship toward common purpose through partnership. “Lead” and “leader” are sorely misused terms, and worse, substituting “leader” for “manager” is just plain wrong. We believe that managers become leaders only when followers agree to follow, not when the managers simply step forward energetically with direction. Managers are cheated by mistaken definitions. Reviewing past perspectives about what makes good leaders and managers, we rethink ways to enhance organizational harmony through a clearer understanding of managership, leadership, followership, and partnership. Only by thinking and acting as partners in common purpose can managers and members form the core of success in organizational endeavors. 相似文献
2.
《Business Horizons》2019,62(4):473-482
It is not unusual for companies to generate substantial revenue through alliances. However, alliance failure rates are high, leaving much revenue at risk and value unrealized. The big challenge facing managers is to align company interests with alliance interests. Such alignment can only be achieved when executives pay considerable attention to building the right collaborative business model. In this article, we synthesize the insights of the existing literature to arrive at three collaborative business models—sharing, specialization, and allocation—that managers can use to address the specific requirements of their alliances. Because the literature provides limited insight regarding how to operationalize these models, we highlight what managers need to focus on when operationalizing each of these models. We find that the choice for an overall business model is relatively straightforward in most cases but that operationalization of business models requires more complex combinations of management techniques. Finally, we show how the three collaborative business models can be combined to build hybrid models. 相似文献
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As a result of deadlocked multilateral trade negotiations, many countries have embarked on the establishment of bilateral and regional trade agreements. Using the Global Trade Analysis Project database and a computable general equilibrium model, our paper focuses on the impacts of the Transatlantic Trade and Investment Partnership (TTIP) and the Trans‐Pacific Partnership (TPP) on the Chinese economy under three scenarios. The results suggest that when only the TTIP is realized, Chinese economic variables are negatively affected. When both the TTIP and the TPP are realized and China is excluded, the combined damage to the Chinese economy is higher than the damage with the TTIP alone. However, the inclusion of China in the TPP has a positively effect on economic variables in China. This indicates that the impacts of China's participation in the TPP compensate for the negative impacts of the TTIP. Therefore, China should consider being part of the TPP to offset the negative impacts of the TTIP. 相似文献
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John Ravenhill 《New Political Economy》2017,22(5):573-594
The Trans-Pacific Partnership (TPP) was the first of the ‘Mega-FTAs’ to be signed. Had it been ratified, it would have created the world’s largest preferential trade area. The negotiators of the TPP aspired to create ‘a next-generation transformative agreement’ that would address a new trade agenda focused on regulatory coherence and business facilitation. The expectation was that this agenda would generate a 21st Century trade politics that would be less contentious, at least among business actors, than traditional negotiations on market access. Studies of another Mega-FTA under negotiation, the Transatlantic Trade and Investment Partnership (TTIP) that has a similar agenda found unified business support for the agreement domestically and the emergence of transnational business coalitions in support of the agreement. Recent theorising on trade politics suggests, however, that global value chains (GVCs) that involve vertical intra-industry trade introduce ‘traditional’ distributional issues that will divide business interests domestically – and, in the case of GVCs organised on different geographical bases, internationally as well. This cleavage was evident in the TPP negotiations, unlike those for TTIP, as were other divisions among business – both domestically and across countries – over the sharing of existing rents and of new rents generated by regulatory harmonisation. 相似文献
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贾瑞霞 《全球科技经济瞭望》2011,26(1):10-17
中国与欧盟在信息与通信领域的科技合作始于20世纪80年代。多年以来,信息通信一直是欧盟直接对华投入最大的科技合作领域。中国与欧盟信息通信技术合作机制不断完善,合作方式日益多样化。中国与欧盟互有需求,法律框架提供了制度保障,合作机制日臻完善,加之中国与欧盟成员国之间有友好合作的基础,种种有利条件使信息通信合作成为中国与欧盟科技合作的重点领域之一并具有很大发展空间。 相似文献
7.
随着《医改方案》的实施,政府部门面临的挑战日益加大,单靠政府的力量难以承担;与此同时,在全民医保的大环境下,商业保险公司也在找机会进入社保领域。因而,在基本医疗保障体系建设中引入PPP模式(公私合作伙伴关系模式),让社会保障部门和商业健康保险公司充分合作,实现政府和市场的优势互补,是建立高质量医疗保障体系的关键。 相似文献
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Joachim Ahrens 《Economics of Innovation and New Technology》2013,22(4-5):441-476
This study discusses key issues of technology policy in less developed countries from a governance perspective. In particular, it analyzes critical problems of policy implementation and looks for general principles which may be suitable as guideposts in making the state more effective regardless of the particularities of its technology policy. The main argument is that governments need to assume a market-enhancing role and must enhance the state's capabilities and capacities for implementing public policies. Crafting public institutions which ensure accountability, transparency, and predictability of policy making and involve the private sector in political decision-making processes is critical for successful policy implementation. Besides institutional arrangements which help governments to credibly precommit to policies, the quality and institutional design of the public administration and the public-private interface are crucial ingredients of an effective governance structure. 相似文献
10.
印度基础设施及公共服务领域的公私合作 总被引:1,自引:0,他引:1
通过分析印度近年来在基础设施或公共服务领域取得的发展,为包括我国在内的众多发展中国家提供了有益的经验和借鉴. 相似文献