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1.
已有文献认为失败学习对企业绩效具有重要作用,但失败学习通过何种途径促进企业绩效提升的研究并不完善。基于失败学习理论,引入资源拼凑和机会识别作为中介变量,构建失败学习影响企业绩效的多路径模型,探索失败学习对企业绩效的驱动路径及内在机理。实证结果表明:失败学习对企业绩效具有显著积极作用,资源拼凑和机会识别分别在失败学习与企业绩效之间起中介作用,资源拼凑和机会识别在失败学习对企业绩效驱动过程中存在链式中介作用,战略柔性能够强化资源拼凑与企业绩效之间的关系,并正向调节资源拼凑的中介作用。研究结论拓展了失败学习对企业绩效的影响路径,对企业复苏和成长具有重要启示。  相似文献   
2.
整合国际策略与双元学习理论,构建国际策略情境、国际双元学习的平衡和联合与后发企业创新赶超之间的关系模型。基于长三角地区327家外向型制造企业(高新技术企业)问卷调查数据,发现国际策略情境以及国际双元学习平衡和联合均显著正向影响企业创新赶超,国际策略情境对国际双元学习平衡和联合均具有显著正向影响,并且国际双元学习平衡和联合均在国际策略情境与创新赶超之间具有部分中介作用。研究结果揭示了国际化视域下双元学习与后发企业创新赶超的内在影响机制,延展了企业国际化、组织学习和创新赶超等相关领域理论空间,对于本土企业有效实施创新赶超具有启示意义。  相似文献   
3.
在动态复杂的市场环境中,企业不仅要重视内部创新力量,同时需要依托外部力量,充分发挥外部知识资源在创新过程中的作用。基于认知行为理论,采用多元层次回归和Bootstrap方法,分析供应链企业间战略共识、知识共享和供应链协同对企业技术创新绩效的作用。结果发现:供应链企业间战略共识对知识共享和企业技术创新绩效具有促进作用;知识共享在供应链企业间战略共识与技术创新绩效间起中介作用;供应链协同正向调节供应链企业间战略共识与知识共享的关系,并正向调节知识共享的中介作用。  相似文献   
4.
研究目的:揭示"倒挂型"土地利用总体规划与耕地保护效果之间的关系,以期为国土空间规划的编制提供参考。研究方法:倾向值匹配法。研究结果:(1)耕地"倒挂型"规划对耕地面积净变化的影响具有统计显著性,2006—2008年,耕保指标"倒挂型"规划使耕地面积净变化量平均减少2.270万hm2;(2)2010—2016年,耕保指标"倒挂型"规划使耕地面积净变化量平均减少0.496万hm2;(3)建设用地"倒挂型"规划对耕地面积净变化量并无显著影响。研究结论:在省级政府耕地保护责任目标考核的制度环境下,耕地"倒挂型"规划对地方政府形成一定压力,促使各级政府采取措施加以应对,从而使得"倒挂型"规划在一定程度上降低了耕地净减少量。  相似文献   
5.
The value relevance of comprehensive income (CI) compared to net income (NI) remains unresolved. We look at this issue in the Canadian market, using association methods to determine the value relevance of reporting CI and other comprehensive income (OCI) components for stock prices and returns. The sample consists of all the firms in the S&P/TSX Composite Index that prepared their financial statements according to Canadian standards or International Financial Reporting Standards (IFRS) over the 2008–2016 period. Although we find no evidence that CI is more value relevant than NI for stock prices and returns, we note that some OCI components are incrementally value relevant beyond NI for both amounts. In addition, financial services firms differ from other companies in terms of the relationships between some of their OCI components and prices or returns, with such firms even driving some relationships. Relationships between OCI components and prices or returns are also affected when data from the financial crisis period are excluded, with some relationships even changing after IFRS adoption. These results inform Canadian standard setters and financial statement users that OCI components are decision useful for the Canadian market.  相似文献   
6.
了解和掌握企业的整体状况及发展质量是利益相关者保护其权益的关键,也是市场经济健康发展的必然要求。财务数据一方面能够体现企业进行的经济业务活动,另一方面又能检验企业经济活动的执行情况。因此,有效分析企业财务状况质量对综合评价企业的质量具有重要意义。文章从战略视角出发,参考SY重工2019年财务报告数据,对其发展战略及管理质量进行了评价。  相似文献   
7.
In recent decades, emerging economy (EE) firms have taken an aggressive approach to international expansion. Drawing upon option portfolio theory, this study develops the characteristics of the OFDI portfolio based on two attributes of a portfolio and two dimensions of host environments. We examine how the characteristics of the OFDI portfolio dynamically influence the OFDI?performance linkage. Using a sample of 545 Chinese listed multinational firms during the period 2009–2018, we find EE firms’ OFDI contributes more to short-term performance when the OFDI portfolio features a higher overall quality of host institutions or a higher diversity of strategic factor market developments in the host countries. However, over a relatively long period, EE firms’ OFDI contributes more to long-term performance when the portfolio features a higher overall diversity of strategic factor markets and institutional environments. These findings offer further knowledge on the OFDI?performance link in emerging economies.  相似文献   
8.
To lead effectively in a VUCA (i.e., volatile, uncertain, complex, and ambiguous) environment, leaders must quickly and continuously acquire new skills. However, formal development opportunities aren’t nearly enough to support the ongoing skill development leaders need to manage the level of complexity and change they are facing. Instead, leaders must take ownership of their own development. In this paper, we describe a straightforward, four-step process that leaders can implement to pursue their individualized development through leader development planning. Specifically, we walk leaders through the evidence-based steps of creating their unique leader development plan (LDP), including (1) identifying their leadership strengths and weaknesses, (2) setting effective leader development goals, (3) designing SMART strategies, and (4) reflecting, refining, and realigning their plan. Throughout the article, we detail positive examples as well as common pitfalls that we observed from our work supporting 101 mid- to senior-level leaders in designing their LDPs. Our purpose in doing so is to provide tools and examples to enable leaders at all levels to drive their development at their own pace.  相似文献   
9.
Differences among bidder type-specific outcomes of asset sales are theoretically related to differences in bidders’ valuations and participation. The lead application to quantify these relations is takeover auctions: bidders are classified into strategic and financial, and bids are available. I structurally estimate valuations from all bids. The positive difference in premiums between strategic and financial acquirers is driven by the difference in dispersions of valuations (e.g., strategic bidders’ synergies are more dispersed) and the set of auction participants. The difference in average valuations is relatively unimportant. My approach can help explain outcomes of asset sales, even in settings with limited bidder data.  相似文献   
10.
This study examines whether difficult targets and quality indicators in executives' pay‐for‐performance (P4P) plans affect performance. The impact of target‐setting and P4P plans on quality improvement in the public sector is unclear. The Ontario government initiated the Quality Improvement Plan (QIP), which requires hospitals to set targets for quality indicators annually and link executive pay to target achievement since 2011. Analyzing Health Quality Ontario's database and hospitals' 2012–2013 QIPs, this study shows greater quality improvement in hospitals with difficult targets than hospitals with easy targets or without assigned targets; however, the positive impact disappears for high‐performance hospitals relative to their peers. We find no significant effect of the use of quality indicators in executives' P4P plans on quality improvement. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.  相似文献   
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