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排序方式: 共有1094条查询结果,搜索用时 15 毫秒
1.
Melanie E. Hassett Noelia-Sarah Reynolds Birgitta Sandberg 《International Business Review》2018,27(4):737-754
Building on prior research on emotions in M&A, this paper analyses the post-M&A emotions of top managers and key persons from the acquired company by examining what triggers emotions during the post-acquisition integration stage, and what the consequences of those emotions are. This study applies cognitive appraisal and affective event theories with empirical evidence based on a longitudinal, single case study of an Indian–Finnish acquisition. The main findings imply that M&As are very emotional for top managers and key persons. Our findings reveal that they experience a wide range of positive and negative emotions triggered by individual and company-level triggers. Interestingly various triggers can have different and opposite appraisal outcomes in the short and long-term. In addition, top managers and key persons are often restricted in the range of behavioural outcomes caused by emotions. 相似文献
2.
Emotions are key drivers of consumption in the tourism and hospitality sector. Therefore, advancing our understanding of the determinants of consumer emotions is critical for tourism and hospitality marketers to effectively influence consumer affect-driven consumption behavior. However, research on the determinants of pre-consumption emotions remains under-explored. This study aims to fill the research gap and proposes a theoretical framework to explain affect-driven behavior. Grounded on the cognitive appraisal theory of emotions, we hypothesize that marketing stimuli are personally appraised based on several dimensions such as novelty and goal relevance. These appraisal dimensions determine the elicitation of positive emotions, leading to behavioral intentions. A total of 655 participants were recruited for an empirical study to test this framework in the context of a tourism event experience. We use an experimental research design to examine consumer appraisals, emotions and behavioral intentions in four conditions: two marketing visual formats (poster vs. video) over two delivery channels (advertising vs. e-word-of-mouth). Research outcomes support the theoretical framework of consumer affect-driven behavior, suggesting that the elicitation of positive emotions beneficially guides consumer behavior in goal striving and novelty seeking. Based on this, emotion-focused marketing implications are recommended, including goal-based segmentation, goal-relevant content development and the use of eWOM as an emotion-enhancing message delivery channel. 相似文献
3.
Can older managers overcome stereotypes relating age to low competence? We integrate the literature on age and cognitive ability with research on innovation to explore whether—and if so, when—employees' age harms performance and promotability appraisals made by their supervisors. Multisource, time‐lag data from 305 project managers indicate that the negative stereotypes can be explained through decreased innovative behavior. However, older employees are not always seen as poorer performers with less potential to be promoted due to their reduced innovative behavior. Rather, interdepartmental collaboration moderates these effects. Specifically, older employees with low interdepartmental collaboration are less innovative and receive worse performance and promotability appraisals than younger employees, but the “age handicap” vanishes when older employees collaborate with members of other departments. Organizations should foster formal or informal collaboration among units to prevent negative consequences of an aging workforce. 相似文献
4.
Supervisor's human resources (HR) decisions have a significant impact on the employees they manage but have been found to be subject to bias. The upward influence tactics use by subordinates can play a role in this. We investigated the effects of seven upward influence tactics on supervisor job‐performance ratings and the extent of subordinate flexible working arrangements (FWAs). Supervisors are often responsible for determining whether employees are granted FWAs. We posit an alternative theoretical mechanism by which upward influence tactics bring about their effects, mediated through two distinct types of respect, mutual appraisal respect and mutual recognition respect. We collected data from 389 matched supervisor–subordinate dyads, and found that both mutual appraisal respect and mutual recognition respect mediated relationships between several upward influence tactics and both job‐performance ratings and FWAs. Our findings show that upward influence tactics affect the quality of the relationship between employees and their supervisors, specifically, these two forms of mutual respect. Further, both mutual appraisal respect and mutual recognition respect may explain why supervisors show favoritism to some subordinates over others, in reaching HR decisions in these areas. 相似文献
5.
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
6.
The problem of employees' network centrality and supervisors' error in performance appraisal: A multilevel theory 下载免费PDF全文
Lorenzo Bizzi 《人力资源管理》2018,57(2):515-528
This article reveals an unexplored paradox for HR managers: the centrality of an employee in the social network benefits performance but hampers performance appraisal because it affects supervisors' rating errors. Central employees can be erroneously rated high on performance even when they are not high performers because supervisors tend to overappraise their performance. A distinction is made between rating precision, which depends on supervisors' uncertainty regarding employees' performance, and rating accuracy, which depends on supervisors' bias in favor of employees. Employee centrality is posited to be beneficial to precision but deleterious to accuracy because it regulates the diffusion of positive information, status, and power, all of which distort supervisors' capacity and motivation to accurately appraise performance. It is then argued that rating errors caused by network centrality affect aggregate perceptions of justice in organizations. When employees are highly connected to each other in a dense network, organizations have a strong and positive justice climate. Yet when some employees are more central than others in a centralized network, organizations have a negative and weak justice climate. The article contributes to the literature because it identifies an unexplored dark side of network centrality and offers recommendations for HR managers to cope with its deleterious consequences and for scholars to study them. 相似文献
7.
We investigate the performance and learning ability of traders in an environment governed by ambiguity, such as the cryptocurrency market. Using a profit decomposition methodology, we find significant cross-sectional and temporal heterogeneity in performance. Traders do not learn to progressively increase the magnitude of returns; however, they are able to improve on their ability to realise profits as a mechanism of adaptation to survive through ambiguity. This adaptation increases as traders progress through their career. Moreover, we find evidence in support of the gambler’s fallacy. We argue that learning in ambiguous environments has limitations, allowing traders primarily to survive. 相似文献
8.
刘云 《中小企业管理与科技》2021,(4)
我国经济已由高速增长阶段转向高质量发展阶段,“提升治理能力,实现高质量发展”是我国面对新变化、新趋势再一次作出的明确路径选择。如何加强应收账款的管理,已经成为现代企业管理中不容回避的问题。论文通过对LD公司应收账款管理的研究,提出改进方案和实施保障措施,有助于解决LD公司应收账款管理的实际问题,顺应企业高质量发展需求,提高应收账款管理能力,推动企业朝着更高质量、更可持续的方向发展。 相似文献
9.
10.
Ellen V. Rubin Amani Edwards 《International Journal of Human Resource Management》2020,31(15):1938-1957
AbstractEmployee perceptions of the fairness of performance evaluations are critical to the success of any appraisal system. Research on performance management includes extensive studies on how bias emerges in the appraisal process. Despite this, there is no empirical evidence linking formal discrimination complaint filings – a key measure of bias - and performance appraisals. To close this gap, we conduct an empirical analysis using information on appraisal systems and discrimination complaints from the US federal government. Our findings suggest that agencies with better-designed appraisal systems will experience higher appraisal-related discrimination complaints, contrary to expectations. In particular, an expansion of training and voice opportunities are associated with an increase in appraisal discrimination complaints, while increased differentiation between performers is not consistently associated with complaints. For managers struggling with performance management, it may be better to spend time on improving performance-focused interpersonal communication rather than redesigning appraisal systems. 相似文献