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1.
This paper studies a unique phenomenon in China's corporate governance—that chief audit executives (CAEs) sit on supervisory boards (CAE duality)—and examines its effects on executive compensation contracts. Using a sample of listed firms between 2010 and 2018, we find a significant positive relation between CAE duality and pay-for-performance sensitivity, which suggests that the dual position helps integrate monitoring resources and reduces agency costs. This positive relation is more pronounced when companies face a stricter monitoring environment and in non-state-owned enterprises (non-SOEs) than in SOEs. In addition, we find that the recent reforms on compensation strengthen the role of CAE duality in SOEs. Further analysis identifies the reliability of performance information (i.e., earnings quality) and reduced executive self-interested behaviours (i.e., perquisite consumption) as the influencing mechanisms that increase the demand for performance-based compensation and thus improve pay-for-performance sensitivity. 相似文献
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This paper investigates the differential impact of positive and negative excessive managerial entrenchment on the CEO turnover-performance sensitivity, CEO compensation, and firm performance. We measure the degree of managerial entrenchment using the E-index introduced by Bebchuk et al. (2009). Our findings suggest that an increase in excess CEO entrenchment reduces the likelihood of CEO turnover due to poor performance. We also show a positive association between excessive entrenchment and CEO compensation as managers gain more power and authority when they are entrenched. On the other hand, excess CEO entrenchment has an inverse correlation with firm performance and firm value. Overall, we propose that excessive managerial entrenchment has a converse impact on board monitoring and shareholders’ welfare. 相似文献
4.
《International Journal of Research in Marketing》2022,39(3):678-698
Consumers often base their judgments on a no-pain, no-gain principle—that is, one must pay a cost in order to achieve a beneficial outcome. For example, they infer the quality of a product from its price and judge a bad-tasting medicine to be more effective than a tasty one. Although the use of this principle to infer the value of a product or service has been observed in several domains, the processes that underlie its use have not been fully explored. We find that when people feel out of control, they tend to use the principle because it exemplifies a causal relationship between actions and outcomes and endorsing it reaffirms their belief that they have control over the outcomes of their behavior. Our findings have implications for how marketers might position products and services to attract consumers who perceive themselves as having different levels of control. 相似文献
5.
《International Journal of Research in Marketing》2022,39(1):247-267
This study details the mechanisms on how CEO regulatory focus affects the salience of the gains versus losses involved in myopic marketing decision-making, and how such CEO psychological attributes interact with internal equity-based compensation, external pressure from equity analysts, and environmental turbulence to affect firms’ myopic marketing management propensities. We find that when faced with short-term earnings pressure to meet earnings expectations and when time is no longer a resource, predominantly promotion-focused are more likely to engage in myopic marketing management to benefit from the temporary stock price increase, which comes from meeting or beating earnings expectations. Conversely, predominantly prevention-focused CEOs are less prone to such short-termist actions which results in long-term value loss. For the moderating variables, we find that: (1) equity-based compensation tends to attenuate myopic marketing tendencies of promotion-focused CEOs but have no impact on prevention-focused CEOs, (2) whether equity analysts improve monitoring or aggravate short-term earnings pressure depends on the CEO’s regulatory focus, and (3) environmental turbulence does not increase the myopic marketing management tendencies of predominantly promotion-focused CEOs but rather intensifies the relunctance of prevention-focused CEOs to take short-termist actions. We further find that myopic marketing management mediates the impact of CEO regulatory focus on future firm performance. These findings have important implications for firms and boards when selecting new CEOs and structuring the compensation of existing CEOs. Firms need to simultaneously consider the fit between the CEOs’ regulatory focus, firms’ needs, the business environment, as well as CEO compensation structure. 相似文献
6.
Jan de Kort 《Mathematical Finance》2018,28(2):656-667
In this paper, we consider factor models of the term structure based on a Brownian filtration. We show that the existence of a nondeterministic long rate in a factor model of the term structure implies, as a consequence of the Dybvig–Ingersoll–Ross theorem, that the model has an equivalent representation in which one of the state variables is nondecreasing. For two‐dimensional factor models, we prove moreover that if the long rate is nondeterministic, the yield curve flattens out, and the factor process is asymptotically nondeterministic, then the term structure is unbounded. Finally, we provide an explicit example of a three‐dimensional affine factor model with a nondeterministic yet finite long rate in which the volatility of the factor process does not vanish over time. 相似文献
7.
The “50/50”, or the shared management international joint venture (shared IJV) remains a popular and yet challenging control structure to govern IJVs. The purpose of this study is to understand the post-formation management of shared IJVs, specifically the relationship between shared structure, relational conditions and management of post-formation challenges. Our evidence is based on 26 in-depth interviews across four cases of shared IJVs between British multinationals and Asian companies. Our findings indicate that the highly integrative nature of shared IJVs, including high operational interdependence and shared decision-making, encourages partners to work closely together, communicate frequently and intensely and exchange personnel. Although share management can lead to inter-partner conflicts, the equal investment and mutual responsibility partly provides partners with motivation and opportunities to learn about each other, to better implement the control structure, to build trust, and to commit to the venture and partner. These relational conditions facilitated the successful management of post-formation challenges such as diversity related conflicts and macro volatility. 相似文献
8.
The conventional partial adjustment model, which focuses on leverage evolution, has difficulty identifying deliberate capital structure adjustments as it confounds financing decisions with the mechanical autocorrelation of leverage. We propose and estimate a financing-based partial adjustment model that separates the effects of financing decisions on leverage evolution from mechanical evolution. The speed of adjustment (SOA) is firm-specific and stochastic, and active targeting of capital structure has a multiplier effect that depends on the size of financial deficit. Overall, we find expected SOA from active rebalancing (30%) more than doubles what is expected from mechanical mean reversion alone (13%). 相似文献
9.
[目的]为促进水库移民的生计恢复及转型,探寻就业结构和土地流转间的交互机制,分析两者间耦合作用对当前移民安置模式及政策的影响。[方法]文章从移民就业结构变迁出发,通过超边际理论构建了安置区移民土地的流转机制模型,推演了从业决策对土地流转行为的影响路径,并运用南水北调农业安置移民数据进行实证检验。[结果]大面积转出土地是移民搬迁后土地处置的主要行为,移民中土地转入户有所增加,但土地集中度却有所减少。移民非农就业较搬迁前有明显上升,并有向当地兼业转移的趋势,但与土地流转间并不互为因果,农村社保还难以弱化其对土地养老的依赖。劳动力数量、非农就业时间、非农收入占比、土地政策等对移民土地流转行为和规模均有显著影响,而外出就业前景和地租水平在促进土地流转行为的同时,却不一定能增加土地流转面积。[结论]移民外迁中可以采用无土安置代替农业安置,推动移民土地流转的关键在于技能培训、政策保障和地租补贴,简单的就业推荐和土地权属划分的作用有限。而对于移民中的农业大户,则需在满足土地转入面积的基础上,保障其在安置区的各项土地权益。 相似文献
10.
Sung-Hoon Lim 《新兴市场金融与贸易》2018,54(8):1907-1923
This article argues whether and how investment promotion agencies (IPAs) efficiently influence investment promotion in the cases of the following selected variables: resources (experience, total staff, and overseas staff), service functions (combined promotion service of inward investment and trade, and inward and outward investment), and organizational structure (autonomous status of private/upper ministry-level IPAs). The results reveal a positive relationship between IPA’s performance and longer experience, larger staff, larger overseas IPA staff members, autonomous private agency types, and upper ministry-level IPAs. However, an IPA’s performance was negatively associated with the combined promotional service of inward investment and trade, and inward and outward investment. The results suggest that an IPA’s performance can be enhanced by adjusting the service functions and restructuring the governance and structure in addition to improving the IPA’s resources and the country’s investment climate. 相似文献