全文获取类型
收费全文 | 445篇 |
免费 | 14篇 |
专业分类
财政金融 | 89篇 |
工业经济 | 26篇 |
计划管理 | 77篇 |
经济学 | 109篇 |
综合类 | 3篇 |
运输经济 | 4篇 |
旅游经济 | 13篇 |
贸易经济 | 99篇 |
农业经济 | 15篇 |
经济概况 | 24篇 |
出版年
2021年 | 3篇 |
2019年 | 13篇 |
2018年 | 6篇 |
2017年 | 9篇 |
2016年 | 9篇 |
2015年 | 3篇 |
2014年 | 7篇 |
2013年 | 91篇 |
2012年 | 16篇 |
2011年 | 13篇 |
2010年 | 10篇 |
2009年 | 11篇 |
2008年 | 10篇 |
2007年 | 10篇 |
2006年 | 11篇 |
2005年 | 8篇 |
2004年 | 12篇 |
2003年 | 10篇 |
2002年 | 13篇 |
2001年 | 14篇 |
2000年 | 7篇 |
1999年 | 9篇 |
1998年 | 3篇 |
1997年 | 6篇 |
1996年 | 5篇 |
1995年 | 4篇 |
1994年 | 8篇 |
1993年 | 5篇 |
1991年 | 4篇 |
1990年 | 5篇 |
1989年 | 4篇 |
1988年 | 3篇 |
1987年 | 6篇 |
1986年 | 4篇 |
1985年 | 8篇 |
1984年 | 4篇 |
1983年 | 11篇 |
1982年 | 7篇 |
1981年 | 3篇 |
1980年 | 6篇 |
1979年 | 7篇 |
1978年 | 4篇 |
1976年 | 13篇 |
1975年 | 3篇 |
1974年 | 6篇 |
1973年 | 4篇 |
1972年 | 3篇 |
1971年 | 6篇 |
1970年 | 3篇 |
1969年 | 4篇 |
排序方式: 共有459条查询结果,搜索用时 281 毫秒
51.
52.
Warren Webb 《电子经理世界》2006,(3):35
尽管嵌入式软件由世界各地众多OEM设计者制造,但大多数的支持却由少量的软件供应商提供,他们供应操作系统、开发工具和通用开发环境,比如安全和通讯环境。 相似文献
53.
54.
55.
Sharon L. Oswald Lorraine R. Gardiner John S. Jahera 《Managerial and Decision Economics》1994,15(3):235-244
Expense preference offers an alternative to profit-maximization theory in explaining firms' operating strategies (Williamson, 1963; Rees, 1974). Expense-preference theory suggests that when disctretionary behavior is allowed, corporate managers may choose to maximize individual utility instead of corporate profit. Expense-preference behavior tends to be evidenced by higher expenditures on items for which managers have a positive personal preference than would be justified by profit maximization. Conditions under which significant managerial discretion can emerge include weak competition, strictly controlled entry, a high degree of regulation, separation of ownership and control, and existence of a strong public interest character for the firm or industry (Awh and Primeaux, 1985; Edwards, 1977). The hospital industry may be characterized as operating under all the above conditions. Hospital ownership can be classified as being either not-for-profit or proprietary. Profit-maximization influences are generally not present in not-for-profit hospitals, thus further increasing managerial discretion with respect to operating expenses. This study provides support for the contention that expense-preference behavior exists in not-for-profit hospitals as compared to proprietary hospitals. Specifically, we present evidence of considerable managerial discretion in the allocation of resources in not-for-profit hospitals. 相似文献
56.
Jan M. P. De Kok Lorraine M. Uhlaner A. Roy Thurik 《Journal of Small Business Management》2006,44(3):441-460
This study examines determinants of professional human resource management (HRM) practices within a sample of approximately 700 small to medium‐sized firms. Predictions from the agency theory and the resource‐based view of organizations lead to alternate hypotheses regarding the direct and indirect negative effects of family ownership and management on the usage of professional HRM practices. Results support predictions for both direct and indirect effects. These indirect effects occur through intermediary variables that reflect organizational complexity, such as firm size, (the presence of a) formal business plan, and HRM specialization. The findings lend partial support to both theories. 相似文献
57.
58.
59.
The upward influence of middle-level managers (MLMs) on strategic planning and decision-making is examined. It was found that: (1) upward influence activity was more prevalent in low risk/return types of strategic decisions than in high risk/return decisions; (2) upward influence activity was more prevalent during the implementation of strategic decisions than during the formulation of such decisions; (3) managers most often used rational arguments in their influence attempts; (4) managers were more likely to be successful than unsuccessful in influencing their superiors in strategic decisions; (5) managers most often attributed their success in influencing their superiors to internal causes and their failures to external causes; (6) managers from private sector organizations exerted influence in both high risk and low risk strategic decisions more frequently than did managers from public sector organizations; and (7) the number of years working with the superior was the best predictor of successful interactions and of risky decisions. Some insight into the development of widespread strategic thinking in an organization is provided. 相似文献
60.