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A current challenge for non-profit organizations (NPOs) is attracting and retaining a new generation of younger philanthropic donors. As such, this exploratory focus group study examined how donor-perceived barriers and motivators may inform NPOs' understanding of strategically approaching and motivating Generation Z (Gen Z; born 1996–2012) donations. More specifically, the findings revealed that the participants (1) experienced pseudoinefficacy as they felt their small donations would not make a difference. In addition, they felt (2) a general lack of trust toward NPOs regarding financial stewardship. Finally, (3) they wanted organizations to develop data-driven narratives to share how funds were used to help the community. As such, the analysis and recommendations are rooted in Narrative Theory. Narrative strategies present a potential avenue for generating persuasion and fostering positive relationships between NPOs and emerging Gen Z donors.  相似文献   
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Every year, new graduates enter the workplace with great expectations for their careers. For many, the transition from school to work is challenging as they learn to fit into their new roles and organizational settings. Often, they find this experience to be not what they expected and experience feelings of frustration, uncertainty, or disappointment in their new jobs. This article reports on the socialization experiences of 41 newly hired engineers and 15 of their managers in three different organizations. Using an inductive, qualitative approach to collecting and analyzing in‐depth interviews, the findings indicated that socialization processes, designed to help newcomers learn about and integrate into new jobs, are more ambiguous and difficult than many newcomers and managers expected. We found that the best intentions of some managers and newcomers were misinterpreted and thus fell short of expectations. The findings indicate how the misinterpretations of newcomers and managers negatively affected the quality of learning, performance, and satisfaction during socialization. The implications of these misinterpretations point to crucial gaps in the educational preparation of graduates for the workplace and shortcomings in the socialization or onboarding of new hires in organizations.  相似文献   
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Stakeholder theory is used to provide a frame of reference to examine the decision-making process involved in international franchising agreements. An international hotel group was selected as a case. Previous studies focus on investigations of the franchising process after the decision to engage has been taken and contracts duly exchanged. The analysis presented here focuses on the pre-contracting level: on selection and recruitment. The findings emphasise the importance of managing business cultural incompatibility between potential partners and the franchisor and within the franchising company itself.  相似文献   
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The paper highlights the findings of a study from selected ecosystems in Indonesia, China and Japan. The study sought to trace changes to productive resources of ecosystems over a period of 50 years; and trace the dependence of well-being of local populations on the ecosystems for the same time period. Data was collected from land-use maps, records and participatory rapid/rural appraisal (PRA) surveys in multistakeholder forums. To illustrate the changes, an indicator-based assessment framework was developed that integrates data from biophysical and socio-economic parameters. We observed that the approach (1) provides a better representation of the preferences of different stakeholders of ecosystem services, (2) fosters validation of data between the different stakeholders and (3) enables a communication and planning process among the stakeholders to sustainably utilize and manage their ecosystems. The use of spatial maps validates the relevance and utility of diachronic observations of communities and other stakeholders directly dependent on ecosystems. At the same time, they can be used to strengthen local planning processes for the development of services in the ecosystem. Such research thereby also acts as a catalyst to a social process of coordinated action to address local issues of global relevance.  相似文献   
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We examine the performance and investment behavior of female fixed‐income mutual fund managers compared with male fixed‐income mutual fund managers. We find that male‐ and female‐managed funds do not differ significantly in terms of performance, risk, and other fund characteristics. Our results suggest that differences in investment behavior often attributed to gender may be related to investment knowledge and wealth constraints. Despite the similarities between male and female managers, we find evidence that gender influences the decision making of mutual fund investors. We find that the net asset flows into funds managed by females are lower than for males, especially for the manager's initial year managing the fund.  相似文献   
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Review of Quantitative Finance and Accounting - This paper examines whether the widely reported phenomena of home and foreign biases (i.e. suboptimal international equity portfolio diversification)...  相似文献   
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With front line managers (FLMs) being critical in the delivery of human resource management (HRM) we would benefit from a better understanding of how and why these managers execute their human resources (HR) responsibilities in the way that they do. Without such knowledge we cannot fully identify the factors that contribute to the known gap between intended and implemented HRM and mediate the relationship between HRM and organizational performance. Yet FLMs have been largely overlooked in many studies of line management-HRM with very few employing a role-theoretic framework. To address this, interviews were conducted with FLMs in the retail industry to examine the relationship between their work role stressors and their implementation of HRM. FLMs were found to experience role overload, role conflict and role ambiguity, and in accordance with process role theory, engaged in role-making as a response. This resulted in FLMs deviating from intended HRM whereby role overload and conflict often brought about a renegotiation of the more intangible or costly HR policies, whereas role ambiguity undermined their ability to consistently and confidently implement HRM. The paper concludes by arguing that FLMs and their experiences of role stress are critical to our understanding of the gap between intended and implemented HRM.  相似文献   
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When the Federal Reserve was established by the US Congress in 1913, its charter mandated that the new central bank “promote an elastic currency” and the institution was given extraordinary powers to serve as a lender of last resort to the banking system. Congress was reacting to the cycle of financial panics that had beset the country since the Civil War and had worsened with the Panic of 1907. Congress sought to find a remedy to prevent runs on banks turning into full-fledged financial crises. The term “elastic” in the opening words of the charter was intended to underscore the need for a robust banking system that could withstand shocks and not collapse upon itself. There was no mention whatsoever of a dual mandate of promoting price stability and encouraging full employment.With prodding from the US Congress, the Federal Reserve became highly involved in the management of the economy of the United States after WWII, focusing on inflation and full employment objectives. In 1993 Professor John Taylor set forth an elegant and simple framework (aka, the Taylor Rule) for analyzing the interest rate policy of the Federal Reserve in terms of its dual mandate.This paper examines Federal Reserve behavior from the mid-1950s to 2011 through the lens of the Taylor Rule. Our contribution is to use a dynamic linear model with Bayesian inference to update the evolution through time of the key parameters surrounding the inflation and full employment mandates, using only the information available to the Federal Reserve at each point in time. Our findings provide a more nuanced quantitative view than is previously available in the literature of how the Federal Reserve shifted its management of its dual mandate over time and in response to different economic challenges. Moreover, our research leads to serious questions of how Federal Reserve decision making may change in the future, following the financial panic of 2008, pointing toward numerous avenues for new research.  相似文献   
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