全文获取类型
收费全文 | 14304篇 |
免费 | 416篇 |
国内免费 | 1篇 |
专业分类
财政金融 | 2618篇 |
工业经济 | 1231篇 |
计划管理 | 2340篇 |
经济学 | 3100篇 |
综合类 | 213篇 |
运输经济 | 126篇 |
旅游经济 | 247篇 |
贸易经济 | 2530篇 |
农业经济 | 785篇 |
经济概况 | 1523篇 |
信息产业经济 | 1篇 |
邮电经济 | 7篇 |
出版年
2021年 | 81篇 |
2020年 | 159篇 |
2019年 | 225篇 |
2018年 | 270篇 |
2017年 | 282篇 |
2016年 | 287篇 |
2015年 | 194篇 |
2014年 | 281篇 |
2013年 | 1430篇 |
2012年 | 425篇 |
2011年 | 485篇 |
2010年 | 404篇 |
2009年 | 475篇 |
2008年 | 394篇 |
2007年 | 441篇 |
2006年 | 364篇 |
2005年 | 293篇 |
2004年 | 297篇 |
2003年 | 299篇 |
2002年 | 313篇 |
2001年 | 276篇 |
2000年 | 300篇 |
1999年 | 249篇 |
1998年 | 267篇 |
1997年 | 273篇 |
1996年 | 259篇 |
1995年 | 218篇 |
1994年 | 227篇 |
1993年 | 226篇 |
1992年 | 273篇 |
1991年 | 245篇 |
1990年 | 199篇 |
1989年 | 171篇 |
1988年 | 170篇 |
1987年 | 207篇 |
1986年 | 198篇 |
1985年 | 281篇 |
1984年 | 294篇 |
1983年 | 265篇 |
1982年 | 238篇 |
1981年 | 240篇 |
1980年 | 232篇 |
1979年 | 242篇 |
1978年 | 154篇 |
1977年 | 147篇 |
1976年 | 104篇 |
1975年 | 135篇 |
1974年 | 94篇 |
1973年 | 94篇 |
1971年 | 79篇 |
排序方式: 共有10000条查询结果,搜索用时 531 毫秒
51.
52.
53.
Scott G. Borgerson 《环球财经》2008,(6):102-102
北极冰川融化将使跨北极通航成为可能,运输公司可减少40%的航运距离。马六甲海峡也将不再垄断国际通运。国际经济将进一步融合。 相似文献
54.
The paper investigates the incentives to commit price or retain price flexibility in a model in which exporting firms face different degrees of exchange rate uncertainty. The result shows that introducing exchange rate uncertainty can lead to the endogenous emergence of a unique leader–follower equilibrium; which firm emerges as price leader depends on the substitutability of products, the magnitude of exchange rate uncertainty, and the cost structure. This study may provide one explanation as to why some exporters set price before the realization of the nominal exchange rates (“sticky price”). The results imply exchange rate variability affects exchange rate passthrough. 相似文献
55.
This study analyzes the effects of an important postderegulation innovation on rail freight productivity: the elimination of cabooses and related crew members. It also analyzes the overall growth of productivity in rail freight between 1983 and 1997 (using a translog rail cost function estimated over a sample of Class I railroads between 1983 and 1997). The results indicate that elimination of cabooses and associated crew members from freight trains reduced costs by 5-8% on the typical Class I railroad in 1997, equivalent to an annual cost saving of $2 billion to $3.3 billion for all Class I railroads. Moreover, if Class I railroads had no other technological advances since 1983, their 1997 costs (with 1997 factor prices) would have been 36-43% higher than they in fact were. Finally, the results show that overall productivity growth in rail freight did not decelerate between 1983 and 1997; if anything, it accelerated slightly. 相似文献
56.
A Product and Process Model of the Technology-Sourcing Decision 总被引:1,自引:0,他引:1
The technology‐sourcing decision traditionally has examined the choice either to innovate internally or to acquire technology from outside sources. The increasing complexity of this decision requires a move beyond the simple “make‐versus‐buy” dichotomy. We seek to test factors that influence the technology decision of subsidiaries for product and process technology across the continuum of options from internal development to outsourcing. We also explore concordance between the research streams of new product development and technology sourcing. Regression models are used to analyze data from 187 subsidiaries that suggest product and process technology development decisions sometimes are associated with similar factors and at other times they diverge. In particular, we find that external product and process technology acquisition decisions are associated negatively with differentiation goals and associated positively with product dynamism. While external product acquisition is associated negatively with a low cost goal and positively with increasing distance between primary marketing and R&D operations, external process technology acquisition is associated positively with high competitive intensity. Implications include the following: (1) While external product technology acquisition may provide quicker or even less expensive initial solutions, external reliance makes it difficult to maintain a long‐term positional advantage; (2) When greater distances separate key functional activities, external partners may provide solutions that are more responsive to local consumer needs, and the potential for improved communication may allow for quicker adaptation and increased flexibility; (3) In highly dynamic product situations, internal development, while providing greater control, can be expensive and can result in technologies that are not accepted by the marketplace; and (4) As competitive intensity increases, strategic imperatives may reduce the focus on product design and development and may require increasing concentration on manufacturing costs and efficiencies. 相似文献
57.
58.
This article reports on the latest in a series of international comparisons of management practices and performance outcomes of industries in various countries. Here, it is the service industries in the UK and the US which come under the microscope. Among the companies surveyed, there were more world-class performers in the US than the UK, but also more low performers. The concluding part of the article is diagnostic – the authors also suggest measures which could improve performance. 相似文献
59.
60.