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121.
Preston C. Bottger Ingrid H. Hallein Philip W. Yetton 《Journal of Management Studies》1985,22(4):358-368
This study explores the effects of task structure and leader power on participative leadership across Australian, African, Papua-New Guinea and Pacific Island managers. Managers in all national groups are more participative in situations of low structure and low power than for high structure and high power, respectively. Participation in situations of low structure and low power declines in the order: Australia, Africa, Papua-New Guinea, Pacific Islands. It is argued that this effect is an instrumental effect of managerial education, rather than being culturally determined. the Vroom-Yetton leadership methodology is used to measure participation levels. Subjects are a total of 150 middle-level managers attending management education courses. 相似文献
122.
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124.
Following Parsian and Farsipour (1999), we consider the problem of estimating the mean of the selected normal population, from two normal populations with unknown means and common known variance, under the LINEX loss function. Some admissibility results for a subclass of equivariant estimators are derived and a sufficient condition for the inadmissibility of an arbitrary equivariant estimator is provided. As a consequence, several of the estimators proposed by Parsian and Farsipour (1999) are shown to be inadmissible and better estimators are obtained.
Received January 2001/Revised May 2002 相似文献
125.
In this paper we present an effective algorithm for the construction and the identification of two-level nonisomorphic orthogonal
arrays. Using this algorithm, we identify and list a full catalogue of nonisomorphic orthogonal arrays with parameters OA(24,7,2,t), OA(28,6,2,t) and OA(32,6,2,t), t ≥ 2. Some statistical properties of these designs are also considered. 相似文献
126.
abstract Utilizing data on a sample of large firms, we estimate a model of corporate reputation. We find reputation, derived from the assessments of managers and market analysts, to be determined by a firm's social performance, financial performance, market risk, the extent of long-term institutional ownership, and the nature of its business activities. Furthermore, the reputational effect of social performance is found to vary both across sectors, and within sectors across the various types of social performance. Specifically, our results demonstrate the need to achieve a 'fit' among the types of corporate social performance undertaken and the firm's stakeholder environment. For example, a strong record of environmental performance may enhance or damage reputation depending on whether the firm's activities 'fit' with environmental concerns in the eyes of stakeholders. 相似文献
127.
John C. Alexander Jr. Michael F. Spivey 《The Quarterly Review of Economics and Finance》1997,37(4):905-921
The Worker Adjustment and Retraining Notification (WARN) Act of 1989 mandated that at least 60 days advance notice be given to employees. Critics argued that its passage would decrease managerial flexibility in closing plants, subsequently reducing firm values. This study addresses this issue by examining the stock market's reaction to announcements leading to the eventual enactment of the WARN legislation. We find evidence indicating negative effects of the legislation on stock returns of small firms. 相似文献
128.
Ekkehart Boehmer Gary C. Sanger Sanjay B. Varshney 《Journal of Economics and Finance》2004,28(1):117-131
Given the decision to create a second class of stock through a dual-class structure, we propose that management is more (less)
likely to create a liquid secondary market for both classes of shares the lower (higher) its willingness to tie its personal
wealth to firm performance. If market makers recognize this relation, they should assign a higher likelihood to trades motivated
by superior information in shares of firms that list both classes of stock and a lower likelihood for firms that list only
one class of stock pursuant to recapitalization. Additionally, they should assign a lower likelihood to trades motivated by
superior information in shares of IPOs that choose a dual-class structure and list only one class relative to IPOs that remain
single-class. Our empirical tests based on IPOS and recaps between 1985 and 1988 provide support for these propositions. 相似文献
129.
C. Robert Clark Ignatius J. Horstmann 《Journal of Economics & Management Strategy》2005,14(2):377-401
Many advertised products are established and have little quality variation. For these products advertising signaling explanations are unconvincing. We develop a coordination model of advertising with consumers observing ads probabilistically and never observing advertising levels. Consumers who fail to see an ad for a product believe it will likely have low sales and so be of low value. Firms advertise to avoid these beliefs. The model's predictions on advertising, market share, and profitability are consistent with observed outcomes. The model produces the time series behavior for prices and market share observed in the data and not available from existing coordination models. 相似文献
130.
Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams 总被引:14,自引:0,他引:14
Amy C. Edmondson 《Journal of Management Studies》2003,40(6):1419-1452
ABSTRACT This paper examines learning in interdisciplinary action teams. Research on team effectiveness has focused primarily on single-discipline teams engaged in routine production tasks and, less often, on interdisciplinary teams engaged in discussion and management rather than action. The resulting models do not explain differences in learning in interdisciplinary action teams. Members of these teams must coordinate action in uncertain, fast-paced situations, and the extent to which they are comfortable speaking up with observations, questions, and concerns may critically influence team outcomes. To explore what leaders of action teams do to promote speaking up and other proactive coordination behaviours – as well as how organizational context may affect these team processes and outcomes – I analysed qualitative and quantitative data from 16 operating room teams learning to use a new technology for cardiac surgery. Team leader coaching, ease of speaking up, and boundary spanning were associated with successful technology implementation. The most effective leaders helped teams learn by communicating a motivating rationale for change and by minimizing concerns about power and status differences to promote speaking up in the service of learning. 相似文献