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Warren Kalbacker 《Thunderbird国际商业评论》1990,31(4):8-13
At Aldus, entering foreign markets was not a strategy pursued after its products had been successfully marketed in the U.S. Aldus President Paul Brainerd set out from the beginning to build products that could be quickly adapted to local markets. With a strong competitive position in the European Community, the Seattle-based computer software producer now looks to the Pacific Rim. 相似文献
123.
Tim Coles Neil Warren D. Scott Borden Claire Dinan 《Journal of Sustainable Tourism》2017,25(4):471-488
This paper examines how environmental resources and costs feature in business models of small- and medium-sized tourism enterprises (SMTEs). Several studies have pointed to the generally positive nature of the relationship between the economic and environmental performance of tourism firms. Yet, although business models act as a vector between these aspects of firm performance, they have been overlooked in sustainable tourism discourse. The paper reports findings from discussion groups of SMTE businesses in South West England during the global economic downturn. Environmental costs and cost control were afforded relatively little importance in terms of value creation; conversely, there was a strong and predictable emphasis on revenue generation. Indirect tactics emerged for dealing with guests’ environmental behaviours which reflected this prevailing commercial logic. Green credentials were routinely de-emphasized, sometimes regarded as liabilities, in a form of greenhushing. Responses were framed by reference to social media and how online reviews may negatively impact on future value capture. Conceptually, the business model emerged as an important lens for understanding how environmental resources and costs were valourized. The paper highlights the need to ensure that contemporary approaches to environmental management in SMTEs reflect the current and fast-changing conditions that frame business models. 相似文献
124.
Accounting for Negative,Zero and Positive Willingness to Pay for Landscape Change in a National Park
Nick Hanley Sergio Colombo Bengt Kriström Fiona Watson 《Journal of Agricultural Economics》2009,60(1):1-16
In contingent valuation, despite the fact that many externalities manifest themselves as costs to some and benefits to others, most studies restrict willingness to pay to being non‐negative. In this paper, we investigate the impact of allowing for negative, zero and positive preferences for prospective changes in woodland cover in two UK national parks, the Lake District and the Trossachs. An extended spike model is used to accomplish this. The policy implications of not allowing for negative values in terms of aggregate benefits are also investigated, by comparing the extended spike model with a simple spike making use of only zero and positive bids, and a model which considers positive bids only. We find that ignoring negative values over‐states the aggregate benefits of a woodland planting project by up to 44%. 相似文献
125.
We examine how executives from the Australian superannuation industry perceive and approach the choice between managing assets in‐house, versus outsourcing to external investment managers. We find that decision frameworks, as well as the perceived benefits and challenges of in‐house management, can be described in terms of four elements: costs, capabilities, alignment and governance. Industry participants address these four elements in diverse ways. This is reflected in a variety of decision approaches, aspects that are considered and emphasised in decision‐making, and implementation structures. 相似文献
126.
Graeme J. Watson Kevin C. Desouza Vincent M. Ribiere Jaka Lindič 《Business Horizons》2021,64(4):465-474
As the sophistication of artificial intelligence (AI) systems develop and AI becomes a key element of organizational strategy across a wide spectrum of industries, new demands are being placed on senior leaders. To understand the growing challenges leaders will face in the age of AI, we conducted interviews with 33 senior leaders in several countries across a wide range of industries. Our research highlights key capabilities and skills that leaders will require. Underlying these capabilities is a mindset oriented toward continuous learning and self-development, which will enable ongoing and rapid adaptation to change. Our findings identified the following key capabilities: digital know-how, data-driven focus, networking, ethics, and agility. To successfully navigate the coming era, senior leaders will need to focus on reskilling the workforce, recruiting and retaining highly skilled talent, building an intrapreneurial culture, and managing unprecedented changes in technologies and the nature of work. 相似文献
127.
Journal of Productivity Analysis - The productive efficiency of the U.S. flour milling industry increased substantially between 1850 and 1880. Specifically, a typical flour mill in 1880 was able to... 相似文献
128.
Warren A. French Jan W. Henkel John S. Kanet John B. Ford 《Industrial Marketing Management》1985,14(4):283-288
This article examines the post purchase Parts servicing of Machine Tools. Survey results outline the policies and criteria that influence the degree to which replacement parts will be provided for old machines. The survey indicates that the policies of some American manufacturers leave service gaps that can be exploited by foreign as well as domestic competitors. 相似文献
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