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When assessing farming strategies, it is important to account for the opportunities provided for tactically adjusting to outcomes of risk. The hypothesis that accounting for tactical adjustment is more important than accounting for risk attitude was supported in this study with regard to identifying the optimal drainage recirculation strategy for an irrigated dairy farm. Failing to account for tactical adjustment would lead to a sub-optimal choice, costing the farmer about A$3 100 in present value terms. In contrast, failing to account for risk aversion would not affect the strategy chosen. The distribution method was found to be well suited to modelling tactical adjustment.  相似文献   
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Food quality ratings can be used for product differentiation and strategic marketing. This article develops a differentiation measure based on the cross‐entropy of two distributions for speciality coffees. It examines whether quality ratings achieve their objectives for speciality coffee supply chains. The estimation, using e‐auctions data, indicates that the quality rating is more informative in the Cup of Excellence (CofE) relative to the Q auction. To determine significance, a statistical test for comparing the information measure across different e‐auctions and segments of the quality rating was developed. The significant difference between the two auctions is not a surprise as the auctions trade coffee lots of different volumes and the quality evaluation is more important in the case of the CofE, with its jury of renowned coffee experts. The total cross‐entropy measure of product differentiation shows that the 100‐point quality rating does not carry the same information content and meaning in the two different e‐auctions and their respective supply chains. The cross‐entropy measure of product differentiation is shown to be a good indicator of the information and the value created throughout the speciality food supply chain.  相似文献   
34.
Despite the prevalence of elective business ethics courses, little research has sought to explain and predict why some students enroll in these courses and while others do not. Using the theory of planned behavior (Ajzen and Madden, 1986) as a theoretical foundation, 178 graduate students in Ireland were surveyed about their intention to sign up for an elective ethics class. Their behavior was measured two months later. The results reveal the power of the theory of planned behavior to explain and predict who takes elective ethics classes.Donna M. Randall is an associate professor and chair in the Department of Management and Systems at Washington State University. Her research interests include business ethics, organizational commitment, and reproductive risk in the work place. Her work has appeared inJournal of Business Ethics, Decision Sciences, Academy of Management Review, Journal of Vocational Behavior, Journal of Business Research, and others.  相似文献   
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The globalization of business is making it increasingly important to understand how multinational enterprises (MNEs) can operate more effectively. Human resource management can be a critical determinant of corporate effectiveness, particularly as it plays out in the global arena. This article discusses how MNEs enhance their ability to utilize human resources and internal labour markets for competitive advantage through audits of the international human resource management (IHRM) function. A multidimensional auditing framework is developed and applied to the strategic aspects of IHRM in MNEs and international joint ventures.  相似文献   
37.
This paper investigates the association of executive changes with both income increasing and decreasing accounting changes. Two potential explanations for the hypothesis that firms with changes in CEOs are more likely to make accounting changes are examined. The earnings management explanation holds that new management intervenes in the financial reporting process in order to alter perceptions of effectiveness. The different perspectives explanation holds that managements have different tastes, perspectives, or views of the world than the predecessor. Evidence supports the different perspectives explanation.  相似文献   
38.
In the past decade the development of renewable energy technology has moved from being a somewhat eccentric idea to a significant practical proposition. Indeed, full-scale commercial systems are now in operation in many parts of the world. for example the USA now has more than 1.5 GW of installed wind power capacity feeding into electricity grids, mainly in wind farms in California. This article presents a strategic analysis of renewable energy R&D in the UK.  相似文献   
39.
Among the justijcations for the UK government's electricity privatization programme was the suggestion that it would stimulate the development of a range of new supply options, including the UK's extensive renewable energy resource. This paper assesses the prospects for renewable energy technologies i n the UK after privatization. It finds that there is enthusiasm for renewables, but that the market alone will not stimulate renewables effectively or develop them appropriately, and that state support and regulation will be necessary.  相似文献   
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Responding to the needs of customers has always been the motto of organizations seeking to do well in the marketplace. Customer comment, however, on the quality of goods and services in the U.S. suggests that many organizations have not been as successful or as steadfast in living up to that motto as they might have been. This may be because doing it is so difficult, time-consuming and never-ending. It may also be due in some cases to organizations just not knowing how to do it effectively. In reality, it is probably a combination of both: A lack of motivation and a lack of skill. Today the call for responding to the needs of customers has never been greater for U.S. companies. Companies that do respond effectively are likely to be the ones most successful But responding to the needs of customers is easier said than done. Responding to the customer requires attention to both process and content issues. Employees need to have both the motivation and the skill to be customer focused. Increasingly, responding effectively to the external customer also requires that units within the organization treat each other as customers. Thus, companies must be customer focused, both internally and externally. Only by doing both can they add value to their products, either through quality enhancement or innovation. But responding to the customer and adding value is a very complex process even for just one unit in an organization, to say nothing of the entire organization. This will be illustrated with a case study of how the Human Resource department at one company became responsive to the needs of its customers. By becoming responsive to the needs of its customers, the HR department came to be accepted as a more strategic player. What this HR department did and is doing is a microcosm of the phenomenon of customerizing that can be done by any department and any organization seeking to be customer focused and to add value for its customers.  相似文献   
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