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61.
We currently know little of the role of the corporate human resource (HR) function in multinational corporations regarding global talent management (GTM). GTM is explored here from two perspectives: increasing global competition for talent, and new forms of international mobility. The first considers the mechanisms of GTM, and the second, individual willingness to be mobile, especially in emerging markets, and the organizational capability needed to manage this talent. New corporate HR roles are identified which show how these issues might be addressed. We then advance our understanding of GTM theory and practice by considering the major future challenges facing corporate HR. 相似文献
62.
This paper investigates the impact of the volatility of the underlying macroeconomic fundamentals on exchange rate volatility utilizing the bounds testing approach to cointegration. The results show that, in the long run the volatility of the money supply is the sole determinant, whereas in the short run overshooting is found. 相似文献
63.
In this paper, we estimate a sectoral gravity model for trade within a heterogeneous trade bloc, the enlarged EU, comprised of a high‐income group (wealthiest EU), a middle‐income group (Greece, Portugal and Spain), and a low‐income group (new Central and Eastern European member countries). The estimation was conducted on sectors with different degrees of scale economies and skill‐intensities in the presence of transport costs. The results offer support for the call to incorporate trade theories based on both endowments and scale economies. In addition, whilst integrating poorer countries is beneficial for all of the participants in the bloc, there is still a role for a redistribution policy, such as the EU's Regional Policy, which should comprise a mix of policies, focusing on both income and education/skills, together with infrastructure development. 相似文献
64.
Hugh Gunz 《Journal of Management Studies》1989,26(3):225-250
A theoretical framework is proposed which brings out the duality of managerial careers by distinguishing between organizational and individual levels of analysis. At the organizational level, careers can be seen as part of a process of social reproduction, which points the way to linking organizational form and behaviour with comparatively stable career patterns characteristic of particular firms or kinds of firm. At the individual level careers are expressed as a sequence of work role transitions, representing choices between opportunities presented to managers by organizations. Each level of analysis illuminates a different aspect of managerial careers, but it is equally important that each should be seen in the light of the other. 相似文献
65.
Recently, the National Conference of Commissioners on Uniform State Laws completed a drafting of the Model Employment Termination Act (META). The goal of this suggested state legislation is to end the patchwork of state-defined protections offered to employees who are terminated in at-will work environments. If META provisions are adopted there will be a substantial change in both the protection offered employees and the litigation of wrongful discharge claims within the adopting state. This article presents the changes proposed by META and discusses these changes and their potential implications for employers and employees. 相似文献
66.
Hugh Cook Robert MacKenzie Christopher Forde 《International Journal of Human Resource Management》2020,31(10):1262-1284
AbstractThis paper provides a nuanced insight into the workplace level interactions between a union and HRM systems within a union-management partnership arrangement. Soft outcomes of HRM systems typically suffer from compromised implementation by managers struggling to balance competing operational priorities, but we show how a union limits this poor implementation. Qualitative and documentary data were retrieved from a major UK retailer and a trade union to examine how union activity interacts with HRM delivery. Firstly, union communication systems enhanced or replaced company systems of employee voice. Secondly, union activity policed management implementation of HRM practices to limit their subjugation to short-term productivity increases, improving outcomes for employees and the HRM system for the company. These outcomes were achieved through oppositional engagement within the context of partnership, which points towards a persisting and productive pluralism within the cooperative rhetoric. 相似文献
67.
All scenario planning projects have a ‘client’ and one of the most challenging tasks facing a scenario planner is the client's role or position in the way projects are conceptualized, delivered and received. The scenario planner has to establish and manage a ‘successful client relationship’—but what actually constitutes that for a scenario planning project?The client acts as the conduit between the scenario planner and the organization for which the scenario planning project is being undertaken.The ‘client as conduit’ implies several challenges for the scenario planner including:
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- The client's awareness and understanding of scenario planning as a method for their organization to learn from the future [1].
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- The client's level of commitment to learning from the future.
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- The size and context of the scenario planning project.
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- The position of the client within a network of people and/or resources required to run a scenario planning project.
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- The client's involvement or position within the scenario building team created in the project.
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- The benefits and risks accruing to the client through the execution of the scenario planning project.
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- The client organization's capacity to act strategically; its power to perform.
68.
Thomas Friedman exhorts us to imagine the future [1] - we urge marketers to invent the future, to learn the future faster, and to deliver the future earlier. Marketers are asked to develop scenarios about emerging technologies such as broadband wireless but more often than not have no education or training in scenario planning. Also marketers are often stuck in a strategic planning mindset based on successful replication of past marketing strategies. Strategic management and marketing learning has ventured into futures and foresight methodologies, but with strong focus on conventional macroscopic high-level scenario planning methods.This paper positions scenario planning as a method to express the future vision, both tacit and explicit, of business, products and services in a clear succinct story form, to underpin all elements of a marketing strategy (goals, position and execution). The scenario planning for marketing action (SPMA) model is introduced and discussed incorporating eight principles: moderation and time compression; storytelling led new product and service development; customer orientation; iterative dynamic scenarios; complexity science to foster non-linear thinking; risk weighted scenarios; participant hosted scenario workshops; springboard consolidation.The SPMA method was proven and evolved within postgraduate Executive education courses in Sydney and Bangkok from 2003 to 2007. This approach is fundamental for marketers to gain competences in “learning the future faster”, thus possessing capabilities to imagine and invent the future and deliver the future earlier. 相似文献
69.
70.
Hugh Cassidy 《劳资关系》2017,56(3):393-410
This paper investigates trends in task usages within and between occupations, and the validity of assigning job task usages based on occupation code alone. Using data from the German Qualification and Career Survey, I assign analytical, interactive, and manual task usage levels to workers independent of their occupation. Task usages within occupation shifted nontrivially between the surveys considered, and individual characteristics such as age, education, gender, and hierarchical level differentially affect individual task usages and occupation‐mean task usages. Individual task usages are predictors of income, even when controlling for mean occupational task usages as well as worker and job characteristics. 相似文献