全文获取类型
收费全文 | 16916篇 |
免费 | 8篇 |
专业分类
财政金融 | 2679篇 |
工业经济 | 774篇 |
计划管理 | 2596篇 |
经济学 | 3909篇 |
综合类 | 482篇 |
运输经济 | 2篇 |
旅游经济 | 1篇 |
贸易经济 | 4505篇 |
农业经济 | 1篇 |
经济概况 | 1359篇 |
信息产业经济 | 44篇 |
邮电经济 | 572篇 |
出版年
2023年 | 1篇 |
2021年 | 3篇 |
2020年 | 5篇 |
2019年 | 12篇 |
2018年 | 2305篇 |
2017年 | 2061篇 |
2016年 | 1209篇 |
2015年 | 95篇 |
2014年 | 93篇 |
2013年 | 84篇 |
2012年 | 441篇 |
2011年 | 1946篇 |
2010年 | 1829篇 |
2009年 | 1521篇 |
2008年 | 1517篇 |
2007年 | 1875篇 |
2006年 | 69篇 |
2005年 | 391篇 |
2004年 | 472篇 |
2003年 | 556篇 |
2002年 | 256篇 |
2001年 | 64篇 |
2000年 | 50篇 |
1999年 | 4篇 |
1998年 | 18篇 |
1997年 | 2篇 |
1996年 | 16篇 |
1995年 | 2篇 |
1994年 | 4篇 |
1993年 | 2篇 |
1992年 | 1篇 |
1991年 | 1篇 |
1990年 | 1篇 |
1988年 | 1篇 |
1987年 | 1篇 |
1986年 | 13篇 |
1985年 | 1篇 |
1980年 | 2篇 |
排序方式: 共有10000条查询结果,搜索用时 396 毫秒
91.
92.
93.
94.
95.
96.
Gary Harden 《Journal of Financial Services Marketing》2002,6(4):323-332
UK high street banks are continuing to extend the choice of channel through which customers can manage their moneycolon; an obvious example is e-banking. They have been keen to exploit technological advances and changing customer attitudes to alternative channels. Additionally, competition from leaner new market entrants has provided an added incentive to adopt new approaches. In the light of such developments, it is worth reflecting on the changing nature of the bank–customer relationship. This paper suggests that banks are finding it difficult to manage relationships effectively due, in large measure, to the sheer volume of customer data generated by new interactive, technology-based channels. Paradoxically, it seems that the more data banks have about customers the less likely they are to know them on a personal level. It is further suggested that channels such as e-banking potentially reduce the level of personal contact between bank and customer to the extent that a ‘virtual’ relationship develops. This paper concludes that, given the tendency towards ‘virtualisation’, it is inconceivable that bank–customer relationships will become any more intimate in the future. Indeed, a greater degree of personalisation in customer communication may be the very best that banks are able to offer. 相似文献
97.
98.
abstract The paper extends the Robbins and Pearce (1992 ) two‐stage turnaround response model to include governance factors. In addition to retrenchment and recovery, the paper proposes the addition of a realignment stage, referring specifically to the realignment of expectations of principal and agent groups. The realignment stage imposes a threshold that must be crossed before the retrenchment and hence recovery stage can be entered. Crossing this threshold is problematic to the extent that the interests of governance‐stakeholder groups diverge in a crisis situation. The severity of the crisis impacts on the bases of strategy contingent asset valuation leading to the fragmentation of stakeholder interests. In some cases the consequence may be that management are prevented from carrying out turnarounds by governance constraints. The paper uses a case study to illustrate these dynamics, and like the Robbins and Pearce study, it focuses on the textile industry. A longitudinal approach is used to show the impact of the removal of governance constraints. The empirical evidence suggests that such financial constraints become less serious to the extent that there is a functioning market for corporate control. Building on governance research and turnaround literature, the paper also outlines the general case necessary and sufficient conditions for successful turnarounds. 相似文献
99.
100.