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931.
In this paper, we contribute to the literature investigating the impact of FDI on host country economic growth by distinguishing between the growth effects of horizontal (market seeking) FDI and vertical (efficiency seeking) FDI. Using a new database, we estimate the growth effects of vertical and horizontal US MNE activity into 44 host countries over the period 1983–2003, also using traditional total FDI figures as a benchmark. Controlling for endogeneity and absorptive capacity effects, we find that horizontal and vertical FDI have positive and significant growth effects in developed countries. Moreover, our results indicate a superior growth effect of horizontal FDI over vertical FDI. In line with existing literature, we find no significant effects of horizontal or vertical FDI in developing countries. 相似文献
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Recent software developments are reviewed from the vantage point of reproducible econometric research. We argue that the emergence of new tools, particularly in the open‐source community, have greatly eased the burden of documenting and archiving both empirical and simulation work in econometrics. Some of these tools are highlighted in the discussion of two small replication exercises. Copyright © 2009 John Wiley & Sons, Ltd. 相似文献
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Scott B. Keller Daniel F. Lynch Alexander E. Ellinger John Ozment Roger Calantone 《Journal of Business Logistics》2006,27(1):109-137
Marketing efforts can offer firms a greater competitive advantage by overtly stimulating the impact of frontline logistics employees on customer value creation. In such a situation, internal marketing becomes the strategy of choice in both service and product support contexts. A broad marketing mix framework is introduced shifting the traditional application from marketing products to marketing the workplace to logistics distribution employees. Research findings support a multidimensional operationalization of internal marketing. Holistic tests indicate that internal marketing on an interpersonal level is associated with satisfied and higher performing distribution center employees and increased interdepartmental customer orientation. 相似文献
938.
Collaborating for New Product Development: Selecting the Partner with Maximum Potential to Create Value 总被引:3,自引:0,他引:3
Zeynep Emden Roger J. Calantone Cornelia Droge 《Journal of Product Innovation Management》2006,23(4):330-341
The partner selection process in the formation stages of collaborative new product development (NPD) is a neglected topic. The present study investigated the partner selection processes to ascertain the potential of creating competitively advantageous products through collaboration. The goal was to develop a process theory of partner selection for collaborative NPD alliances using a theory development approach. The literatures on NPD, interfirm knowledge transfer and generation, and interorganizational relationships were tapped. These literatures motivated the approach and the research questions. Parallel with the analysis of the literature, a series of case study interviews were conducted with managers currently in collaborative dyads. Managers' inputs were used (1) to guide the theory development process and (2) to validate the relevance of the literature-based assertions. The method of narrative analysis for building theory from case studies was adopted: Multiple indicators were collapsed into single constructs, and recurring sequences or divergences were analyzed. This resulted in the unveiling of phases in the partner selection process. The study's findings suggest that technological alignment of the partners triggered the partner-evaluation process. This phase was followed, in order, by the strategic alignment and relational alignment phases. These later phases were as important as the initial phase in ensuring the transfer and integration of critical know-how and in creating product value through collaboration. In addition to clarifying the definition of codevelopment alliances, this study reveals a comprehensive theoretical model of the technological, strategic, and relational aspects of partner selection in codevelopment alliances, as well as the order in which these aspects are practiced. 相似文献
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Serdar S. Durmuolu Regina C. McNally Roger J. Calantone Nukhet Harmancioglu 《Journal of Product Innovation Management》2008,25(4):386-403
Does a product innovation strategy change at company headquarters resonate the same way at different strategic business units (SBUs)? What factors play a role in differing implementation of new innovation strategies? A collective case study was conducted at three SBUs of an international conglomerate to investigate why the SBUs implement the same corporate innovation charter in vastly different manners, both in strategic processes and in organizing for new product development (NPD). This study's contribution to the literature is twofold. First, it develops initial insights into how three SBUs implement diverse SBU‐level innovation strategies in response to the same product innovation charter. Second, it extends the findings of previous studies on NPD strategy by presenting how three SBUs reshape their structure and resource allocation, changing various dimensions of their innovation strategy while also fitting the competitive structure in their individual, non‐high‐tech, traditional manufacturing industries as they respond to the corporate mandate. In this study, several factors were observed to influence a firm when formulating a new product innovation strategy. First, past performance and strategic typology constrain the innovation paths available. Poor past performance limits available resources whereas the strategic typology managers use limits their ability to recognize other opportunities. Next, capacity constraints provide a catalyst in moving toward process improvements. Third, management involvement in the day‐to‐day implementation of change is necessary to ensure that the new processes are implemented. Finally, corporate performance metrics are quite influential in how SBUs adapt to change. This study identifies that even with the immense power corporate has over these SBUs, some still dance to their own tune, ignorant of their deviation from the corporate mandate because the metric is not sufficient to detect these deviations. This study suggests the use of multiple types of metrics to minimize the likelihood of nearsighted responses to innovation charter changes. 相似文献
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