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Active interest rate policy is frequently recommended based on its merits in reducing macroeconomic volatility and being a simple device. Yet, it might be outperformed by an even simpler policy. A peg can be welfare-enhancing and can uniquely be implemented. 相似文献
54.
Francesca Cornelli Richard D'Aveni rew Kakabadse Rosabeth Moss Kanter Markus Reitzig Fons Trompenaars Kim Warren 《Business Strategy Review》2009,20(1):72-76
Francesca Cornelli, Richard D'Aveni, Andrew Kakabadse, Rosabeth Moss Kanter, Markus Reitzig, Fons Trompenaars and Kim Warren share their latest research. 相似文献
55.
Fabio Boschetti Author Vitae Markus Brede Author Vitae 《Technological Forecasting and Social Change》2009,76(4):525-532
Given an exploitation problem, in which a number of agents compete for a limited renewable resource, the optimal harvesting strategy depends on the ratio between resource availability and exploitation effort. For scarce resource a purely competitive, greedy strategy outperforms a more collaborative approach based on the Collective Intelligence, while for more abundant resource the opposite holds. The rationale for this behaviour lies in the amount of information each strategy is able to provide and a combined strategy is possible according to which agents choose dynamically the most informative strategy according to a minimum entropy criterion. This approach, which provides best performance for both under and over-exploited scenarios, can be used to monitor the resource status for management purposes and is effective in both centralised and decentralised decision making. 相似文献
56.
Markus Euler 《Wirtschaftsdienst》2005,85(7):455-459
Nach den gescheiterten Referenden zur EU-Verfassung in Frankreich und in den
Niederlanden wurde den Verhandlungen über eine neue finanzielle Vorausschau für
die Jahre 2007 bis 2013 eine neue Bedeutung beigemessen. Gerade auf dem ohnehin
schwierigen Feld der Finanzen sollte die in die Krise geratene EU Handlungsfähigkeit
beweisen. Dieses Ziel wurde offenbar gründlich verfehlt. Woran sind die
EU-Finanzverhandlungen gescheitert? Wie könnte eine Einigung erreicht werden?
Dr. Markus Euler, 30, ist wissenschaftlicher Mitarbeiter am Institut für Finanzwissenschaft der Universität Mainz. 相似文献
Dr. Markus Euler, 30, ist wissenschaftlicher Mitarbeiter am Institut für Finanzwissenschaft der Universität Mainz. 相似文献
57.
Markus Groth 《Wirtschaftsdienst》2005,85(5):320-325
Am 20. Januar 2005 wurde die dritte Novellierung der Verpackungsverordnung vom
Bundestag beschlossen und die Pfandpflicht für Einweggetränkeverpackungen
neu geregelt. Sind Mehrwegverpackungen immer umweltfreundlicher als
Einwegverpackungen? Dient die neue Regelung langfristig als Vorbild für
eine europaweite Pfandpflicht?Markus Groth, 29, Dipl.-Ökonom, ist wissenschaftlicher
Mitarbeiter am Forschungs- und
Studienzentrum Landwirtschaft und Umwelt
(ZLU) an der Georg-August-Universität in Göttingen. 相似文献
58.
Information technology (IT) of insurance companies refers to the variety of organizational units that are in charge of development, implementation and operation of the specific entrepreneurial IT-applications. Our analyses follow the notion that nowadays information technologies departments face increasing cost pressure and the modern reflex of introducing outsourcing-and offshoring-measures does not necessarily lead to cost reductions. Therefore a closer cooperation of IT departments and other organizational units is crucial and strengthens the improvement of competitiveness of the entire insurance company. Furthermore a method leading to a gradual Business Alignment of IT departments within insurance companies will be introduced. 相似文献
59.
Ramin Baghai‐Wadji Rami El‐Berry Stefan Klocker Markus Schwaiger 《International Journal of Intelligent Systems in Accounting, Finance & Management》2006,14(4):157-177
Notwithstanding their common features, hedge funds remain an extremely diverse asset class. Information on fund styles is important for numerous purposes, such as portfolio construction, performance attribution and risk management. With fund self‐declaration being prone to (strategic) misclassification, return‐based taxonomies grouping funds along similarities in realized returns provide a useful alternative. We provide a consistent classification system of homogeneous groups of hedge funds based on self‐organizing maps. Whereas some fund categories such as managed futures are largely consistent in their self‐declared strategies, others, especially so‐called ‘equity hedge’ funds, display no or very limited return similarities. Furthermore, we also find evidence of fund managers performing undisclosed changes of their trading style over time. Those funds that misclassified themselves once are particularly likely to change their trading style again. Although style self‐declaration can, therefore, be quite misleading, our results indicate that hedge funds do not misdeclare their style strategically to improve their relative performance. Copyright © 2006 John Wiley & Sons, Ltd. 相似文献
60.
Markus C. Becker 《Journal of Management Studies》2001,38(7):1037-1051
While there has been much progress in understanding organizational knowledge and knowledge management practices, some questions still remain unresolved. This paper argues that at least one important driver of knowledge‐related organizational problems has been rather neglected so far: that is, the dispersed nature of organizational knowledge. The paper analyses the organizational problems and managerial responses arising from dispersed knowledge. It identifies three drivers by which the dispersedness of knowledge leads to management problems: namely, it creates large numbers, asymmetries, and uncertainty. A number of managerial strategies for dealing with the different components of the problems created by the dispersedness of knowledge are identified and their effectiveness analysed, thereby informing managers as to how best to deal with dispersed knowledge. The analysis of uncertainty‐related implications of dispersed knowledge uncovers an overlooked distinction that is helpful for understanding dispersed knowledge and its managerial implications. This is the distinction between uncertainty and ambiguity, i.e. a strong form of uncertainty that cannot be remedied by the standard strategy of increasing the information available. 相似文献