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41.
42.
We examine the relative roles of marketing actions and product quality in determining commercial success. Using the motion
picture context, in which product quality is difficult for consumers to anticipate and information on product success is available
for different points in time, we model the effects of studio actions and movie quality on a movie’s sales during different
phases of its theatrical run. For a sample of 331 recent motion pictures, structural equation modeling demonstrates that studio
actions primarily influence early box office results, whereas movie quality influences both short- and long-term theatrical
outcomes. The core results are robust across moderating conditions. We identify two data segments with follow-up latent class
regressions and explore the degree of studio actions needed to “save” movies of varying quality. We finally offer some implications
for research and management. 相似文献
43.
Classical put–call symmetry relates the price of puts and calls under a suitable dual market transform. One well‐known application is the semistatic hedging of path‐dependent barrier options with European options. This, however, in its classical form requires the price process to observe rather stringent and unrealistic symmetry properties. In this paper, we develop a general self‐duality theorem to develop valuation schemes for barrier options in stochastic volatility models with correlation. 相似文献
44.
Can economic bonus programs jeopardize service relationships? 总被引:1,自引:0,他引:1
Research findings on the impact of economic bonus programs on service relationships are contradictory. While some studies
find positive effects of economic bonus programs on customer’s relational behavior, other studies demonstrate negative effects.
Building on self-determination theory, Dholakia (J Market Res 43(2):109–120, 2006) points at a possible explanation for these conflicting results, arguing that economic marketing programs have negative effects
on self-determined customers when the program is perceived as controlling by them. By testing the effect of four different
kinds of economic bonus programs on loyalty in an experimental setting using a nationwide representative sample of 768 participants,
this research is the first that provides empirical evidence that economic bonus programs can indeed endanger service relationships
by reducing customer’s self-determination. Implications of our findings for the abundance of economic bonus programs offered
to service customers these days are highlighted. 相似文献
45.
Abstract Markowitz and Sharpe won the Nobel Prize in Economics for the development of Mean‐Variance (M‐V) analysis and the Capital Asset Pricing Model (CAPM). Kahneman won the Nobel Prize in Economics for the development of Prospect Theory. In deriving the CAPM, Sharpe, Lintner and Mossin assume expected utility (EU) maximisation in the face of risk aversion. Kahneman and Tversky suggest Prospect Theory (PT) as an alternative paradigm to EU theory. They show that investors distort probabilities, make decisions based on change of wealth, exhibit loss aversion and maximise the expectation of an S‐shaped value function, which contains a risk‐seeking segment. Can these two apparently contradictory paradigms coexist? We show in this paper that although CPT (and PT) is in conflict to EUT, and violates some of the CAPM's underlying assumptions, the Security Market Line Theorem (SMLT) of the CAPM is intact in the CPT framework. Therefore, the CAPM is intact also in CPT framework. 相似文献
46.
In this paper, we examine the role of national culture in corporate takeover decisions, by arguing that managerial risk tolerance (a combination of risk aversion and risk perception), at the national level, is a cultural trait and affects the expected net synergies CEOs require. We propose a theoretical framework that links CEO risk tolerance to the expected net synergies. We empirically show that CEOs of firms located in countries with lower levels of risk tolerance, measured by Hofstede’s (1980, 2001) uncertainty avoidance score, require higher premiums on takeovers, and show that uncertainty avoidance plays a greater role in relatively large takeovers. Additional testing reveals that CEOs from high uncertainty avoiding nations engage less in cross-border/cross-industry takeovers, suggesting that uncertainty avoidance captures more the CEO’s risk perception than his/her risk aversion. 相似文献
47.
48.
Thorsten Büschgens Andreas Bausch David B. Balkin 《Journal of Product Innovation Management》2013,30(4):763-781
The relationship of organizational culture and innovation has been subject to extensive research over the last decades. The multitude of cultural variables under investigation has led to a fragmented concept of culture for innovation, and an inclusion into management theory is still missing. Further, managerial practice requires an underlying structure in order to decide what culture should be implemented in order to foster innovation, and to assess if a specific culture is an effective and efficient coordination instrument. Hence, a framework is needed which allows classification of cultural values without residuals, to draw expedient comparisons with reference to the criteria by which they are grouped, and to assess their relationship with organizational innovation. This meta‐analysis, which comprises 43 studies with a combined sample size of 6341 organizations, reveals that Quinn and Rohrbaugh's Competing Values Framework provides a meaningful structure for the ideational aspects of organizational culture. The Competing Values Framework describes value systems based on two main dimensions. Those two pairs of opposing values are flexibility versus control and internal versus external orientation. The analysis shows that the congruence of different cultures with organizational goals of innovation can be described based on that framework. Control theory is used to explain the relationship of organizational culture and innovation. While culture describes the ideational aspects of organizational values, clan control describes their coordinative effect. Managers may choose different clan control strategies according to the Competing Values Framework. They will most likely follow the strategy that provides a high level of congruence between the goals of management and the goals of their organization's social system. Individuals that have internalized the organizational values apply them as a form of self‐control. Those values will also be applied in groups, such as product development teams. While development teams may be formed and disbanded with certain projects and individuals may leave the company, the organization forms the steady frame of those activities. The cumulative data confirms the hypothesis that managers of innovative organizations most likely implement a developmental culture, which emphasizes an external and a flexibility orientation. Yet also group and rational cultures are to a certain extent consistent with the goals of an innovative organization and may thus be appropriate social control strategies. Hierarchical cultures emphasize control and an internal orientation and are less likely to be found in innovative organizations. A moderator analysis of the culture–innovation relationship revealed that it is not influenced by the differentiation between radical and incremental innovation, and only weak evidence exists for an influence of innovation adoption versus innovation generation. A potential reason is that those organizations that are geared toward innovation will pursue it consequently, without differentiating between different kinds of innovation. Therefore, managers that follow a (radical) innovation strategy should establish a developmental culture in their organization. If innovation rather represents a minor aspect of the firm's long‐term objectives, the efficiency‐oriented rational culture or a group culture may also be the right choice. 相似文献
49.
Expanding understanding of service exchange and value co-creation: a social construction approach 总被引:4,自引:0,他引:4
Bo Edvardsson Bård Tronvoll Thorsten Gruber 《Journal of the Academy of Marketing Science》2011,39(2):327-339
According to service-dominant logic (S-D logic), all providers are service providers, and service is the fundamental basis of exchange. Value is co-created with customers and assessed on the basis
of value-in-context. However, the extensive literature on S-D logic could benefit from paying explicit attention to the fact
that both service exchange and value co-creation are influenced by social forces. The aim of this study is to expand understanding
of service exchange and value co-creation by complementing these central aspects of S-D logic with key concepts from social
construction theories (social structures, social systems, roles, positions, interactions, and reproduction of social structures).
The study develops and describes a new framework for understanding how the concepts of service exchange and value co-creation
are affected by recognizing that they are embedded in social systems. The study contends that value should be understood as
value-in-social-context and that value is a social construction. Value co-creation is shaped by social forces, is reproduced
in social structures, and can be asymmetric for the actors involved. Service exchanges are dynamic, and actors learn and change
their roles within dynamic service systems. 相似文献
50.
This paper offers a new perspective on consumer knowledge analysis that combines Human Associative Memory (HAM) models from cognitive psychology with network analytic approaches in order to gain deeper insights into consumers” mental representations, such as brand images. An illustrative case study compares the associative networks of a manufacturer brand with a retail brand and is used to demonstrate the application and interpretation of various network measures. Network analysis is conducted on three levels: Node‐level analysis yields insights about salient brand image components that can be affected through short‐term marketing activities. Group‐level analysis is concerned with brand image dimensions that characterize a brand and can be strategically influenced in the medium term. Finally, network‐level analysis examines the network structure as a whole, drawing parallels to brand imagery, which needs to be managed over the long term. Management implications are derived and suggestions for further research are provided. © 2010 Wiley Periodicals, Inc. 相似文献