全文获取类型
收费全文 | 42120篇 |
免费 | 957篇 |
专业分类
财政金融 | 7492篇 |
工业经济 | 3052篇 |
计划管理 | 7328篇 |
经济学 | 9583篇 |
综合类 | 445篇 |
运输经济 | 318篇 |
旅游经济 | 705篇 |
贸易经济 | 7043篇 |
农业经济 | 1904篇 |
经济概况 | 4933篇 |
信息产业经济 | 1篇 |
邮电经济 | 273篇 |
出版年
2021年 | 313篇 |
2020年 | 507篇 |
2019年 | 705篇 |
2018年 | 1053篇 |
2017年 | 1086篇 |
2016年 | 999篇 |
2015年 | 679篇 |
2014年 | 1009篇 |
2013年 | 4427篇 |
2012年 | 1251篇 |
2011年 | 1321篇 |
2010年 | 1174篇 |
2009年 | 1271篇 |
2008年 | 1264篇 |
2007年 | 1114篇 |
2006年 | 1001篇 |
2005年 | 927篇 |
2004年 | 892篇 |
2003年 | 892篇 |
2002年 | 871篇 |
2001年 | 836篇 |
2000年 | 857篇 |
1999年 | 736篇 |
1998年 | 733篇 |
1997年 | 697篇 |
1996年 | 704篇 |
1995年 | 622篇 |
1994年 | 654篇 |
1993年 | 668篇 |
1992年 | 638篇 |
1991年 | 668篇 |
1990年 | 613篇 |
1989年 | 502篇 |
1988年 | 488篇 |
1987年 | 482篇 |
1986年 | 507篇 |
1985年 | 730篇 |
1984年 | 664篇 |
1983年 | 665篇 |
1982年 | 618篇 |
1981年 | 568篇 |
1980年 | 542篇 |
1979年 | 562篇 |
1978年 | 480篇 |
1977年 | 404篇 |
1976年 | 357篇 |
1975年 | 329篇 |
1974年 | 306篇 |
1973年 | 301篇 |
1972年 | 253篇 |
排序方式: 共有10000条查询结果,搜索用时 15 毫秒
151.
152.
The development of a standardized student evaluation form 总被引:1,自引:0,他引:1
David J. Lill Ph.D. 《Journal of the Academy of Marketing Science》1979,7(3):242-254
The original purpose of student evaluations was to provide feedback to the instructor to improve his/her teaching. However,
the use of student evaluations in assessing promotion and tenure decisions is becoming increasingly apparent. Given that students
represent one valuable source of evaluation data, the task involves gathering the information so as not to bias or influence
the results. Thus, the objectives of this report are to discuss the methodology and pitfalls in the construction of a data
collection instrument, and produce a “model” student evaluation form that may serve as the basis for establishing validity
by having the academic community put it to the test. 相似文献
153.
B. L. Myers Ph.D. N. L. Enrick Ph.D. A. J. Melcher Ph.D. 《Journal of the Academy of Marketing Science》1974,2(1):249-261
The efficiency of a research design may be measured in terms of the degree to which knowledge is enhanced within given resource
constraints. Thus, two different types of research design, even though they contain the same number of expected observations,
may differ considerably in the amount of information provided. An example is the number N of 32 observations obtained with
an analysis of variance witheither 2 factors, 2 levels per factor and a replication of 8or 4 factors, 4 levels per factor and a replication of 2. We analyze and compare the relative efficiencies of regression and
variance analysis models and their implications to research strategy development. Three major considerations are evaluated:
(1) short versus long time horizon (interval until effects of a decision are realized), (2) small versus large cost of erroneous
rejection of the Null Hypothesis and (3) gross versus refined stage of development of the research study. A set of general
guidelines towards improved designs is developed. 相似文献
154.
Sarath A. Nonis Jeffrey K. Sager Kamalesh Kumar 《Journal of the Academy of Marketing Science》1996,24(1):44-56
Researchers’ attentions have recently focused on how salespeople cope with role stress. This study focuses on salespersons’
use of six upward influence tactics (UITs) with the immediate sales manager, and how salespeople use UITs to lessen the impact
of two role stressors (perceived role conflict and role ambiguity) associated with the sales job. The study also evaluates
the potential moderating role of UITs on relationships between role stress and manager satisfaction and propensity to leave.
Analysis of data gathered from a heterogeneous sample revealed differences in use of UITs between salespeople classified as
either high or low in role stress. Salespeople who perceive high role conflict employ assertiveness and upward appeal UITs
more frequently. Salespeople who perceive high role ambiguity use exchange and coalition-building UITs more frequently. Results
also suggest that salespersons’ use of assertiveness and ingratiation UITs exacerbate relationships between perceived role
ambiguity and two outcomes: satisfaction with supervisor and propensity to leave. Implications of the study findings for sales
managers are reviewed, as are implications for further research.
His research interests are in the areas of personal selling and sales management. His work has appeared inJournal of Education for Business, Journal of Marketing Theory and Practice, and various national and international conference proceedings.
Jeffrey K. Sager, Ph. D., conducts research in the areas of salesperson turnover and job stress. His work has appeared in theJournal of the Academy of Marketing Science, Journal of Personal Selling and Sales Management, andJournal of Business Research.
His research interests are in the fields of strategic management and organizational behavior. His research has been published
in theAcademy of Management Journal, Journal of Applied Psychology, and several other journals. 相似文献
155.
Summary In 1961 Arrow, Chenery, Minhas and Solow presented their C.E.S. production function, which was based on the relation between the real wage rate and the average labour productivity. They argued that, if the aggregate production function is continuous, lineair and homogeneous, then, with perfect competition and profit maximalization prevailing, the relation between the real wage rate and the average labour productivity is reflection of the production structure. This relation can, therefore, be used for specifying the production structure.In the present paper, the same line of thought is applied to the Dutch economy. Several hypotheses on the relation between wage rate and average labour productivity are tested. Statistically, it turns out that in the Dutch economy the elasticity of substitution between capital and labour is not a constant: it declines with increasing capital-labour ratio. Two statistically acceptable production equations that have this feature are presented.The efficiency parameter appearing as an integration constant in both production equations shows a decline: with labour productivity constant, the capital-labour ratio is falling over time. This means that the relation between labour productivity and capital-labour ratio shifts over time. Another outcome of this study is that technical progress is capitalaugmenting and that it brings about 50 percent of the growth in the labour productivity.De schrijvers zijn dank verschuldigd aan Prof. Dr. F. J. de Jong voor zijn stimulerende kritiek en aan de heren J. G. Althuis, F. J. van Bolhuis, J. D. Flikweert, H. Jager en B. S. Wilpstra, assistenten bij de afdeling Algemene Economie van de Economische Faculteit der Rijksuniversiteit te Groningen, voor hun bereidwillige medewerking aan dit onderzoek. 相似文献
156.
Summary Two behavioural models of economic growth are developed: a neo-classical and a neo-keynesian (Kaldorian) one.In the neo-classical model consumers aspire to a certain level of consumption. Savings and supply of labour (man-hours) are the means for reaching this level.In the neo-keynesian model firms and households have a certain aspiration level with respect to profits and consumption, respectively. To reach these levels firms decide to invest and households to supply man-hours.In both models growth is entirely dependent on the parameters of the behaviour equations. In this respect they differ from the traditional neo-classical and neo-keynesian (Kaldorian) models, in which growth is eventually determined by autonomous technical progress and growth of the labour force. 相似文献
157.
158.
Firman J 《Hospital materiel management quarterly》1991,12(3):22-25
The literature demonstrates that the concept of case management offers quality, patient-centered care. Case management promotes the wise utilization of resources and has economic advantages. The benefits of case management are widespread. Everyone concerned with patient care is affected positively, including the patient, family, caregivers, and the facility itself. The benefits far outweigh the potential problems outlined in the literature, and these problems can be eliminated with proper education. The movement toward the use of case management makes good business sense. It will continue. 相似文献
159.
160.