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941.
Mari Huhtala Taru Feldt Anna-Maija Lämsä Saija Mauno Ulla Kinnunen 《Journal of Business Ethics》2011,101(2):231-247
The present study had two major aims: first, to examine the construct validity of the Finnish 58-item Corporate Ethical Virtues
scale (CEV; Kaptein in J Org Behav 29:923–947, 2008) and second, to examine whether the associations between managers’ perceptions of ethical organisational culture and their
occupational well-being (emotional exhaustion and work engagement) are indirectly linked by ethical strain, i.e. the tension
which arises from the difference in the ethical values of the individual and the organisation he or she works for. The sample
consisted of 902 managers from different organisations, in middle and upper management levels, aged 25–68 years. The results
of the confirmatory factor analysis (CFA) provided support to the hypothesised eight-factor structure of the CEV scale; i.e.
the scale contained the factors of clarity, congruency of supervisors, congruency of senior management, feasibility, supportability,
transparency, discussability and sanctionability. In addition, it emerged from the CFAs that the high intercorrelations of
these factors can be explained by the second-order factor of ethical culture. The managers’ perceptions of the ethical culture
prevailing in their organisations were associated with their occupational well-being both directly (high-work engagement)
and indirectly via a low level of ethical strain (low-emotional exhaustion). Thus, the findings indicated that the ethical
culture of organisations plays a major role in managers’ occupational well-being. 相似文献
942.
Irene M. Herremans Robert G. Isaac Theresa J. B. Kline Jamal A. Nazari 《Journal of Business Ethics》2011,98(4):627-640
This research, couched in the resource-based view of the firm, investigates the potential for reducing an organization’s decision
uncertainty within its intellectual capital (IC) operating environment. Using structural equation modeling, we empirically
test if organizational design can reduce the perceived uncertainty related to an IC context, which we refer to as knowledge
uncertainty. We found evidence that decentralization and technology infrastructure support a results-based IC management control
system which in turn is associated with reduced internal decision uncertainty. Finally, our statistics support a good overall
fit for our model. Our findings suggest that if managers structure their organizational control systems appropriately for
developing IC capabilities, these systems can lead to reduced internal uncertainty regarding human, structural, and relational
capital. 相似文献
943.
Organizational Role and Environmental Uncertainty as Influences on Ethical Work Climate in Military Units 总被引:1,自引:0,他引:1
In addition to a person’s character and training, the organization’s ethical work climate (EWC) can assess how the organization
influences an individual’s ethical decision-making process by examining the individuals’ perception of “what is the right
thing to do” in a particular organizational environment. Relatively little research has explored which EWCs dominate military
units and the impact of organizational role and environmental uncertainty on individuals in the military and their ethical
decision making. In this study, we examined the predominant EWCs among military units and found that certain organizational
influences are associated with the specific EWCs. Based on these discoveries, we discuss the implications of EWC studies and
the influence of organizational role and environmental uncertainty for researchers, as well as military leaders. 相似文献
944.
After defining the essential elements of Aristotelian citizenship, the article proposes to apply these criteria in its search
for the equivalent of a citizen within the corporate polis. It argues that shareholding managers are the best positioned among
a firm’s constituents or stakeholders in fulfilling the role of corporate citizens. Greater participation by management not
only in the control but also in the ownership of firms brings about benefits for the firm as a whole and for the managers
themselves, as organizational citizenship behavior literature, among others, suggests. 相似文献
945.
This study investigates the effects of internal and external corporate governance and monitoring mechanisms on the choice
of corporate social responsibility (CSR) engagement and the value of firms engaging in CSR activities. The study finds the
CSR choice is positively associated with the internal and external corporate governance and monitoring mechanisms, including
board leadership, board independence, institutional ownership, analyst following, and anti- takeover provisions, after controlling
for various firm characteristics. After correcting for endogeneity and simultaneity issues, the results show that CSR engagement
positively influences firm value measured by industry-adjusted Tobin’s q. We find that the impact of analyst following for
firms that engage in CSR on firm value is strongly positive, while the board leadership, board independence, blockholders’
ownership, and institutional ownership play a relatively weaker role in enhancing firm value. Furthermore, we find that CSR
activities that address internal social enhancement within the firm, such as employees diversity, firm relationship with its
employees, and product quality, enhance the value of firm more than other CSR subcategories for broader external social enhancement
such as community relation and environmental concerns. 相似文献
946.
Forsyth (J Pers Soc Psychol 39(1):175–184, 1980) argued that ethical ideology includes the two orthogonal dimensions of relativism and idealism. Relativists determine morality
by looking at the complexities of the situation rather than relying on universal moral rules, while idealists believe that
positive consequences can always be obtained without harming others. This study examined the role of ethical ideology as a
moderator between justice and constructive and deviant reactions to injustice. Students with work experience (N = 200) completed Bennett and Robinson’s (J Appl Psychol 85(3):349–360, 2000) measure of Workplace Deviance, Gill’s (Reactions to injustice: Development and validation of a measure. Unpublished doctoral
dissertation, University of Western Ontario, 2005) Reactions to Injustice measure, and the Ethics Position Questionnaire (Forsyth, 1980), and provided ratings of justice in their own workplace. Hierarchical regressions revealed a significant main effect of
idealism on deviance and constructive behaviors, and three-way interactions between idealism, relativism, and some types of
justice. These findings suggest that ethical ideology plays a significant role in predicting responses to injustice. 相似文献
947.
Sefa Hayibor Bradley R. Agle Greg J. Sears Jeffrey A. Sonnenfeld Andrew Ward 《Journal of Business Ethics》2011,102(2):237-254
Although charismatic leadership theorists have long argued that leader–follower value congruence plays a central role in the
development of charismatic relationships, few studies have tested this proposition. Using data from two studies involving
a total of 329 CEOs and 1807 members of their top management teams, we tested the hypothesis that value congruence between
leaders and their followers is empirically linked to follower perceptions of the charisma of their leader. Consistent with
a relational perspective on charismatic leadership, strong support was found for the hypothesis that perceived value congruence between leaders (CEOs) and their followers (members of their top management teams) is positively related
to follower perceptions of the degree of charisma possessed by the leader. Conversely, only limited support was found for
the hypothesis that actual value congruence is linked to perceptions of charismatic leadership. Implications of these findings for research and practice
are discussed. 相似文献
948.
949.
Corporate social responsibility (CSR) has emerged as an effective way for firms to create favorable attitudes among consumers.
Although prior research has addressed the direct influence of proactive and reactive CSR on consumer responses, this research
hypothesized that consumers’ perceived organizational motives (i.e., attributions) will mediate this relationship. It was
also hypothesized that the source of information and location of CSR initiative will affect the motives consumers assign to
a firms’ engagement in the initiative. Two experiments were conducted to test these hypotheses. The results of Study 1 indicate
that the nature of a CSR initiative influences consumer attribution effects and that these attributions act as mediators in
helping to explain consumers’ responses to CSR. Study 2 suggests that the source of the CSR message moderates the effect of
CSR on consumer attributions. The mediating influence of the attributions as well as the importance of information source
suggests that proper communication of CSR can be a viable way to inculcate positive corporate associations and purchase intentions. 相似文献
950.
A continuing challenge for researchers and practitioners alike is the lack of data on the effectiveness of corporate–community
investment programmes. The focus of this article is on the minerals industry, where companies currently face the challenge
of matching corporate drivers for strategic partnership with community needs for programmes that contribute to local and regional
sustainability. While many global mining companies advocate a strategic approach to partnerships, there is no evidence currently
available that suggests companies are monitoring these partnerships to see if they do, in fact, represent ‘strategic’ investments.
This article argues that applying the management concept of ‘investment performance’ to corporate–community partnerships requires
questioning traditional evaluation methods that focus on the results of programmes or activities. We adopt a case study approach
to introduce an evaluation framework that considers performance from both corporate and community perspectives and that conceptualises
partnership performance as comprising four aspects: (1) the contribution of the partnership to the overall portfolio of a
company’s community investment programmes, (2) the appropriateness of the partnership model, (3) the effectiveness of the
partnering relationship and (4) the ability of the partners to achieve programme goals. The application of this evaluation
framework to an established corporate–community partnership programme provided some useful insights as to how partnership
performance can be improved. 相似文献