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981.
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We derive the conditions that cause an automaker's Corporate Average Fuel Economy (CAFE) fine to increase when it sells an additional, fuel efficient car. Raising the CAFE standards would broaden the range of fuel economies that produce this effect. Copyright © 2005 John Wiley & Sons, Ltd. 相似文献
984.
Social Welfare and Income Inequality in a System of Cities 总被引:1,自引:0,他引:1
This paper develops a general-equilibrium model of a system of core-periphery cities to examine the main determinants of intra- and inter-regional income disparities. The economy is populated by a continuum of (homogeneous) unskilled and (heterogeneous) skilled workers. Unskilled workers, whose wages are determined competitively, specialize in food production in local cities; skilled workers, whose wages are determined according to a Nash bargain, manufacture a high-tech commodity in the metropolis. We establish conditions under which this core-periphery equilibrium spatial configuration emerges. We show that both intra- and inter-regional income disparities are present; the determinants of each type of disparity and the social-welfare implications are fully investigated. Our results suggest that public policy programs that improve income equality may not be necessarily welfare enhancing. 相似文献
985.
An understanding of transformational leadership has been developed for many spheres of management, but not previously for organizational conflict. This paper analyzes a successful conflict mediation attempt in the early Christian church and draws from it elements of a model of the transformational management of conflict that can be applied by managers in many contemporary work organizations. The elements include (a) reframing the conflict, (b) a focus on a shared organizational vision, (c) the placement of responsibility for dispute resolution in the hands of organizational members directly and indirectly involved in conflict, and (d) the use of communication devices consistent with the desired outcome. The paper suggests skills necessary for managers to implement the model and implications for research on it. 相似文献
986.
Andreas Mölk 《Scandinavian Journal of Management》2018,34(4):326-334
This study examines strategy development in employer branding based on structuration theory, focusing on the interplay between employer branding structures and the (inter)actions of employer branding strategists. To analyse this interplay, this paper draws upon a series of strategy meetings in an employer branding project of a multinational construction company. This study adds to the current debate on employer branding by advancing the understanding of the structural embeddedness of strategizing in employer branding. Furthermore, the study proposes that strategy development shifts employer branding engagements into contested territory due to various and contradictory structures strategists need to deal with. 相似文献
987.
In the context of regularly varying tails, we first analyze a generalization of the classical Hill estimator of a positive tail index, with members that are not asymptotically more efficient than the original one. This has led us to propose alternative classical tail index estimators, that may perform asymptotically better than the Hill estimator. As the improvement is not really significant, we also propose generalized jackknife estimators based on any two members of these two classes. These generalized jackknife estimators are compared with the Hill estimator and other reduced-bias estimators available in the literature, asymptotically, and for finite samples, through the use of Monte Carlo simulation. The finite-sample behaviour of the new reduced-bias estimators is also illustrated through a practical example in the field of finance. 相似文献
988.
Mariano L. M. Heyden Sebastian P. L. Fourné Bastiaan A. S. Koene Renate Werkman Shahzad Ansari 《Journal of Management Studies》2017,54(7):961-985
In this study we integrate insights from ‘top‐down’ and ‘bottom‐up’ traditions in organizational change research to understand employees’ varying dispositions to support change. We distinguish between change initiation and change execution roles and identify four possible role configurations in which top managers (TMs) and middle managers (MMs) can feature in change. We contend that both TMs and MMs can play change initiation and/or change execution roles, TMs and MMs have different strengths and limitations for taking on different change roles, and their relative strengths and limitations are compounded or attenuated based on the specific configuration of change roles. We subsequently hypothesize employee support for change in relation to different TM‐MM change role configurations. Our findings show that change initiated by TMs does not engender above‐average level of employee support. However, change initiated by MMs engenders above‐average level of employee support, and even more so, if TMs handle the change execution. 相似文献
989.
By Anthoniew. M. Meijers 《American journal of economics and sociology》2003,62(1):167-183
A BSTRACT . Searle's philosophical construction of social reality has three basic \"building blocks\": collective intentionality, constitutive rules, and the imposition of functions. This article will focus on the first of these, collective intentionality, which is taken to be the central span on the bridge from physics to society. Searle analyzes this notion in terms of his own internalist theory of intentionality. In his view, we could have all the collective intentionality we have even if we were a brain in a vat, i.e., even if we were radically mistaken about the outside world. It will be argued that such an internalist view of collective intentionality cannot capture normative aspects of social phenomena. Social reality requires a radical relational approach. 相似文献
990.