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91.
We use panel data on Israeli manufacturing plants to test two explanations of lower wages and lower productivity in plants with a higher percentage of females: (1) within plants women are paid less and are less productive, consistent with no discrimination, and (2) women are segregated into lower-wage and lower-productivity plants. Although the variation in productivity across plants appears to stem from differences in productivity between men and women, the estimates suggest no within-plant wage differential between men and women. 相似文献
92.
Judith G. Oakley 《Journal of Business Ethics》2000,27(4):321-334
Although the number of women in middle management has grown quite rapidly in the last two decades, the number of female CEOs in large corporations remains extremely low. This article examines many explanations for why women have not risen to the top, including lack of line experience, inadequate career opportunities, gender differences in linguistic styles and socialization, gender-based stereotypes, the old boy network at the top, and tokenism. Alternative explanations are also presented and analyzed, such as differences between female leadership styles and the type of leadership style expected at the top of organizations, feminist explanations for the underrepresentation of women in top management positions, and the possibility that the most talented women in business often avoid corporate life in favor of entrepreneurial careers. 相似文献
93.
According to its advertisement copy, ‘Independence Day' delivers the ultimate encounter when powerful aliens launch an invasion against the human race. Does this ‘ultimate encounter' simply retrace the old fashioned Hollywood theme of good versus evil? Or is there a more sinister meaning woven into the text of the film? This paper deconstructs the narrative of the film to reveal the underlying monolithic, Americanised modernity and argues that ‘Independence Day' provides an allegorical legitimation for Pax Americana. 相似文献
94.
Barbara Bergmann has advocated direct observation of market behavior by economists. There is a history of such activity in the area of labor market but that experimental work has mainly been conducted by noneconomists. We have followed the lead of these researchers and conducted audits of employment hiring behavior, testing for discrimination on the basis of gender and sex. The technique involves sending matched pairs of job applications. Discrimination was found against female, Greek, and Vietnamese applicants. The paper recommends improvements in experimental design for future audits. 相似文献
95.
Journal of Business Ethics - This case study examines the relevance of taking social and political factors into consideration when a corporation is making a key business decision. In September... 相似文献
96.
97.
Judith Behrens Holger Ernst Dean A. Shepherd 《Journal of Product Innovation Management》2014,31(1):144-158
Research and development (R&D) generates projects, but the question often remains: which projects should be exploited? Building on the innovation, strategy, and managerial cognition literatures, we use a conjoint field experiment to collect data on 4032 decisions made by 126 R&D managers to test how project attributes, strategic context, and managers' characteristics influence innovation exploitation decisions. Using hierarchical linear modeling, we find that (1) experience impacts project exploitation decision policies of middle managers more than senior managers, (2) divergent thinking across middle and senior managers increases with experience, and (3) experienced middle managers diverge from experienced senior managers in their decisions to exploit opportunities by placing greater emphasis on strategic context (relative to competitors and fit within the portfolio) and lesser emphasis on uncertainty (technological and demand). These findings have implications for the strategy and innovation literature. 相似文献
98.
99.
A number of theoretical approaches to ethicaldecision making in the business context arecriticized as being too complex and cumbersometo be useful in day to day decision making. Byway of a potential solution, the authorspresent a universalistic, real-time model forassessing and resolving ethical decisions. Utilizing this model requires students andpractitioners to evaluate their decisionsaccording to two dimensions. In the firstdimension, stakeholders are identified aseither ``insiders' or ``outsiders' relating tothe differential advantages and/ordisadvantages a decision has on these twogroups. With the second dimension, consequences for the short term and long termfor these two stakeholder groups are assessed. The paper concludes with an illustration fromreal financial services business decisions asviewed through the model. These examplesprovide readers a sense of the model'spotential for consulting and pedagogicalpurposes. 相似文献
100.
Judith A. Spiers Greta G. Cummings Paula Langenhoff Janice Sharlow Aslam Bhatti 《Journal of Leadership Studies》2010,4(1):6-19
In 2004, a provincial cancer agency in Canada developed and implemented a provincewide Leadership Development Initiative (LDI) to enhance organizational leadership and relationships. Research using a quasi‐experimental survey design determined whether LDI implementation influenced the emotional health and leadership practices of LDI participants. An ethnographic approach (18 focus groups and 13 individual interviews) explored participants' perceptions of the LDI. This article presents qualitative findings that contribute to understanding the statistically significant findings of increasing levels of cynicism, emotional exhaustion, and burnout for most LDI participants. The LDI was regarded as a critical strategy for helping leaders grow and cope with change and help in changing organizational leadership culture to be more collaborative and inclusive. However, an organizational history of short‐lived, flavor‐of‐the‐month development initiatives and growing skepticism and disengagement by leaders represented in the themes of Catch‐22 and “there is no going back” contributes to understanding why these quantitative measures increased. Few studies have explored the hypothesis that real organizational development happens through a series of planned stages. In this study, leaders experienced escalating frustration because change was not seen to occur fast enough in “others” and reported that this was necessary before they would alter their own behavior. Leadership development programs in general need to reflect the reality that it takes considerable time, patience, and effort to effect fundamental change in leadership culture. 相似文献