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61.
Research Summary: Regulatory bodies often wrestle with the thorny question of whether to mandate a governance practice or allow for organic adoption. While mandates afford rapid diffusion, we theorize that they also result in ceremonial adoptions. Leveraging a quasi‐natural experiment, we compare adoption outcomes for a governance practice—lead director adoption—that was mandated by the NYSE but not the NASDAQ. We find that NYSE firms are more likely than NASDAQ firms to have installed a lead director as a symbolic management tactic, so their lead directors are less effectual. We also find that transient institutional investors are deceived by this symbolic management, but dedicated institutional investors are not. Managerial Summary: Shareholders and analysts often desire to see companies introduce strict governance measures, such as proxy access and independent boards. Consequently, regulatory bodies often wrestle with the thorny issue of whether and when to mandate such practices for all companies. What they might not realize is that mandates may not work as well as they seem. Although more companies adopt reform under a mandate, they do so merely as a symbolic gesture. We look at one governance reform—appointing a lead director—finding that companies who introduce this reform as a result of a mandate appoint someone that is relatively toothless. We also find, though, that savvy investors are not actually fooled by this tactic and will trade out of firms that attempt such symbolic management. 相似文献
62.
External corporate governance and financial fraud: cognitive evaluation theory insights on agency theory prescriptions 下载免费PDF全文
R esearch summary : Agency theory suggests that external governance mechanisms (e.g., activist owners, the market for corporate control, securities analysts) can deter managers from acting opportunistically. Using cognitive evaluation theory, we argue that powerful expectations imposed by external governance can impinge on top managers' feelings of autonomy and crowd out their intrinsic motivation, potentially leading to financial fraud. Our findings indicate that external pressure from activist owners, the market for corporate control, and securities analysts increases managers' likelihood of financial fraud. Our study considers external governance from a top manager's perspective and questions one of agency theory's foundational tenets: that external pressure imposed on managers reduces the potential for moral hazard. M anagerial summary : Many of us are familiar with stories about top managers “cooking the books” in one way or another. As a result, companies and regulatory bodies often implement strict controls to try to prevent financial fraud. However, cognitive evaluation theory describes how those external controls could actually have the opposite of their intended effect because they rob managers of their intrinsic motivation for behaving appropriately. We find this to be the case. When top managers face more stringent external control mechanisms, in the form of activist shareholders, the threat of a takeover, or zealous securities analysts, they are actually more likely to engage in financial misbehavior. Copyright © 2016 John Wiley & Sons, Ltd. 相似文献
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Brian C. Briggeman Allan W. Gray Joshua D. Detre 《Review of Agricultural Economics》2008,30(2):370-378
Fresh Juice Incorporated (FJI) is in the process of determining whether it should launch a new fruit juice, Genetically Enhanced (GE) Juice. The GE Juice meets consumers' demands for a tasty, nutritious product and it would be the first new juice product in the last fifteen years. Before FJI decides to launch GE Juice, it must analyze the uncertainty surrounding market size, market share, and price of GE Juice. Finally, if FJI decides to launch GE Juice, then they must decide if they will bottle the juice themselves or outsource this process. This case teaches students how to discuss the strategic implications of launching a new product and develop a net present value and financial feasibility simulation model given limited information. 相似文献
64.
Country of origin labeling for complex supply chains: the case for labeling the location of different supply chain links 下载免费PDF全文
Jason M. Bienenfeld Elizabeth R. Botkins Brian E. Roe Marvin T. Batte 《Agricultural Economics》2016,47(2):205-213
We investigate the value of a country of origin label (COOL) that separately identifies the geographic location of different stages in a food product's supply chain. We estimate the willingness‐to‐pay (WTP) of U.S. consumers for a packaged cereal product where the key grain ingredient may be grown in one country and processed in a second country (multicountry supply chain) and compare it to equivalent products that have both stages located in a single country. We find consumer WTP for products with single‐country and multicountry supply chains are statistically different, meaning that simplifying a multicountry label by listing only the country where the ingredients are grown or only the country where the ingredients are processed can result in different consumer values. We also find that for countries with a poor quality reputation, consumers respond more negatively when that country has the “last touch” than when that country's involvement is limited to upstream supply chain links. 相似文献
65.
Brian F. Blake Kimberly A. Neuendorf Richard J. LaRosa Yang Luming Karen Hudzinski Yanying Hu 《Journal of Internet Commerce》2017,16(1):53-79
A conceptually based taxonomy of 22 distinct forms of e-shopping vehicles is proposed. A modification of the UTAUT and UTAUT2 models is introduced to explain how vehicles are interrelated in regard to consumer reliance upon them for their e-purchasing. A survey of over 1,000 millennial university students, 697 Chinese and 306 US, revealed strong support in both samples for the hypothesized six dimensional pattern underlying consumer vehicular reliance. Further, differences between Chinese and US samples lay not in the nature of the dimensions, but rather in the strength of reliance upon each dimension. Thus, the study demonstrates the utility of the concept/measure of shopper vehicular reliance, VPR (Vehicle Purchasing Reliance) for both practitioners and scientists. In cross-national comparisons, observed differences between samples in strength of reliance supported four of five hypotheses predicated on previously established national distinctions a) in trust and b) in the cultural value of individualism-collectivism. 相似文献
66.
This study investigates the incidence of international student travel in Taiwan. It was found that Chinese, Asian and other international students behave somewhat differently from respondents in prior studies conducted in Western settings. Cultural background influenced the travel behaviors of international students as well as their perceptions of Taiwan as a tourism destination. The visiting friends and relatives (VFR) market induced by Asian respondents offers greater tourism-related potential than the travel activity that students themselves undertake. The contrary was found for non-Asian students where the student-induced VFR market is small and prospectively less attractive than the student market. The Chinese international student travel market and induced VFR market showed less potential than anticipated, perhaps because of the embryonic stage of diplomatic and commercial relations between Taiwan and mainland China. 相似文献
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Brian Human 《Journal of Sustainable Tourism》2013,21(4):221-230
Visitor management plans are increasingly seen by local authorities as an essential contribution they can make towards sustainable tourism. However, tourism is subject to many external influences and is only part of the system of activities and land uses at the destination. Successful visitor management must, therefore, be broadly based and rooted in a wide range of policies. The objectives for sustainable tourism in Cambridge are supported by policies at the European, national, regional, county and local level covering tourism, recreation, transport, the environment, land use and economic development. This results in an integrated policy framework that ensures consistency, encourages cooperation and long‐term planning, makes the best use of resources, opens up additional sources of finance and provides a firm justification for refusing undesirable development. Achieving integration requires the visitor management plan to be seen neither as an end nor as a beginning, but as part of a process. In Cambridge this has involved a commitment to monitoring and reviewing strategies and to ensuring a policy input on tourism issues at all levels of decision making. Appropriate ad hoc bodies have been set up. Visitor management cannot succeed in isolation: other policies must be made to work for it, not frustrate action. 相似文献