全文获取类型
| 收费全文 | 1572篇 |
| 免费 | 22篇 |
专业分类
| 财政金融 | 306篇 |
| 工业经济 | 142篇 |
| 计划管理 | 332篇 |
| 经济学 | 229篇 |
| 综合类 | 13篇 |
| 运输经济 | 58篇 |
| 旅游经济 | 54篇 |
| 贸易经济 | 262篇 |
| 农业经济 | 111篇 |
| 经济概况 | 84篇 |
| 信息产业经济 | 1篇 |
| 邮电经济 | 2篇 |
出版年
| 2024年 | 6篇 |
| 2023年 | 11篇 |
| 2021年 | 15篇 |
| 2020年 | 30篇 |
| 2019年 | 47篇 |
| 2018年 | 46篇 |
| 2017年 | 59篇 |
| 2016年 | 45篇 |
| 2015年 | 28篇 |
| 2014年 | 57篇 |
| 2013年 | 154篇 |
| 2012年 | 62篇 |
| 2011年 | 70篇 |
| 2010年 | 59篇 |
| 2009年 | 49篇 |
| 2008年 | 55篇 |
| 2007年 | 42篇 |
| 2006年 | 43篇 |
| 2005年 | 48篇 |
| 2004年 | 46篇 |
| 2003年 | 45篇 |
| 2002年 | 38篇 |
| 2001年 | 43篇 |
| 2000年 | 34篇 |
| 1999年 | 44篇 |
| 1998年 | 28篇 |
| 1997年 | 27篇 |
| 1996年 | 30篇 |
| 1995年 | 16篇 |
| 1994年 | 22篇 |
| 1993年 | 26篇 |
| 1992年 | 16篇 |
| 1991年 | 14篇 |
| 1990年 | 16篇 |
| 1989年 | 20篇 |
| 1988年 | 16篇 |
| 1987年 | 22篇 |
| 1986年 | 13篇 |
| 1985年 | 20篇 |
| 1984年 | 17篇 |
| 1983年 | 17篇 |
| 1982年 | 15篇 |
| 1981年 | 11篇 |
| 1980年 | 8篇 |
| 1979年 | 5篇 |
| 1978年 | 9篇 |
| 1977年 | 7篇 |
| 1976年 | 9篇 |
| 1974年 | 6篇 |
| 1973年 | 9篇 |
排序方式： 共有1594条查询结果，搜索用时 15 毫秒
61.
Brian Douglass 《American journal of economics and sociology》2012,71(5):1205-1218
Meir Kohn ( 2004 ) argues that two methodologies, the “value paradigm” and the “exchange paradigm,” dominate modern economics with the equilibrium‐focused value paradigm increasingly replaced by the more successful exchange paradigm. This article examines the question of modern economic methodologies and seeks to determine if the shift described by Kohn can be seen in the winners of the Nobel Prize in Economics (1969–2010). Trends in Nobel laureates suggest that Kohn's depiction of the two paradigms and their relationship appears accurate. 相似文献
62.
Early in 1979, the Explosives Factory of ICI Australia Limited, introduced a scheme known as the Deer Park Plan, to provide a vehicle for communication and participation and to reward employees for cost saving improvements through a Group Sharing Plan. 相似文献
63.
Brian D. Blume Jason L. Huang Zhonghao Wang J. Kevin Ford 《Human Resource Development Quarterly》2023,34(3):265-287
Research on training has accumulated knowledge of factors influencing transfer of training. However, little is known about how these factors interact to impact training activity level and training transfer. Based on recent advances in the contingency approach to personality, we examine person–situation interaction by testing how task-contingent conscientiousness influences trainees to utilize supervisor support differently during training and transfer. We situate the current investigation in hybrid management training courses where a field sample of employees (N = 200) first attended required in-person workshops and then received voluntary online modules. Results show that task-contingent conscientiousness moderated both the linkage between supervisor support and training activity level and the linkage between training activity level and transfer of training. Specifically, for trainees with higher task-contingent conscientiousness, supervisor support tended to have a stronger association with training activity level, and training activity level tended to translate into more transfer of training. Our findings provide unique insights into when supervisor support may be more beneficial depending on trainees' individual differences. We discuss the theoretical and practical implications of this research. 相似文献
64.
Within small businesses, organizational leaders are themselves often responsible for the HR function, an area where they typically have limited training and experience. Not surprisingly, small business leaders have raised concerns about the quality of HR programs in their firms and the fact that HR consumes scarce managerial time. While professional employer organizations (PEOs) emerged in response to such concerns, much controversy exists as to whether and how small businesses benefit from PEO utilization. Using a survey of more than 740 small businesses, we examine the relationship between PEO utilization and two key small business outcomes: managerial time required by HR activities and satisfaction with HR outcomes. Our results indicate that firms not using a PEO reported significantly lower levels of satisfaction with HR outcomes than firms that used a PEO for a limited set of transactional services and firms that used a PEO for both transactional and strategic HR services. Among firms using a PEO, satisfaction with HR outcomes was significantly higher among firms that obtained a broader set of transactional and strategic HR services. Firms that used a PEO also reported that HR consumed significantly less managerial time relative to leaders in firms that made no use of a PEO. However, there was no significant difference in the time demanded by HR between firms that used a limited set of transactional services and those that used a broader range of transactional and strategic services. Implications for the role of PEOs and their use within small businesses are discussed. © 2005 Wiley Periodicals, Inc. 相似文献
65.
66.
Brian Harmon Alexander Ardishvili Richard Cardozo Tait Elder John Leuthold John Parshall Michael Raghian Donald Smith 《Journal of Business Venturing》1997,12(6):423-434
Transfer of technologies from the universities to the private sector is increasingly regarded as playing a significant role in new business starts, growth of existing businesses, and new job creation. Further, there are monerous models describing the process of technology transfer. Some of the existing models represent this process as a linear progression of steps: from idea generation and technology development at the university, to patenting the technology and then establishing a university-private firm link through a formal search process. The process culminates in patent rights transfer. Other models describe technology transfer in terms of networking arrangements and emphasize not so much formal search as the role of long-term relationships between the two parties. Still other studies indicate that it is possible to combine the two approaches—formal search and informal networking arrangements—to ensure successful transfer.Business firms involved in transfer also may be classified into several groups. Transfer could occur between the university and an established firm, between the university and a recently created new venture, or transfer could result in the creation of a new company. Technology, for example, could be transferred to a large company that uses the transferred technology as a basis for just one of many product lines, or to a small firm that makes the transferred technology a cornerstone of its product strategy.Are there any differences among the transfer processes used when large or small firms are involved, or when technology is transferred to an existing company, or results in the creation of a new firm? To address these questions, we mapped the technology transfer processes of 23 different technologies developed at the University of Minnesota from 1983 to 1993.More than half of the technologies studied went to large companies and were used either to upgrade existing products or to extend existing product lines. In eight cases technologies were transferred to small firms. In three cases technologies were transferred to venture capital firms or intermediaries and had not been commercialized at the time the study was completed. In the rest of the cases new firms were created by the inventors/university scientists themselves and served as vehicles for marketing their inventions. None of the firms of the latter group have grown beyond a part-time employment opportunity for the inventors, and only one firm provided evidence that additional hiring would be necessary in the near future.Only four cases involved transfers of technologies that have been developed and patented by the university to firms that did not have any relationships with the university prior to the transfer. In these four cases the firms used some form of search strategy to find a needed technology. However, there is no evidence that any of the firms had a well-developed formal search procedure. In the overwhelming majority of cases some form of relationship existed between the university (or individual inventors) and the private firm prior to the transfer. These relationships ranged from long-term friendships and/or cooperation to such less involved forms as interaction at research seminars and university-sponsored events. Further, in four cases, the technologies were initially developed by private companies, whereas the university's role was to assist in refinement or testing of the technology.The research yielded a number of additional findings that deserve further investigation and discussion. Specifically, the study did not provide any evidence that the successfully completed technology transfers made any substantial contribution to either new business creation or the generation of new jobs. This finding suggests that scholars and policy makers should proceed with caution before accepting a notion that new or high technology firms will have any direct economic impact.The study findings hold specific implications for entrepreneurial behavior and public policy. The “formal search and shopping” for a technology model suggests that both business and academic/government laboratories publicize, respectively, their requirements and offerings, and that opportunities for creative brokerage ought to exist. We found that in the majority of cases technology was transferred not through formal search, but through some prior relationships among individuals. This observation suggests that the ability to build extended networks of relationships not only within the business world but also with the university community is an important skill that owners and managers of the technology-based businesses need to possess. Entrepreneurs seeking to start businesses based on new technologies may need to reevaluate how much of their limited time to allocate to build and maintain networks and cooperative relationships, and how much time to shop for new technologies through formal channels. Further, public policy and the efforts of the university transfer agencies intended to facilitate transfer may need to shift their emphasis from facilitating “shopping” by organizing and/or paying for “publicity” (which is currently the major emphasis) to providing assistance in network building and relationship marketing efforts. 相似文献
67.
A curious blend of business and intellectual history, with anemphasis on the latter, Michael Augspurger’s An Economyof Abundant Beauty offers a reading of Fortune magazine fromits founding in 1930 through the election of Dwight D. Eisenhowerin 1952. Distancing himself from other observers of the publicationwho have interpreted Fortune’s heavy coverage of highculture and aesthetics during the 1930s alongside more prosaicbusiness news as the result of a distinct split between a progressivestaff of writers, including James Agee and Archibald MacLeish,and more conservative editors and publisher Henry Luce, Augspurgerclaims to discern a 相似文献
68.
Brian P. Brown Alex R. Zablah Danny N. Bellenger Wesley J. Johnston 《International Journal of Research in Marketing》2011,28(3):194-204
The dominant perspective on organizational buying behavior suggests that buyers tend to rely on objective criteria when making product choice decisions and that the potential influence of subjective cues, such as brands, on buyer decision making decreases with increasing risk. An alternative perspective, confirmed in this study by in-depth interviews with various managers, suggests that brands serve as a risk-reduction heuristic, whereby the influence of brands on decision making increases as a function of risk. Building on risk and information processing theories, this research builds on these complementary perspectives to propose that risk and brand sensitivity relate in a U-shaped manner, where brand sensitivity is highest in relatively low- or high-risk situations. The results of scenario- and survey-based field studies—involving 206 and 180 members of buying centers, respectively—suggest that both perspectives have merit and support the proposed nonlinear relationship. Moreover, the findings reveal that the risk-brand sensitivity relationship is moderated by competitive intensity, such that the linear (negative) and quadratic (positive) effects are stronger when competitive intensity is low. 相似文献
69.
70.