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991.
This paper advances the risk management perspective that superior social performance enhances firm value by serving as an ex ante valuable insurance mechanism. We posit that good social performance is more valuable as an insurance mechanism for firms with higher litigation risks. Moreover, value generation of corporate social performance (CSP) depends on whether a firm has gained pragmatic legitimacy (i.e., a firm's financial health) and moral legitimacy (i.e., whether or not a firm operates in a socially contested industry) among its stakeholders. We find that the value of CSP as insurance against litigation risk is practically significant, adding 2 to 4 percent to firm value. But CSP is less likely to create value if the firm is in financial distress or is operating in socially contested industries. Copyright © 2013 John Wiley & Sons, Ltd. 相似文献
992.
Most work in strategy and organization theory assumes that performance feedback is straightforward to interpret and truthfully reported. We raise the following question: How might the systematic distortion of negative performance information affect organizational learning and future performance? We formulate a model where (1) members do not always report the truth about what they know about their performance level, especially when performance is below aspiration and (2) their propensity to distort information is subject to social influence. We find that organizations that are characterized by a high level of information distortion tend to perform more poorly but that the effect of a low rate of sugarcoating may, in some conditions, be more benign than the literatures seem to suggest. Copyright © 2013 John Wiley & Sons, Ltd. 相似文献
993.
A firm's efforts to build its technological and marketing capabilities are not limited to internal investments but can be extended to include external knowledge acquisitions. We examine the interaction between a firm's specialization in R&D or marketing through its internal investments and its alliances in two different industrial contexts. Our results, based on secondary data sources such as Compustat and SDC Platinum from 1985 to 2009, show that the interaction effects of internal specialization and alliance specialization are contingent on the types of tasks (i.e., R&D and marketing) and the industrial context (i.e., high- and low-tech industries). Our findings indicate that a firm in a high-tech industry is able to achieve greater gains by complementing its internal focus on R&D with its external focus on marketing or by focusing on R&D both internally and externally. In contrast, a firm in a low-tech industry is able to achieve greater performance when R&D and marketing complement each other, without regard for how they are aligned through internal investments and alliances. The firm is also able to improve its performance by focusing on marketing both internally and externally. These findings provide new insights into the complementarity between internal investments and alliances. 相似文献
994.
目前我国保留死刑制度,死刑作为最严厉的刑罚,广大民众关注死刑的适用,媒体热衷于死刑案件的新闻报道。从刑事法律的角度解读死刑案件的新闻报道,从真实死刑案件的新闻报道着手,分析新闻报道的现状,分析死刑制度沿革,寻找他们之间存在的共同价值取向——人权保障。 相似文献
995.
996.
董峰 《吉林省经济管理干部学院学报》2011,25(3):56-59
政府执行力是政府部门战略方向和战术行为实施到位的基石,也是政府履行职能、行使公权力的根本。行政执行力是我国政府缺失的一环。要提高政府执行力,切实保证中央政令畅通,就必须根据政府执行力的内涵和条件,制定切实有效的措施和办法。 相似文献
997.
Yan‐Chun Meng 《Global Economic Review》2013,42(4):62-72
In order to cater to the globalization trend, a general governmental institution reform has taken place in the world, and the aim of the reform is to limit governmental power and promote governmental efficiency. The force of the reform comes from both the domestic press and oversea press. On a national level, the request for legality of governmental power and controllability of governmental decision‐making is becoming more urgent on a daily basis. On an international level, globalization has urged cooperation and rapid response from every countries in the world. Most countries focus on limiting governmental power and power dispersion. 相似文献
998.
Two distinctive regimes are distinguished in Spain over half a millennium. The first one (1270s–1590s) corresponds to a high land–labour ratio frontier economy, which is pastoral, trade‐oriented, and led by towns. Wages and food consumption were relatively high. Sustained per capita growth occurred from the end of the Reconquest (1264) to the Black Death (1340s) and resumed from the 1390s only broken by late fifteenth‐century turmoil. A second regime (1600s–1810s) corresponds to a more agricultural and densely populated low‐wage economy which, although it grew at a pace similar to that of 1270–1600, remained at a lower level. Contrary to pre‐industrial western Europe, Spain achieved its highest living standards in the 1340s, not by mid‐fifteenth century. Although its death toll was lower, the plague had a more damaging impact on Spain and, far from releasing non‐existent demographic pressure, destroyed the equilibrium between scarce population and abundant resources. Pre‐1350 per capita income was reached by the late sixteenth century but only exceeded after 1820. 相似文献
999.
This study aims to examine whether the compliance of environmental policies can sustain firm economic performance, and whether a timing issue is relevant to firm economic sustainability in pursuit of eco‐friendly efforts. Offering models predominantly based on the institutional theory, this study tests hypotheses using data from 284 companies in the electronics sector in Taiwan during the period from 1997 to 2010. The findings reveal that the execution of environment policies mostly improves firm economic sustainability and some joint green efforts can even strengthen such sustainability; however, firms aiming to sustain their economic performance should not hasten to undertake eco‐friendly efforts, implying that first movers may not be guaranteed firm economic performance. Thus, managers should carefully strategize their green efforts to comply with environmental policies, and execute them in due course to prevent disadvantages, such as market uncertainty and complexity of green practices, while conquering organizational inertia. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment 相似文献
1000.