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Many competition authorities employ a leniency programme to fight cartels. We examine the impact of the introduction of sanctions and leniency for individuals responsible for the cartel, on the number of cartel discoveries. In our empirical study of the Dutch leniency programme, we find that this did not lead to more cartels being desisted as the number of cartel discoveries decreases over time. An analysis of characteristics of cartel members shows harsher enforcement after the revision, which indicates that the decrease in cartel discoveries is in line with higher cartel deterrence. Nevertheless, the number of cartel cases involving leniency actually decreases after the revision. 相似文献
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New Insights into Ethical Leadership: A Qualitative Investigation of the Experiences of Executive Ethical Leaders 总被引:1,自引:0,他引:1
Ethical leadership has become a thriving research field. However, on reviewing previous research, we argue that several fundamental questions remain unclear and need further investigation. (1) Ethical leaders are defined as behaving ‘normatively appropriate[ly]’ (Brown et al., Organ Behav Hum Decis Process 97(2):117–134, 2005), but it remains unclear what this entails. What specific behaviours does an ethical leader show? (2) To date, ethical leadership has focused primarily on leader behaviour towards employees. Which stakeholders apart from employees are important to the ethical leader, and what kind of ethical behaviour does the ethical leader show towards them? (3) What are further antecedents and consequences of ethical leadership? We addressed these questions by qualitatively analysing interviews with 17, mostly Swiss, executive ethical leaders. The results indicate that executive ethical leaders care not only about employees but also about other stakeholders, such as customers, suppliers, owners of companies, the natural environment and society. Additionally, this study identified a broad range of executive ethical leaders’ behaviours towards these stakeholders, and, therefore, may function as a useful resource for future quantitative studies. Furthermore, we identified several antecedents of executive ethical leadership, for example ethical role models, business strategy and owner’s values, and consequences such as effects on other stakeholders than employees. Finally, our results shed more light on the processes of ethical guidance of employees. Managerial implications and avenues for further research are discussed. 相似文献
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利用协整检验对广西现代物流业发展与工业总产值、农业总产值、全社会固定资产投资总额、社会消费品零售总额、进出口总值五个影响因素进行分析,结果表明,广西现代物流业的发展与这五个因素存在长期稳定的均衡关系.并进一步利用灰色关联理论测算了广西现代物流与这五个因素的灰色关联度,发现广西现代物流业的发展与社会消费品零售的关联度最高,与全社会固定资产投资的关联度最低. 相似文献
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Of all the meetings top executives go to in a year, none is more important than the strategy off-site, where the most essential conversations for the future of the business occur. Yet it is the rare management team that can say its strategy off-site truly changed the way the business is run. At best, participants do some vague direction setting and work on team-building skills; at worst, they write off the retreat as a waste of time and resources. It needn't be like that. From their two decades of experience designing and facilitating strategy off-sites in companies large and small around the world, the authors have distilled a set of best practices that businesses can use to make the most of this annual opportunity. Essentially, the problem with most strategy off-sites is that they're insufficiently structured. People think that if you schedule a meeting, invite top leaders (and perhaps an outside expert), and block off units of time to discuss big subjects, the rest will take care of itself. In reality, formlessness leads to aimlessness. Oddly enough, only rigorously designed meetings give rise to truly candid strategy discussions. That rigor starts before the meeting, when the scope of the matters discussed must be limited, the participant list drawn up accordingly, the relevant materials (and only those) sent out and absorbed, and a detailed agenda established. During the meeting, the pace and quality of the conversation can be managed through attention to politics and by using carefully tailored frameworks, decision points, and group exercises. After the meeting, an action plan ensures clear accountability and follow-through. If you and your executive team spend four days a year rafting down rivers together, you'll eventually get good at rafting down rivers. Spend four days a year having well -designed strategy conversations together, and you will transform your annual off-site from a meaningless junket into a genuine turning point for your business. 相似文献
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当前我国创业孵化的低成功率问题,显示了对国际成功的商业孵化机制进行经验借鉴的重要现实意义。研究采用创业生态系统的分析思路,从动态能力的视角,对硅谷Y Combinator(YC)的孵化机制进行了研究,以期为我国的商业孵化改进提供借鉴。研究揭示了商业孵化中资源/能力聚合作用下的知识学习机制和实质性能力实现机制,其中来自孵化器的资源支持作用对项目进行后续的资源整合与市场位势、实质性能力的获得具有核心作用,是孵化高成功率的根源。研究结论对推动我国创业孵化明确改进方向、提高创业孵化效率具有指导意义,同时对动态能力在创业领域的应用及商业孵化机制的理论发现具有促进意义。 相似文献
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We study the causal effect of liquidity constraints on individual labor market outcomes by exploiting the 1992 mortgage reform in Denmark, which for the first time allowed homeowners to borrow against housing equity for nonhousing purposes. Following the reform, liquidity-constrained homeowners increased debt levels and had higher earnings growth and lower employment rates. The option to borrow against housing equity enabled liquidity-constrained individuals to move to high-wage jobs and invest in valuable human and physical capital. The results imply that relaxing household liquidity constraints during recessions can create better job matches, potentially increasing earnings and output in the longer run. 相似文献