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31.
As a newly minted CEO, you may think you finally have the power to set strategy, the authority to make things happen, and full access to the finer points of your business. But if you expect the job to be as simple as that, you're in for an awakening. Even though you bear full responsibility for your company's well-being, you are a few steps removed from many of the factors that drive results. You have more power than anybody else in the corporation, but you need to use it with extreme caution. In their workshops for new CEOs, held at Harvard Business School in Boston, the authors have discovered that nothing--not even running a large business within the company--fully prepares a person to be the chief executive. The seven most common surprises are: You can't run the company. Giving orders is very costly. It is hard to know what is really going on. You are always sending a message. You are not the boss. Pleasing shareholders is not the goal. You are still only human. These surprises carry some important and subtle lessons. First, you must learn to manage organizational context rather than focus on daily operations. Second, you must recognize that your position does not confer the right to lead, nor does it guarantee the loyalty of the organization. Finally, you must remember that you are subject to a host of limitations, even though others might treat you as omnipotent. How well and how quickly you understand, accept, and confront the seven surprises will have a lot to do with your success or failure as a CEO. 相似文献
32.
33.
Jay W. Forrester 《Futures》1982,14(2):95-110
Reasons for the great impact of World Dynamics and Limits to Growth include their addressing the correct audience (the public), and the ability of systems dynamics clearly to handle and communicate information on complex and often little understood areas. Modelling projects should usually be global or national (not regional), draw heavily on mental and not just written and numerical databases, and have time horizons of perhaps 100 years. Sadly, critics of Worlds 2 and 3 have yet to come to grips with the fundamental messages presented there, although these messages are becoming increasingly vital. 相似文献
34.
Jay V 《Journal of insurance medicine (New York, N.Y.)》2002,34(2):127-130
The review describes the histopathology and pathophysiology of Alzheimer's disease. 相似文献
35.
36.
Der fl?chendeckende Glasfaserausbau in Deutschland ist mit hohen Kosten verbunden. Insbesondere die Anschlüsse in dünn besiedelten
Gebieten lassen die Kosten steigen. Die Autoren berechnen verschiedene M?glichkeiten der Kostenaufteilung. 相似文献
37.
这是公司发展史上策划最周详的过渡之一.两年前,微软公司董事长比尔·盖茨宣布,他将放手在这家他与别人共同创建的公司的日常管理责任,把更多的时间投入慈善事业.从那以后,盖茨和微软公司首席执行官史蒂芬·巴尔默提拔了那些将会接替盖茨,为微软公司开发技术、战略和远景的人. 相似文献
38.
Jay H. Bryson Chih-huan Chen David D. VanHoose 《The Scandinavian journal of economics》1998,100(4):693-710
This paper shows how economic interdependence affects the indexation decisions of atomistic wage setters in an environment in which monetary authorities do not observe stochastic disturbances before making their policy choices. If stochastic disturbances are common across countries, interdependence has no effect on equilibrium indexation choices in identical countries. However, if disturbances are country specific, numerical simulations show that interdependence is likely to reduce equilibrium indexation choices relative to a small open economy. We also show that indexation choices may be either strategic complements or strategic substitutes, but that strategic complementarity becomes more likely as the degree of interdependence rises. 相似文献
39.
Jay Stewart 《Southern economic journal》1999,65(4):885-899
A fundamental result of the principal-agent literature is that pay will be linked to performance when it is difficult for the principal to monitor the agent's actions. However, performance pay can lead to adverse incentives. In these models, high-powered incentives encourage workers to neglect some aspects of their job or to sabotage their coworkers' efforts. This paper offers another explanation for the weak link between pay and performance: worker heterogeneity. When workers are heterogeneous and labor contracts are contests, the Nash equilibrium often pools workers. I show that this implies that the link between pay and performance is weaker than would be the case if firms could observe workers' types before contracting and offer each type their respective optimal contests. 相似文献
40.
Jay Mitchell Eric A. DeVuyst Marc L. Bauer Daniel L. Larson 《Agricultural Economics》2009,40(1):113-118
Profitability of cow-calf production is determined largely by market prices, calf weaning weights, and cow productive life. While producers individually have no effect on prices, weaning weights and productive life have genetic influences and hence can be altered by selection programs implemented by producers. We investigate the impact of a mutation in the leptin gene (exon 2; single nucleotide polymorphism [SNP] 305) on cow-calf profitability. Prior research shows that this mutation has effects on performance and traits of fed cattle and milk production in dairy cows. Using data from a teaching-research herd, we find that it is also associated with calf weaning weights and cow productive life. A bio-economic stochastic simulation demonstrates that the mutation has statistically positive impacts on profits, suggesting that producers can profitably make use of this information. 相似文献