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451.
This paper provides a review of theories of hierarchies in organizations where the rationale for hierarchical organization derives from agents’ limited capacities for acquiring and communicating information. In these circumstances, hierarchical organization of agents may serve to reduce the amount of time necessary for completion of production tasks, or to improve the quality of information for decision-making on how to undertake production tasks. An informal discussion of theories of hierarchy is provided as well as a formal presentation of key models and results. Limitations of existing approaches are considered. 相似文献
452.
The Effects of Out‐of‐Regime Guidance on Auditor Judgments About Appropriate Application of Accounting Standards 下载免费PDF全文
H. Scott Asay Tim Brown Mark W. Nelson T. Jeffrey Wilks 《Contemporary Accounting Research》2017,34(2):1026-1047
Accountants making judgments with respect to a particular set of standards are increasingly aware of standards from other reporting regimes that offer additional or conflicting guidance. In fact, IFRS encourages reliance on out‐of‐regime standards when IFRS lacks guidance. This paper reports the results of two experiments which provide evidence that auditors in such circumstances are vulnerable to contrast effects, whereby reporting judgments under IFRS are systematically influenced away from the accounting treatment supported by standards from another regime (U.S. GAAP). Contrast effects are observed (i) when out‐of‐regime standards are considered before making a reporting judgment under IFRS, and (ii) when out‐of‐regime standards are applied as local GAAP for a subsidiary of a foreign parent that reports under IFRS. We also find that contrast effects are reduced when auditors believe IFRS lacks guidance. These results have implications for financial statement preparers and auditors in the current incomplete‐convergence environment. 相似文献
453.
Jeff Zeyun Chen Gerald J. Lobo Joseph H. Zhang 《Contemporary Accounting Research》2017,34(3):1649-1680
Recent microstructure research finds that liquidity risk, in particular its information component, plays an important role in explaining the post‐earnings‐announcement drift (PEAD). We decompose liquidity risk into an accounting‐associated component and a nonaccounting‐associated component and examine their relative importance in explaining PEAD. Our research is motivated by recent findings that liquidity risk is a systematic risk and earnings quality is negatively associated with liquidity risk. We find that the accounting‐associated component is more strongly related to PEAD returns than is its nonaccounting‐associated counterpart. Further analyses reveal that the relation between accounting‐associated liquidity risk and PEAD returns is weaker for firms with greater analyst following. We also find that in a significant market downturn, the relation between accounting‐associated liquidity risk and PEAD returns becomes more pronounced. Our study is the first to document a liquidity risk‐based role of accounting quality in explaining the PEAD phenomenon. It parses out the PEAD risk premia associated with accounting versus nonaccounting sources and, by so doing, sheds light on the role of accounting quality in shaping the liquidity risk‐PEAD returns relation. 相似文献
454.
Researchers designing choice modelling experiments have some latitude over the number of choice alternatives that can be offered in each choice set. There is some evidence that design dimensions, including the number of alternatives available in each choice set, can influence model outcomes. A key issue is whether referendum formats with binary options are preferable to choice sets with multiple alternatives.A choice modelling experiment was performed where questionnaires delivered to two split samples differed only according to whether two or three alternatives were offered to respondents in each choice set. The results indicate that more robust models could be constructed from the three-alternative split compared to the two-alternative split. One reason for the difference is that respondents tended to display serial non-participation in the two-alternative format, choosing an alternative consistently without regard for changes in the attributes. For practitioners of the CM technique, the results suggest that it may be preferable to offer more than two alternatives in a choice set that includes a status quo option. 相似文献
455.
This research examines three factors that are associated with college students' credit card indebtedness. Using survey data, we find that college students' buying patterns and social networks affect their credit card indebtedness. Specifically, students with a tendency towards compulsive buying are more likely and those with greater social support are less likely to hold credit card debts. Depth interview data further illustrate the contexts and causes of overusing credit cards as well as solutions for their debt problem. This research sheds light on reasons why college students fall into credit card debt and suggests strategies for helping them use credit cards wisely. 相似文献
456.
In Bust the Silos: Opening Your Organization for Growth, Hunter Hastings and Jeff Saperstein offer a new concept for business growth in today's global economy. It is called “demand creation”: the design of new organizational structures and processes to make managing the demand for a product or service a process‐based, predictable, and repeatable science. The challenge is how to harness the capabilities of new productivity tools with new business processes for success. Hastings and Saperstein argue that forward‐thinking organizations must work differently: in roles, not just jobs; in new forms of multifunctional teams, not just departments; in networks, not just rigid structures; and in listening to escalate responsiveness, not just communicating to get the message across. We all now operate in a highly connected, rapidly evolving, customer‐centric, and knowledge‐driven environment. Yet, most of our current management practices, organizational models, and job functions are not effective in serving our customers. Value is created through relationships with customers. Companies must adopt principles and practices that encourage every individual in the diverse groups of employees to have a shared sense of purpose to engage in more effective ways of working together to build customer intimacy and loyalty. This article profiles the Cisco Customer Interaction Network and the transformation of its global operations from call centers to customer‐relationship builders. It addresses the following questions:
- Why is being adaptive necessary for organizational survival?
- How does one design a customer support system that listens and teaches rather than just fixes problems?
- How does one take full advantage of the Web for customer support?
- How does one give front‐line professionals the training and tools to be consultants rather than mechanistic problem solvers?
- How can evolving metrics be a game changer?
457.
458.
Thomas Otter Joe Johnson Jörg Rieskamp Greg M. Allenby Jeff D. Brazell Adele Diederich J. Wesley Hutchinson Steven MacEachern Shiling Ruan Jim Townsend 《Marketing Letters》2008,19(3-4):255-267
Choice models in marketing and economics are generally derived without specifying the underlying cognitive process of decision making. This approach has been successfully used to predict choice behavior. However, it has not much to say about such aspects of decision making as deliberation, attention, conflict, and cognitive limitations and how these influence choices. In contrast, sequential sampling models developed in cognitive psychology explain observed choices based on assumptions about cognitive processes that return the observed choice as the terminal state. We illustrate three advantages of this perspective. First, making explicit assumptions about underlying cognitive processes results in measures of deliberation, attention, conflict, and cognitive limitation. Second, the mathematical representations of underlying cognitive processes imply well documented departures from Luce’s Choice Axiom such as the similarity, compromise, and attraction effects. Third, the process perspective predicts response time and thus allows for inference based on observed choices and response times. Finally, we briefly discuss the relationship between these cognitive models and rules for statistically optimal decisions in sequential designs. 相似文献
459.
This article examines four leading multi-stakeholder labour monitoring organizations. All operating in the maquiladora industry,
these organizations are viewed in light of the growing global trend toward industry self-regulation, or what has been referred
to as the ‘global out-sourcing of regulation’. Their Board compositions, codes of conduct and monitoring and enforcement strategies
are all examined as a means of tentatively positioning these organizations along an ‘egoist-instrumentalist-moralist’ ethical
culture continuum. Such a framing provides insights into the perceived salience of these organizations’ broader stakeholders,
the effectiveness of codes of conduct on workplace practices more generally, and the role that ethics plays in the governance
and accountability of these increasingly important types of organizations.
Jeff S. Everett teaches financial accounting at the University of Calgary's Haskayne School of Business. Along with his research
on maquilas, Jeff conducts research in the areas of professional ethics, environmental accounting, and accounting education.
Dean Neu is a professor of accounting at the Haskayne School of Business. His research examines how accounting numbers play
a crucial role in shaping public perceptions and public policy. Currently a research assistant at the Haskayne School of Business.
Daniel Martinez is examining issues related to fair trade, corruption, and economic development in indigenous communities. 相似文献
460.
Companies try all kinds of ways to improve collaboration among different parts of the organization: cross-unit incentive systems, organizational restructuring, teamwork training. While these initiatives produce occasional success stories, most have only limited impact in dismantling organizational silos and fostering collaboration. The problem? Most companies focus on the symptoms ("Sales and delivery do not work together as closely as they should") rather than on the root cause of failures in cooperation: conflict. The fact is, you can't improve collaboration until you've addressed the issue of conflict. The authors offer six strategies for effectively managing conflict: Devise and implement a common method for resolving conflict. Provide people with criteria for making trade-offs. Use the escalation of conflict as an opportunity for coaching. Establish and enforce a requirement of joint escalation. Ensure that managers resolve escalated conflicts directly with their counterparts. Make the process for escalated conflict-resolution transparent. The first three strategies focus on the point of conflict; the second three focus on escalation of conflict up the management chain. Together they constitute a framework for effectively managing discord, one that integrates conflict resolution into day-to-day decision-making processes, thereby removing a barrier to cross-organizational collaboration. 相似文献