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31.
Andy Danford Mike Richardson Paul Stewart Stephanie Tailby Martin Upchurch 《New Technology, Work and Employment》2004,19(1):14-29
This article provides case study analysis of the impact of high performance work practices and workplace partnership on skilled workers in the UK's aerospace industry. In contrast to assumptions that such practices increase empowerment and participation we find evidence of a democratic deficit in workplace decision-making and deterioration in the quality of working life. 相似文献
32.
Effective data-driven analyses of service-line performance require: Buy-in and agreement at the outset from all parties (hospital and physicians) on the validity of the data used to evaluate service-line performance, Actionable data and metrics relevant to physicians, with financial goals tangibly linked to clinical improvement, Transparent sharing of data with physicians to build their trust and support the case for change, A physician champion who can help validate findings and guide how data are presented, Willingness of physicians to acknowledge that the opportunity for improved margin depends largely on the variable costs that they control as individuals. 相似文献
33.
This paper reports the results of two studies undertaken in the same Fortune 500 company as it adopted an Alternative Dispute Resolution (ADR) program. Study 1 assessed employees' perceptions of fairness, trust, and turnover intentions regarding ADR options. Compared with other options for ADR, a program consisting of mandatory mediation followed by mandatory and binding arbitration (MMBA) resulted in significantly lower levels of procedural fairness perception, organizational trust, and intentions to stay with the firm. Contrary to previous research, no significant effects were found related to respondents' demographic characteristics and their reactions to ADR program characteristics. In Study 2, job‐applicant flow data were evaluated and compared by corporate region to determine the effects of an MMBA program installed in one region. Results revealed no significant effects related to the MMBA program on the organization's ability to recruit and ultimately fill key positions. As in Study 1, no significant effects were found in Study 2 for the demographic characteristics of applicant race/ethnicity, gender, or age on applicant recruitment decisions. Although Study 2 results indicated job candidates are unaffected by the existence of an MMBA program, given Study 1's results, practitioners should be cautious about implementing such a program for current employees. © 2011 Wiley Periodicals, Inc. 相似文献
34.
This article reports on a study comparing the effect of the retail and direct marketing channels of delivery on the endowment effect. The results demonstrated the endowment effect for both retail and direct marketing channels of product delivery. In addition, in the direct marketing channel, the endowment effect was strengthened by the physical, tangible possession of products at the point of product receipt compared to its virtual possession value at the point of purchase. In the retail channel of delivery, confirming consumer expectation with the possession of the product at the point of purchase resulted in the strengthening of the endowment effect compared to the unexpected out‐of‐stock retail situation. Contrary to expectations, the duration of the product possession did not affect product valuation. Managerial implications are discussed. © 2006 Wiley Periodicals, Inc. 相似文献
35.
John E. Robbins Ph.D. Stephanie S. Robbins Ph.D. 《Journal of the Academy of Marketing Science》1981,9(1-2):66-76
This study was undertaken to discern differences between high, moderate, and low museum attendees. One-way analysis of variance
and stepwise discriminant analysis were used for market segmentation purposes to differentiate the characteristics of the
three groups. The discriminant analysis yielded a model which was found to predict better and was significantly different
from the proportional chance prediction, and it is thus felt that a viable method for segmenting museum-goers has resulted. 相似文献
36.
Stephanie Clifford 《投资与合作》2008,(6):23
2007年很多客户都乐于花大把银子来提高品牌认知度,然而今年1月份以来,人们开始重视在线广告对实际业务的促进,他们希望花的每分钱都能换来更多的点击。 相似文献
37.
38.
Pronk S 《Benefits quarterly》2005,21(3):12-16
The trend of increasing health care costs over the past several years shows no signs of slowing down. While employers have attempted to address the issue with various cost-shifting and cost-sharing initiatives to relieve the burden, those attempts have often fallen short. In today's fiscally scrutinized benefits environment, the emphasis needs to be more strategic. The management of employee health and productivity needs to move to a more encompassing organizational view that addresses the most expensive drivers of these costs head-on, with prevention, education and employee responsibility as key tenets. Organizations that make the move--by implementing programs to maintain, improve and manage their population's health--will enjoy substantial cost savings and enhanced employee productivity. 相似文献
39.
Canada does not have a low‐cost bankruptcy option for debtors with low incomes and low assets. In this article, we present empirical evidence of the need for such an option by estimating the number of debtors who might benefit from it. We then review the successful low‐cost bankruptcy options in operation in New Zealand and in the United Kingdom and recommend that Canada adopt a similar system. 相似文献
40.
By proposing an integrated strategic choice framework, we theorize the distinctive dynamics of international expansion by emerging economy enterprises. Specifically, we explicate how these firms build international presence based on combined strategic entry (i.e., prompted by internal capabilities such as innovation and diversification) and strategic exit (i.e., pushed out by external handicaps at home such as institutional obstacles and market competition). Further, a firm’s cooperative ties with foreign multinationals in the former’s home country fortify the strategic entry intent, while ties with home government institutions weaken the strategic exit intent. We also demonstrate that building international presence helps bolster firm performance, highlighting the economic catch-up consequence of international expansion. Analyses of a two-year imbalanced panel data of 2136 firms statistically support our hypotheses. 相似文献