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101.
Brian Low Author Vitae Wesley Johnston Author Vitae 《Industrial Marketing Management》2008,37(7):873-879
This study combines concepts from institutional and network theory to explain the currently observed behaviors of organizations in securing their network legitimacy. Organizations secure their network legitimacy by engaging in business, social, and political activities, with key network actors and institutions. This is achieved within an institutional framework of rules, regulations, and ideologies, including any consequential contextual changes. But while network legitimacy plays an important part in an organization's survival, limited attention has been paid to the development of a conceptual framework. In this article we provide one such framework and, specifically examine attributes of successful network legitimacy through an inductive, interpretative case analysis of Motorola China, in a transitional Chinese telecommunication sector. 相似文献
102.
This paper investigates firms' employment and output decisions and presents some empirical evidence concerning the rationality of firms' expectations. The dymanic model is based on the assumptions of convex adjustment costs and monopolistic competition in the product market. The results are obtained using categorical information on individual firms contained in business surveys collected by the Confederation of British Industry. Ordered probit models are used to estimate the employment and output equations. We find that expected demand is a critical determinant of firms' decisions, the effect of changes in cost conditions is not as well determined, and the data are not consistent with the rational expectations hypothesis. 相似文献
103.
104.
The information sector, delineated as encompassing activities associated with the production and dissemination of information goods and services, is recognised as a dynamic growth sector in developed as well as newly-industrialising countries. Using an input-output methodology, this paper attempts to measure the magnitude and assess the economic impact of the information sector in Singapore. The results are found to be favourable although a number of caveats may be raised regarding its apparent import dependency and foreign exchange earning capability, which has turned from positive to negative over the ten-year period 1973–83. Other issues are also raised concerning the institutional framework, both domestic and international, necessary to support the sector both efficiently and flexibly. Policy implications are drawn from the results of the input-output analysis to consolidate and reinforce current policies to promote information technology in Singapore. 相似文献
105.
Wen-Shinn Low 《商对商营销杂志》2013,20(4):299-317
ABSTRACTPurpose – Most research on the power issue has taken a dyadic view, implicitly assuming that power is employed directly and successfully on one target via a single route without stakeholders. When such a direct approach is unsuccessful or impractical, however, power holders may influence their targets via third parties. This study, from a triadic point of view, details how the coercive power is exercised through two-step maneuvers, and what differences are between power exercise in the dyads and that in the triads. Methodology/Approach – In-depth interviews were conducted with four suppliers in different industry settings.Findings – Four types of two-step influence tactics are identified on the basis of strategic nature (covert/overt) and the pathways of influence (single/multiple). Differing from the power usage in a dyad without stakeholders, the power usage with the stakeholders in a triad was found to (1) reduce the levels of dependence on the target firm; (2) alleviate the conflicts and retaliation; (3) alter the power direction and influence strength; and (4) add more rooms for the power holder to manipulate the influence tactics. Research implications – The findings of this study expand the understanding of an under-researched dimension of coercive power usage and leverage by connecting the different stakeholders in the channel triads. The four coercive power tactics and their drivers show how the shift of power source from a dyad to a triad impacts on the target firm’s behavior and overall network performance. Practical implications – The findings also provide some guidance for practitioners, so that they may use the two-step coercive influence tactics more appropriately based on the different strategic nature and pathways of influence in the marketing channels. Originality/Value – This study contributes to the literature by providing a conceptual framework and variables for analyzing the two-step power tactics in the channel triads. 相似文献