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41.
42.
William?K.?Derban Jane?M.?BinnerEmail author Andy?Mullineux 《Small Business Economics》2005,25(4):319-332
This paper identifies the key institutional factors that influence loan loss rates in Community Development Finance Institutions
in the UK. Traditional bank credit assessment puts the blame of poor loan performance largely on the borrower. This is the
first study of its kind to examine institutional characteristics of 16 CDFIs in the UK and assess their influence on the loan
loss rates. The results show that 8 out of the 13 institutional characteristics examined significantly influence loan repayment
performance. Although a vast body of literature supports the view that borrower characteristics are highly influential, our
results provide strong evidence to show that institutional characteristics are equally important and both factors need to
be taken into account if loan repayment performance is to be improved. 相似文献
43.
Wenli LiPaul K. Humphreys Andy C.L. Yeung T.C.E. Cheng 《International Journal of Production Economics》2012,135(1):353-366
As manufacturing firms increasingly realize that supplier performance is crucial to their establishing and maintaining competitive advantage, supplier development has been a subject of considerable research in supply chain management. We develop and test a path model to explore how supplier development practices affect buyer-supplier performance from the buying firm's perspective in the context of Hong Kong's electronics industry. The results show that top management, supplier evaluation, and supplier strategic objectives are significant determinants of transaction-specific supplier development, and that buyers that have closer collaborative relationships with suppliers may strengthen their competitive advantage. 相似文献
44.
Chris K.Y. Lo Andy C.L. YeungT.C.E. Cheng 《International Journal of Production Economics》2012,135(2):561-567
With rising environmental concerns from consumers and stakeholder groups, environmental management has become an important responsibility for today's fashion and textiles manufacturers. The production of fashion and textiles related products often requires high levels of energy and water consumption, and emits large quantities of pollutants to the environment. Therefore, the adoption of environmental management systems (EMSs) is important and could have a significant impact on these firms' operational performance. This study presents empirical evidence on the performance impact of EMS adoption in the fashion and textiles related industries (FTIs). Although EMSs have emerged as a passport to business in the FTIs, their actual impacts on firms' financial performance have not been explored. We reveal that the adoption of ISO 14000, the most popular EMS, improves manufacturers' profitability in the FTIs over a three-year period as measured by return-on-assets (ROA). Based on our sample, we find that profitability improvement started during the implementation stage and continued at least one year after the firm obtained ISO 14000 certification. We also find that profitability improvement is mainly due to improvement in cost efficiency, measured by return-on-sales (ROS). Specifically, certified firms improved up to 2.9% in ROA and 3.3% in ROS over the three-year period since they implemented ISO 14000. We conclude that there is a positive impact of EMS adoption on firms' financial performance in the FTIs. 相似文献
45.
Many papers have documented wide variations in productivityeven in narrowly defined industries. Some have argued that thisprimarily reflects measurement problems due, for example, tocomparing across different products. Others argue that thisreflects persistent differences in performance due, for example,to management. This paper looks at productivity differencesnot within an industry but within a firm. We use data on productivityof different branches within lines of business of a major UK-basedwholesaler. Using these productivity data for comparisons is,we argue, more likely to compare like with like than comparingbetween firms. We document sustained differences in productivityeven between branches within the same line of business. We alsodiscuss the extent to which they are correlated with differencesin management and find that such differences accountfor around 40 per cent of the difference in productivity.
Footnotes
1 E-mail addresses: r.griffith{at}ifs.org.uk; j.e.haskel{at}qmul.ac.uk;a.neely{at}cranfield.ac.uk 相似文献
46.
Researchers in supply chain management have found over the past two decades that supply management should be not merely a purchasing function but a strategic tool for supply chain integration. Supply management, the cornerstone of the integration of industrial supply chains, has evolved as a key research area. Based on quantitative and qualitative investigations of 225 electronics manufacturing firms, we examine the organizational impacts of strategic supply management (SSM) and the contexts of company size, process type, ISO 9000 certification, and quality management (QM) implementation that facilitate such an endeavor. We reveal that SSM is essentially a quality management initiative that requires bilateral efforts for continuous improvement and thus is not associated with the basic requirements of ISO 9000. We find that SSM improves on-time shipments, reduces operational costs, and leads to customer satisfaction and improved business performance. Developed based on contemporary premises in supply chain and QM, this research refines our understanding of the relationships among quality initiatives, SSM, and organizational performance. 相似文献
47.
This paper examines the relationships between split ratings and ratings migration. We find that bonds with split ratings are more likely to have future rating changes. A one-notch (more-than-one-notch) split rating increases the probability of rating change within one year of initial issuance by about 3% (6%). Furthermore, we find that about 30% of split rated bonds have their two ratings converge after four years of initial issuance. The rating convergence tapers off after three years, and the rating agency with a higher (lower) initial rating generally maintains a higher (lower) rating in subsequent years if the two ratings do not converge. We also show that rating transition estimation can be improved by taking into consideration split ratings. We find that one-year rating transition matrices are significantly different between non-letter-split rated bonds and letter-split rated bonds, and we show that the difference has an economically significant impact on the pricing of credit spread options and VaR-based risk management models. Overall, our results suggest that split ratings contain important information about subsequent rating changes. 相似文献
48.
Andy Denis 《Review of Political Economy》2016,28(1):134-152
This paper argues that the microfoundations programme can be understood as an implementation of an underlying methodological principle—methodological individualism—and that it therefore shares a fundamental ambiguity with that principle, viz, whether the macro must be derived from and therefore reducible to, or rather consistent with, micro-level behaviours. The pluralist conclusion of the paper is not that research guided by the principle of microfoundations is necessarily wrong, but that the exclusion of approaches not guided by that principle is indeed necessarily wrong. The argument is made via an examination of the advantages claimed for dynamic stochastic general equilibrium models, the relationship between parts and wholes in social science, and the concepts of reduction, substrate neutrality, the intentional stance and hypostatisation. 相似文献
49.
50.
David Angrave Andy Charlwood Ian Kirkpatrick Mark Lawrence Mark Stuart 《Human Resource Management Journal》2016,26(1):1-11
The HR world is abuzz with talk of big data and the transformative potential of HR analytics. This article takes issue with optimistic accounts, which hail HR analytics as a ‘must have’ capability that will ensure HR's future as a strategic management function while transforming organisational performance for the better. It argues that unless the HR profession wises up to both the potential and drawbacks of this emerging field and engages operationally and strategically to develop better methods and approaches, it is unlikely that existing practices of HR analytics will deliver transformational change. Indeed, it is possible that current trends will seal the exclusion of HR from strategic, board‐level influence while doing little to benefit organisations and actively damaging the interests of employees. 相似文献