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51.
52.
Ernst Helmstdter 《Kyklos》1969,22(3):506-518
In Patinkinia the money market is characterized by a shifting of the stock of money as a commodity market is by the shifting of the stock of commodities. By Patinkin's law it is clarified that in an exchange economy with one general indefinitely durable good (money), absolute prices can be logically determined in two ways: 1. by the quantity equation, if there is no shifting of the stock of money and 2. by direct determination, if there is a shifting of the stock of money. As expected Patinkin's law does not state anything new. It only tries to get straight the former confused application of the laws of Walras and Say by simultaneous implementation of the laws of supply and demand at the markets of Patinkinia. 相似文献
53.
Conclusion The relationship between uncertainty and the optimal savings-consumption decision has been discussed. A simple model has been used to show that the existence of default risk has potentially important effects on the nature of this relationship and should not be neglected in its analysis. 相似文献
54.
Torsten Tewes Seev Hirsch Jürgen Stehn Torsten Tewes Herbert G. Grubel Rolf J. Langhammer Ernst Mohr Richard Pomfret Hartmut Picht 《Review of World Economics》1990,126(4):799-815
Ohne Zusammenfassung 相似文献
55.
Jette Ernst 《Scandinavian Journal of Management》2019,35(3):101050
The paper concerns how new quality management in the Danish hospital sector has created new career and professionalisation opportunities for nurses. While the well-known dualism between the logics of professionalism and managerialism is challenged in the literature, not much is known about how engagement in the tighter steering of practice may converge with professional identities and meaningfulness in work. The paper applies a Bourdieusian and ethnographic approach to the examination of nurses’ enthusiastic involvement in quality management as they take up hybrid managerial positions in an acute care department. The findings demonstrate the importance of the material and symbolic value of scientific-bureaucratic knowledge in legitimizing quality management, achieving meaningfulness in practice and bolstering the professional role of nurses. 相似文献
56.
Ernst Heu 《Review of World Economics》1971,107(2):35-45
Ohne Zusammenfassung
Die illusion von der W?hrungsneutralit?t gegenüber internationalen handelsstr?men相似文献
57.
Ernst Becher MCD 《Intereconomics》1972,7(5):145-148
High on the agenda of the UNCTAD III Conference is the problem of least developed countries. It is realised that these countries need special cooperative action to improve their chances of overcoming the worst handicaps of poverty stabilised by stagnation. The hard-core cases within the group of least developed countries are the land-locked countries. 相似文献
58.
This article discusses development of optimal solutions for monopsony in the labour market for the long run (when labour and capital are both flexible). It is shown that binding minimum wages up to a certain degree pushes the monopsonists to choose a high capital intensity of production, just as high as or even higher than that chosen when there is no regulation for minimum wages. Thereby, we demonstrate the existence of re-switching effects in the tradition of Piero Sraffa. The second part of the paper recalculates and analyzes earlier results by making use of the rather general constant elasticity of substitution production function. Based on a numerical solution for optimal monopsony under different regimes (no minimum wage, minimum wages of different values, etc.), we formulate a two-period game between the government and the monopsonistic firm (‘minimum wage game’). Finally, we analyze the relationship between the elasticity of substitution on the one hand and likely levels of employment on the other hand, after introduction of minimum wages. 相似文献
59.
60.
More than 5,000 joint ventures, and many more contractual alliances, have been launched worldwide in the past five years. Companies are realizing that JVs and alliances can be lucrative vehicles for developing new products, moving into new markets, and increasing revenues. The problem is, the success rate for JVs and alliances is on a par with that for mergers and acquisitions--which is to say not very good. The authors, all McKinsey consultants, argue that JV success remains elusive for most companies because they don't pay enough attention to launch planning and execution. Most companies are highly disciplined about integrating the companies they target through M&A, but they rarely commit sufficient resources to launching similarly sized joint ventures or alliances. As a result, the parent companies experience strategic conflicts, governance gridlock, and missed operational synergies. Often, they walk away from the deal. The launch phase begins with the parent companies' signing of a memorandum of understanding and continues through the first 100 days of the JV or alliance's operation. During this period, it's critical for the parents to convene a team dedicated to exposing inherent tensions early. Specifically, the launch team must tackle four basic challenges. First, build and maintain strategic alignment across the separate corporate entities, each of which has its own goals, market pressures, and shareholders. Second, create a shared governance system for the two parent companies. Third, manage the economic interdependencies between the corporate parents and the JV. And fourth, build a cohesive, high-performing organization (the JV or alliance)--not a simple task, since most managers come from, will want to return to, and may even hold simultaneous positions in the parent companies. Using real-world examples, the authors offer their suggestions for meeting these challenges. 相似文献