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Do‐no‐harm versus do‐good social responsibility: Attributional thinking and the liability of foreignness 下载免费PDF全文
Research summary: The efforts of multinational corporations to be socially responsible do not always engender positive evaluations from overseas stakeholders. Drawing on attribution theory, we argue that two heuristics guide stakeholders in evaluating firms' social performance: foreignness and the valence of firms' social responsibility. We provide evidence from a field study of secondary stakeholders and an experimental study involving 129 non‐governmental organizations. Consistent with attribution theory, the liability of foreignness is minimized when firms engage in “do‐good” social responsibility (focused on proactive engagement creating positive externalities) but is substantial when firms engage in “do‐no‐harm” social responsibility (focused on attenuating negative externalities). In online supporting information, Appendix S1, we demonstrate that these evaluations have consequences for whether stakeholders subsequently cooperate, or sow conflict, with firms. Managerial summary: There is no guarantee that efforts to be socially responsible will improve multinational corporations' relations with overseas stakeholders, such as customers, governments, and activists. In a field study and an experiment, we unpack when foreign firms suffer from harsh stakeholder evaluations. Foreign firms especially suffer from harsh evaluations when they conduct “do‐no‐harm” CSR rather than “do‐good” CSR. Stakeholders attribute the motive for foreign firms' do‐no‐harm CSR to managerial interests and shareholder pressures, perceiving a wedge between managers and owners (who may be unmotivated to reduce the negative impacts of their business activities) and local stakeholders (who bear the social costs). A practical implication is that foreign firms gain more from highlighting do‐good rather than do‐(no)‐harm CSR initiatives. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献
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J. P. Eggers 《战略管理杂志》2016,37(8):1578-1596
Research summary: The study explores renewal in a novel but understudied context—an era of ferment with competing technological options. It focuses on IBM's transition from market leadership in a failed path (plasma) to leadership in the emerging dominant technology (LCD) in the 1980s. Interviews and internal documents offer two primary factors explaining renewal at IBM. First, IBM Research had a hybrid structure that captured the benefits of both centralized and decentralized R&D. Second, middle managers shaped senior management cognitive frames to focus on business‐related issues instead of specific technical issues, thus bypassing biases often resulting from failure. The study offers an integrated framework on what facilitates flexibility at the technology, organization, and decision‐making levels. This flexibility helps firms survive a turbulent era of ferment. Managerial summary: Firms facing technological uncertainty may need to recover from unlucky bets. But responding to failure is politically and organizationally difficult. This study explores how IBM recovered from its failed bet on plasma displays to lead the LCD display market. This study identifies six key factors, highlighting two. First, IBM's researchers received centralized funding, but could also receive funding directly from division managers. This structure helped preserve options and variety. Second, internal LCD champions focused on the business case for displays and not technology. This fostered technology agnosticism and helped avoid managerial biases from failure. For managers looking to use real options to maintain flexibility in an uncertain environment, this study offers clear suggestions related to design and decision making that can foster flexibility. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献
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Investor perceptions of CEO successor selection in the wake of integrity and competence failures: A policy capturing study 下载免费PDF全文
Brian L. Connelly David J. Ketchen Jr K. Ashley Gangloff Christopher L. Shook 《战略管理杂志》2016,37(10):2135-2151
Research summary : Drawing on theory about signaling, sensemaking, and the romance of leadership, we extend inquiry on investors' perceptions of CEO succession following misconduct. Whereas past studies have treated misconduct monolithically, we examine failures of integrity and competence separately. Using a policy capturing methodology that isolates investors' decision making from potential confounds, we find that, following an integrity failure, investors perceive outside and interim successors positively but inside successors negatively. Following a competence failure, investors perceive outside successors positively but are ambivalent toward inside and interim successors. Our findings indicate that whether an act of misconduct was an integrity failure or a competence failure, and what type of successor the firm chooses, are important considerations when using CEO succession as a means to restore investor confidence. Managerial summary: Business headlines regularly feature episodes of organizational misconduct, such as product safety problems, environmental violations, employee mistreatment, and securities lawsuits, and their aftermath. In such scenarios, shareholders demand answers from the people at the top, even if those people were not directly responsible for the problem. As a result, companies often fire the CEO as a means to restore investor confidence. Does this work? It depends on the type of misconduct and who is the CEO's successor. Following a competence failure, investors welcome the appointment of an outsider, but they are indifferent to inside and interim successors. Following an integrity failure, shareholders greet outside and interim CEO successors favorably while frowning on the promotion of insiders. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献
845.
Does imitation reduce the liability of foreignness? Linking distance,isomorphism, and performance 下载免费PDF全文
Research summary : Research demonstrates that foreign firms from institutionally distant countries imitate the practices of domestic firms (i.e., adopt an isomorphism strategy). The conjecture has been that pursuing such a strategy can help foreign firms counteract the deleterious performance consequences associated with institutional distance; yet there is scant evidence of such. This study treats isomorphism as an endogenously selected strategy influenced by institutional distance to examine its performance consequences. Using a dataset of 80 foreign banks from 25 countries operating in the United States, we find that foreign firms from institutionally distant home countries benefit initially from selecting an isomorphism strategy. However, the benefits diminish with experience. Managerial summary : Multinational companies experience great difficulty in managing institutional distance, and research suggests that one way to overcome distance‐related constraints is to imitate the strategies of local companies. Unfortunately, we do not know enough about the performance‐related consequences of engaging in such imitative behavior. This study examines whether imitating local firms improves performance for multinational companies from institutionally distant markets. We find that imitation improves a firm's performance at first; however, with experience those same strategies result in performance decrements. Managers of multinationals should therefore be careful not to get locked into imitative strategies that provide performance benefits upon entry, but that fail to provide benefits over time. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献
846.
现行财务会计系统主要是基于权责发生制亦即应计制下的历史成本会计,对收入和费用确认时间的基础是实际影响期间而非现金收付发生时间。因此,对应计项目的确认就不可避免地要依赖于管理者和会计人员的主观估计和判断,从而导致应计项目金额与实际现金流金额往往存在不同程度的差异,而历年差异变动的程度可用于度量应计项目的质量。本文以1992-2004年财务数据为样本,对中国A股上市公司应计质量问题进行了研究。 相似文献
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李艳荣 《上海立信会计学院学报》2005,19(1):14-18
行为金融学目前已逐渐成为金融学研究中的一个重要领域,在它的影响下,公司财务领域内也形成了行为公司财务的研究范式。与经典的公司财务理论相比,行为公司财务引入了行为因素的影响,它认为外部市场的非有效性和内部管理者的非理性影响着公司的财务决策和公司价值最大化的行为。文章简单总结了行为公司财务的最新研究进展,也就是市场的非有效性和管理者的非理性对公司的融资政策、投资政策、股利政策和并购行为等各方面的影响。针对目前我国资本市场的非有效性,文章认为在我国上市公司的财务研究中应该引入行为公司财务的理论范式和研究方法,才能使得研究前提和结果符合我国的实际经济情况。 相似文献