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31.
We analyse competition between two network providers when the quality of each network depends negatively on the number of
customers connected to that network. With respect to price competition we provide a sufficient condition for the existence
of a unique pure strategy Nash equilibrium. Comparative statics show that as the congestion effect gets stronger quantities
will decrease and prices increase, under both Bertrand and Cournot competition. In an example with endogenous capacities it
turns out that equilibrium capacities are at first increasing and then decreasing in the strength of congestion. Furthermore,
capacities are higher under Cournot competition. Welfare comparisons between Bertrand and Cournot competition are unambiguous
for fixed capacities, but may turn around for endogenous capacities. 相似文献
32.
In recent work on non-cooperative network formation star-shaped networks play an important role. In a particular theoretical
model of Bala and Goyal (2000) center-sponsored stars are the only strict Nash networks. In testing this theoretical model,
Falk and Kosfeld (2003) do not find experimental evidence that players select the center-sponsored star. Based on a slight
modification of Bala and Goyal’s model, we design a network formation experiment in which, depending on link costs, periphery-sponsored
stars and the empty network are the only strict Nash networks. We observe that almost all groups not only reach a strict Nash
network once but also switch the center player in periphery-sponsored stars several times. The main innovation in our experiment
is to use a continuous time framework which we believe to be a more realistic setting to study behavior in network formation
situations and which makes coordination on stars much easier than simultaneous strategy adaptation in discrete time.
Electronic Supplementary Material Supplementary material is available in the online version of this article at http://dx.doi.org/10.1007/s10683-006-9125-1.
JEL Classification C72 · C92 · D81 相似文献
33.
34.
复杂性科学打破了新古典经济学的简单性、稳定性和线性的均衡范式,开创了一种建立在复杂性、动态性和非线性基础上的演化范式。区域创新网络由于具有非线性、动态性和不可逆性等特征,更适合纳入到复杂性科学的范式中来研究。根据区域创新网络的复杂性特征,归纳出其实质上是一种复杂性适应系统,进而运用复杂性科学对其进行了阐释,最后得出了基于高新区培育和发展区域创新网络的几点启示。 相似文献
35.
Asymmetric Network Interconnection 总被引:1,自引:0,他引:1
We develop a model of competition between interconnected networks,that allows for carriers to differ in size. Under two-partpricing, we show that because of asymmetry the larger network willalways prefer a reciprocal interconnection charge be set at cost.For sufficiently large asymmetry the smaller network will have thesame preference. Under the assumptions of our model a particularly simple regulation is optimal – if carriers cannot agree on the terms of interconnection, the larger carrier is entitled to select the access price which is then applied reciprocally. 相似文献
36.
C. S. Jones 《Financial Accountability and Management》2002,18(2):163-188
This paper describes an empirical study, conducted in three acute hospitals, of the attitudes of central managers, medical managers and clinicians towards the adoption of benchmarking. Benchmarking was portrayed in The New NHS White Paper (1997) as an important means of improving efficiency over the next decade. The present paper examines the context of change and nature of benchmarking. Findings are presented in seven sections including: the understanding which respondents had of benchmarking; their willingness to be involved in benchmarking; the existence of strategies and policies for implementing benchmarking; the relevance of existing costing information; and the role of networks in facilitating benchmarking. The study concludes that the process of change adopted contradicted most of the factors associated with creating receptivity to change. Also, that the publication of the National Reference Costs seemed to have more relevance to resource planning at central National Health Service Management Executive level, than to effecting improvements at operational level in acute hospitals. 相似文献
37.
Informational Networks, Entrepreneurial Action and Performance 总被引:1,自引:0,他引:1
This paper develops a model that incorporates personal and business networks, firm action, and performance based on the existing literature. It explores the links between information and entrepreneurial-type action, and action and performance. Survey data was collected from a sample of 100 manufacturing firms in Thailand. Results show that entrepreneurs value the information they receive from their networks. However, there is little statistical support for tangible links between personal or business networks and entrepreneurial action and performance, or between action and performance. 相似文献
38.
Joint value creation through partnering and networking is a topic of current interest. This paper proposes that the dimensions of the supplier's value creation in a supplier-customer relationship could be classified according to efficiency, effectiveness and network functions. These functions are interrelated, but they are conceptually distinct. The value creation process could be described as a spectrum ranging from core value, to added value, to future value. The value-producing potential of a supplier can be assessed reasonably well only in the case of the core value, where there is sufficient benchmarking information in the form of existing alternative offerings and solutions. A priori evaluation of the costs and benefits of added value and, especially, future value projects is problematic, because the realisation of the value is dependent on the development of multiple partners, technologies and industries. In these cases, we suggest that a customer could use a supplier's capability profile as an indicator of how suitable that particular supplier is for specific value creation projects. A framework connecting specific capabilities to different types of value production is suggested, and its managerial implications are discussed. 相似文献
39.
Strategizing in industrial networks 总被引:1,自引:0,他引:1
Lars-Erik Gadde Author Vitae Author Vitae Håkan Håkansson Author Vitae 《Industrial Marketing Management》2003,32(5):357-364
This paper provides an overview of the implications for strategizing offered by an industrial network perspective and a comparison of this view with strategic management thinking. We argue that it is crucial for a company to relate its activities to those of other firms in order to enhance its performance, and it is through the continuous combining and recombining of existing resources that new resource dimensions are identified and further developed within business relationships. From the standpoint of a single company, strategizing from an industrial network perspective implies that the heterogeneity of resources and interdependencies between activities across company boundaries, as well as the organized collaboration among the companies involved, must be considered simultaneously. 相似文献
40.