全文获取类型
收费全文 | 1219篇 |
免费 | 18篇 |
国内免费 | 4篇 |
专业分类
财政金融 | 78篇 |
工业经济 | 86篇 |
计划管理 | 270篇 |
经济学 | 302篇 |
综合类 | 37篇 |
运输经济 | 9篇 |
旅游经济 | 99篇 |
贸易经济 | 306篇 |
农业经济 | 12篇 |
经济概况 | 42篇 |
出版年
2024年 | 4篇 |
2023年 | 21篇 |
2022年 | 38篇 |
2021年 | 69篇 |
2020年 | 80篇 |
2019年 | 74篇 |
2018年 | 46篇 |
2017年 | 85篇 |
2016年 | 49篇 |
2015年 | 28篇 |
2014年 | 65篇 |
2013年 | 126篇 |
2012年 | 49篇 |
2011年 | 90篇 |
2010年 | 72篇 |
2009年 | 69篇 |
2008年 | 56篇 |
2007年 | 51篇 |
2006年 | 48篇 |
2005年 | 23篇 |
2004年 | 25篇 |
2003年 | 12篇 |
2002年 | 12篇 |
2001年 | 5篇 |
2000年 | 6篇 |
1999年 | 4篇 |
1998年 | 5篇 |
1997年 | 3篇 |
1995年 | 1篇 |
1994年 | 5篇 |
1993年 | 1篇 |
1992年 | 2篇 |
1991年 | 3篇 |
1990年 | 1篇 |
1989年 | 2篇 |
1988年 | 1篇 |
1984年 | 5篇 |
1983年 | 3篇 |
1980年 | 1篇 |
1979年 | 1篇 |
排序方式: 共有1241条查询结果,搜索用时 15 毫秒
71.
Bruce H. Kemelgor 《Entrepreneurship & Regional Development》2013,25(1):67-87
Firms in turbulent or fast-changing environments must continually innovate to remain competitive. This study examined how a firm's strategic management practices influence its entrepreneurial behaviour as compared to an international competitor. Four firms in the Netherlands were each matched with a key competitor in the USA. Several survey measures related to the strategic management process were used along with an instrument related to corporate entrepreneurship practices. Both managers and employees participated in the study. Results revealed significant differences between the Netherlands firms and the US competitors in entrepreneurial orientation. Results also supported these comparative differences along three key dimensions of strategic management as they relate to corporate entrepreneurship. The final set of data revealed a relationship between corporate entrepreneurship and three measures of firm performance. The implications focus upon the key role that culture may play in facilitating corporate entrepreneurship and adaptable organizational practices. Suggestions for further research are also made. 相似文献
72.
This paper focuses on exploring the potential and empirically observable value creation of strategic foresight activities in firms. We first review the literature on strategic foresight, innovation management and strategic management in order to identify the potential value contributions. We use survey data from 77 large multinational firms to assess how much value is generated from formalized strategic foresight practices in these firms. We show that it is possible to capture value through (1) an enhanced capacity to perceive change, (2) an enhanced capacity to interpret and respond to change, (3) influencing other actors, (4) and through an enhanced capacity for organizational learning. 相似文献
73.
Wendy Bodwell Author Vitae 《Technological Forecasting and Social Change》2010,77(2):193-202
In this article we propose scenario planning as a tool for fostering organizational ambidexterity. The concept of organizational ambidexterity continues to gain attention, however, clear methods for developing this organizational ability are generally not offered. We therefore describe organizational ambidexterity and situate it in the general strategy literature. Key characteristics of organizational ambidexterity are provided, and the logical link to scenario planning is made. As the concept of organizational ambidexterity is relatively novel, our proposal highlights the use of scenario planning as a potential tool for developing this organizational “skill”, and clear next steps are described to examine our proposal as well as leverage the concept of organizational ambidexterity beyond that of a simple metaphor. 相似文献
74.
75.
Literature on acquisition places more concern on the consequence of an acquisition event and pays less attention to what factors influence the motive for initiating the acquisition strategy of a firm. Through the lenses of organizational learning and corporate governance theories, the study examine whether the prior acquisition experience and board characteristics affect firms' acquisition behavior. Hypotheses are tested on a sample of 92 acquisition events of Taiwanese electronics firms during the period from 1997 to 2007 by employing the survival function model. Empirical results indicate that business acquisition experience positively influence the inclination of the acquirer adopting a subsequent acquisition, while board characteristics do not relate to the likelihood of the acquirer making a subsequent acquisition. These findings provide theoretical and managerial implications for organizational learning and corporate governance theories in general and acquisition management in particular. 相似文献
76.
Continued globalization is raising the level of diversity within hospitality organizations as well as the likelihood that leaders will manage those from varying national cultures. Previous research has found that cultural congruence between leaders and stakeholders (i.e., from the same or different national cultures) impacts a variety of variables including perceived leadership style, satisfaction and trust. This study extends this line of research by investigating the relationship between cultural congruence, perceived leadership style, leader–member exchange (LMX) and employee citizenship behaviors. Using a highly diverse sample of 520 members of congruent and incongruent dyads from 66 countries working for 2 large cruise lines and 2 subsidiaries, multivariate analysis of variance (MANOVA) was used to test the relationships. It was determined that cultural similarity impacted employee perceptions of LMX relations and organization citizenship behaviors, but not leadership style. The results of the study provide strategies for cross-cultural management in the hospitality industry. 相似文献
77.
Much of the management guru-based literature emphasizes the transformational capacity of organizational innovations (OIs). The excellence, quality and reengineering literature purports to abandon hierarchy, bureaucracy and management control; to eradicate conflict and instil an new team and quality-based ethos. Yet much remains unknown about how these OIs are operationalized. Here we question both theoretically and empirically the validity of such transformational claims by reference to our research within financial services. We argue that despite considerable changes, OIs remain both a condition of, and location for, the exercise of organizational power relations. Bureaucratic and hierarchical structures continue to pervade organizations. Work-related pressures and tensions abound concerning issues such as control over the quality versus the quantity of work output, work intensification and job insecurity. All of which impinge upon the performance of OIs, and belie notions of a ‘transformation’ of organizational cultures, structures or strategies. 相似文献
78.
Richard E Plank 《Industrial Marketing Management》2002,31(5):457-465
The notion of value and the principles and methods that buyers use to discover which supplier offering has more value needs to drive all business marketing activity. However, the concept of value and how to measure it is somewhat vague. The authors present a simple way to think about value. The research reports an exploratory empirical study of how the valuation model fits the views of purchasing managers and how purchasing agents view value and use it to make decisions. In general, the model posited appears to fit the view of purchasing agents, however, there is some digression and further research is needed. 相似文献
79.
80.
This study examines the success of activity management practices and the organizational and cultural factors affecting success at each of Gosselin's (1997) three levels of activity analysis (AA), activity cost analysis (ACA) and activity‐based costing (ABC). Data were collected by survey questionnaire from a random sample of managers of Australian business units. The results indicate that activity management is moderately successful in Australian organizations, with greater use associated with higher levels of success. Two organizational factors (top management support and link to quality) were associated with success at each of Gosselin's three levels, whereas training was associated at the AA and ACA levels. The cultural factor of outcome orientation was associated with success at each level, with attention to detail important at the ABC level. Organizational factors were more strongly associated with activity management success than cultural factors. 相似文献