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81.
进一步提高对班组建设重要性的认识,研究班组建设的途径与方法对企业的兴衰成败具有现实和长远的意义。文章从班组建设的重要作用及意义着手,探讨电力企业班组建设和管理的现状及存在的问题,并就如何进一步提升班组建设的整体水平提出建议。 相似文献
82.
In this research, we disentangle the relationship between several key aspects of a team leader's experience and the likelihood of improvement project success. Using the lens of socio-technical systems, we argue that the effect of team leader experience derives from the social system as well as the technical system. The aspects of team leader experience we examine include team leader social capital (a part of the social system) and team leader experience leading projects of the same type (a part of the technical system).We examine four different, yet related, dimensions of a team leader's social capital, which we motivate based on the social networks literature. One dimension, team leader familiarity, suggests that social capital is created when team leaders have experience working with current team members on prior improvement projects, and that such social capital increases the likelihood of improvement project success. We develop three additional dimensions, using social network analysis (SNA), to capture the idea that the improvement team leader's social capital extends beyond the current team to include everyone the leader has previously worked with on improvement projects. Contrasting our SNA-based dimensions with team leader familiarity enables us to better understand the impact of a team leader's social capital both inside and beyond the team. We also examine the effect of a team leader's experience leading prior projects of the same type, and consider the extent to which organizational experience may moderate the impact of both team leader social capital and same-type project experience.Based on analysis of archival data of six sigma projects spanning six years from a Fortune 500 consumer products manufacturer, we find that two of our SNA-based dimensions of team leader social capital, as well as experience leading projects of the same type, increase the likelihood of project success. In addition, we show that organizational experience moderates the relationship between team leader same-type project experience and project success. However, this is not the case for the relationship between the dimensions of team leader social capital and project success. These results provide insights regarding how dimensions of team leader experience and organizational experience collectively impact the operational performance of improvement teams. 相似文献
83.
Oli R. Mihalache Justin J. J. P. Jansen Frans A. J. Van Den Bosch Henk W. Volberda 《战略管理杂志》2012,33(13):1480-1498
This study attempts to increase the understanding of how offshoring influences the introduction of new products and services. Focusing on the offshoring of those business functions that provide direct knowledge inputs for innovation (i.e., production, R&D, and engineering), we propose that offshoring has an inverted U‐shaped influence on firm innovativeness. Additionally, we provide an upper echelon contingency perspective by considering the moderating role of two top management team (TMT) attributes (i.e., informational diversity and shared vision). Using a cross‐industry sample with lagged data, we find that offshoring has an inverted U‐shaped influence on firm innovativeness and that this relationship is steeper in firms with high TMT informational diversity and in firms with low TMT shared vision. Copyright © 2012 John Wiley & Sons, Ltd. 相似文献
84.
In this research we discuss the relationship between CEO and top management team (TMT) member compensation, and explore the implications of TMT pay for firm performance. Specifically, we suggest that firm performance may benefit due to agency and group behavioral issues when top management team member pay is aligned—alignment is defined as the degree to which TMT member pay reflects (1) shareholder interests and (2) key political and strategic contingencies within the firm. In support of our theorizing, we found CEO pay to be related to TMT pay; TMT compensation, in turn, predicted performance (i.e., return on assets and Tobin's q) when aligned with shareholder interests and internal contingencies. Moreover, the effect of CEO pay on future firm performance was dependent on top team pay. Copyright © 2002 John Wiley & Sons, Ltd. 相似文献
85.
Diversity in the national background and culture of team members is common in virtual teams. An experimental study, with short term teams, was undertaken to examine the effect of cultural diversity on team effectiveness and to examine if this effect changes depending if the team worked face-to-face (F2F) or virtually. Heterogeneous teams were created that had greater diversity than homogeneous teams of individualism/collectivism values, different languages spoken, country of birth, and nationality. The teams worked on a desert survival task either F2F or virtually (via audioconference and electronic chat tools). The overall results indicated that heterogeneous teams were less satisfied and cohesive and had more conflict than the homogeneous teams, although there were no statistical differences in team performance levels. However, examining just the heterogeneous teams found that the performance of the virtual heterogeneous teams was superior to that of the F2F heterogeneous teams. The results support Carte and Chidambaram's (2004) theory that the reductive capabilities of collaborative technologies are beneficial for newly-formed diverse teams. 相似文献
86.
Rebecca Mitchell Vicki Parker Michelle Giles 《International Journal of Human Resource Management》2013,24(17):3652-3672
Studies have shown that open-minded dynamics contribute to diverse team effectiveness; however, there are few studies on the factors that influence the impact of open-mindedness. Survey data from 218 members of 47 professionally diverse teams support a significant relationship between open-mindedness and performance. Professional identification and professional salience were found to moderate the relationship with opposing effects. The study data indicate that although open-mindedness provides a context that facilitates the open exchange and discussion of diverse ideas and perspectives in interprofessional teams, this is less influential when members strongly identify with their profession. Conversely, member focus on professional differences enhances the value of team interaction characterised by receptiveness and openness. Analysis confirms a three-way interaction between open-mindedness, professional identification and salience on performance. 相似文献
87.
88.
A. W. Richter J. F. Dawson M. A. West 《International Journal of Human Resource Management》2013,24(13):2749-2769
The proposed meta-analysis of 61 independent samples aims to identify whether, and if so under what conditions, team working in organizations is related to organizational effectiveness. Team working had a significant though small positive relationship with both performance outcomes and staff attitudes. Our contingency analyses further showed that team working had a stronger relationship with performance outcomes if accompanied by complementary HR measures and in non-health-care settings. Finally, we found that team working is more strongly related to attitudinal outcomes in Sociotechnical Systems and health-care settings. 相似文献
89.
Brian R. Murtha Tasadduq A. Shervani Goutam N. Challagalla Bradley L. Kirkman 《Journal of Business Research》2014
It is often the case that members of selling centers are governed by different control systems (i.e., some selling center members are governed more by behavior controls while others are governed more by outcome controls). Surprisingly, there is little research which examines the impact of control system diversity (CSD) on selling center processes (e.g., decision comprehensiveness) and outcomes (e.g., performance). The present research integrates the literature on psychological stakes to show that CSD is positively related to decision comprehensiveness when psychological stakes are high but not when they are low. Decision comprehensiveness, in turn, is positively related to performance. This research uses data from multiple sources across 61 selling centers to provide novel insights into a new form of diversity and the under researched context of selling centers. 相似文献
90.
The increasing importance of global virtual teams in business is reflected in the classroom by the increased adoption of activities that facilitate real-time cross-cultural interaction. This article documents the experience of students from two Colombian universities who participated in a collaborative international project using virtual teams as part of the international business (IB) curriculum. The data reveals that in spite of challenges associated with time zone differences, technology limitations, and trust issues, the vast majority of students perceived that the use of virtual teams as a teaching tool facilitates cultural understanding and IB-relevant learning. The findings of this research suggest that online experiential exercises can be an effective approach in teaching and in the development of virtual collaboration skills. 相似文献