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51.
David M. Schweiger 《Journal of Business Research》1985,13(4):315-328
This study examined the validity of the sensing-intuition and thinking-feeling scales of the Myers-Briggs Type Indicator as a measure of cognitive styles (i.e., process). Using 20 full-time-employed graduate students in Business Administration as subjects, and simultaneous verbal protocols as a measure of process, only partial support for the scales was found. In particular, the sensing-intuition scale demonstrated greater convergence with processes hypothesized to be associated with it than did the thinking-feeling scale. Recommendations for improving the scales are made. 相似文献
52.
Lorna Opatow 《Journal of Product Innovation Management》1985,2(4):254-258
When it comes to brands, what's in a name is everything—a product is not a brand until you name it. What you call your product makes a difference. In addition to making the product yours and no one else's, a good brand name can create a competitive edge by being memorable, by communicating the special qualities of the product, and by setting the stage for a line of future products. Lorna Opatow brings practical experience to this article in which she identifies the problems and the promises in choosing brand names, and then provides guidelines for creating, developing, and evaluating them prior to testing for market acceptance. 相似文献
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54.
Lawrence Revsine 《Journal of Accounting and Public Policy》1985,4(1):1-12
Comparability is often invoked as an evaluative criterion in regulatory and financial reporting controversies. This article explores the issue by first developing a formal model of comparability that is consistent with the prior information economics literature regarding normative criteria. This model is then used in a restricted setting to explore how such criteria might eventually be used to establish preference relationships. 相似文献
55.
This paper explores two ideas: that the competitive inteligence-gathering efforts of industrial marketers differ in purpose from those of consumer marketers, and that the scope of those efforts can be explained by a model incorporating purpose, size, competitive environment, and strategy. Based on data provided by employees of 151 firms, support is found for both of the basic ideas explored. 相似文献
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Donald A. Fuller 《Journal of Business Research》1978,6(1):17-31
The recycling of consumer solid waste presents special problems for reverse marketing channels. Specifically, the accumulation of bulk quantities of homogenous materials from consumer-generated sources that are highly heterogenous in nature represents a major functional problem that must be overcome through the development of appropriate reverse marketing channels. In this article, factors influencing reverse channels development are outlined, and specific marketing implications concerning the three basic channel types that primarily handle consumer solid waste are discussed. 相似文献
58.
The problem of long-range planning and investment project evaluation is complicated by the presence of multiple conflicting goals measured in incommensurable units, indivisibility of alternative projects, and the desire of management to consider mutually exclusive marketing-pricing strategies. The model proposed in this study attempts to allow for these complexities through the use of integer goal programming. It is the hope of the authors that this model will provide management with an additional decision-making tool for implementation of multiple corporate objectives. 相似文献
59.
Gerhard O. Mensch 《Journal of Product Innovation Management》1985,2(4):259-265
From many years of field research in West Germany and the United States, and especially from a recent study of relatively mature firms in Ohio, Gerhard Mensch has become aware of the disruption caused by the invasion of industries by new technologies from the outside. He sees the frequency of these invasions increasing in coming years for reasons that go beyond technological matters to the pressures for change coming from the capital markets. In this Perspective , he suggests the invasions can be countered and the capital markets satisfied by giving a more prominent role to the innovation manager in the strategy development process. 相似文献
60.