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51.
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《Journal of Internet Commerce》2013,12(4):1-21
Abstract This paper explores why and how ecommerce firms differentiate their products and services. Consumers who shop online are able to do quick and easy comparison shopping, including shopping in an active market for used goods. Since online product search and price comparisons are faster, easier, and involve fewer shopping costs, firms who sell online must differentiate their products and services to a greater extent than those who do not sell online. These product and service differentiations may be certified and rated by host shopping sites and by outside ratings companies. 相似文献
53.
存在产品垂直差异和产品内分工的贸易模型可以更为深刻地考察南北贸易的模式及影响因素。其中,生产技术仍然是决定生产分工格局的重要决定因素,当其他条件保持不变时,如果南方生产技术水平提高,其将扩大生产范围,在保持生产原有质量产品的情况下,向更高质量产品的生产领域进军。而北方发生技术进步时,其生产范围将缩小,抛弃低质量产品的生产,专攻高质量产品的生产。当两国分别在不同的生产阶段发生技术进步时,基本变化趋势是使本国发生技术进步的生产阶段趋向高质量产品的生产。 相似文献
54.
Y. Datta 《中国经济评论(英文版)》2010,9(4):37-51
Porter identifies high market share with cost leadership, citing GM as a successful practitioner of this strategy. However, GM became a market share leader in the American automobile industry due to a strategy of market segmentation, differentiation and a broad scope shaped during the 1920s. Porter argues that cost leadership and differentiation offer an equally viable path to competitive success. Nevertheless, a differentiation strategy based on superior quality compared to competition is more profitable than cost leadership strategy. It can lead a business to become a market share leader, and consequently even a low-cost leader. Research indicates that differentiation and cost leadership can co-exist. However, Porter insists that each generic strategy requires a different culture and a totally different philosophy. The problem is that Porter's generic strategies are too broad. It is not his logic that is flawed, but his basic premise that prescribes cost leadership strategy as the only route to market share leadership, and presents a narrow view of differentiation with a unique product--sold at a premium price--on the one hand, and a "standard, or no-frills" product on the other. Mintzburg (1988) says Porter's cost leadership strategy should be called "price differentiation": a strategy that is based on a lower price than that of the competition. He suggests that business strategy has two dimensions: differentiation and scope. Thus, setting scope aside, competitive strategy has only one component: differentiation. So, the key question is not whether to differentiate, but how? First, make customer-perceived quality as the foundation of competitive strategy because it is far more critical to long-term success than any other factor. Second, serve the middle class by competing in the mid-price segment, offering better quality than the competition at a somewhat higher price. It is this path that can lead to market share leadership--a strategy that can be both profitable--and sustainable. 相似文献
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Oksana Loginova 《International Journal of Economic Theory》2010,6(3):297-309
I adopt Hotelling's model with two firms. Each consumer has a most preferred variety and possesses a certain level of category‐specific knowledge. When a firm offers customization, consumers must interact with the firm to create their products. Consumers familiar with the brand can do this seamlessly, whereas consumers unfamiliar with the brand have difficulty expressing their individual needs (the difficulty decreases with consumers' knowledge). The firms first simultaneously decide whether to customize, then engage in price competition. Although customization makes the products less differentiated, the frictions caused by consumer co‐design activities relax price competition. Customization by one of the firms occurs in equilibrium. 相似文献
57.
李小玉 《陕西省行政学院陕西省经济管理干部学院学报》2009,(3):110-114
非星级旅游饭店产品民族特色化创新在遵循市场导向性、特色性、参与性、经济可行性、文化性、环保性原则的基础上,走创建民族特色型主题酒店、民族特色型产品、产品部分功能民族特色化道路,是非星级旅游饭店实现可持续发展的主要路径。 相似文献
58.
Amir-Behzad Samii Richard Pibernik Prashant Yadav 《International Journal of Production Economics》2011,133(1):393-402
In many inventory settings companies wish to provide customer-differentiated service levels. These may, for example, be motivated by differences in the perceived customer lifetime value or by specific contractual agreements. One approach to provide differentiated service levels is to reserve some portion of the available inventory exclusively for specific customer classes. Existing approaches to inventory reservation are typically based on the assumption that a company can assign a customer specific revenue or penalty cost to any order or unit of demand filled or unfulfilled. In practice, however, it is usually extremely difficult to accurately estimate (especially long term) monetary implications of meeting or not meeting customer demand and corresponding service level requirements. The research presented in this paper addresses the problem of setting appropriate inventory reservations for different customer classes based on fill rate-based performance measures. We model a single period inventory reservation problem with two customer classes and nesting. We develop exact expressions for two conflicting performance measures: (1) the expected fill rate of high priority customers and (2) the expected loss in the system fill rate induced by inventory reservation. With these expressions a decision maker can analyze the tradeoff between the loss in overall system performance and the higher expected fill rates for prioritized customers. We provide analytical insights into the effects of nesting and the impact of relevant problem parameters on these two performance measures. The analytical insights are illustrated and highlighted through a set of numerical examples. Although we limit our analysis to a single period inventory reservation problem, we expect that our results can be utilized in a wide range of problem settings in which a decision maker has to ration a perishable resource among different classes of customers. 相似文献
59.
《国际粮食与农业综合企业市场学杂志》2013,25(2):123-143
Abstract This paper aims to investigate changes in the structure of the Spanish quality beef industry in response to the significant decline in beef consumption happened over the last few decades. The role of product differentiation, mechanisms and factors involved in it, are specially studied. We use focus groups and a survey to examine the outlook for the organization of the beef industry, and trends in the development of product differentiation mechanisms and vertical co-ordination strategies. Results reveal the existence of a restructuring process that is being implemented in two ways: Protected Geographical Indications (PGI) and Quality Certified Brands (QCB). Each strategy forms its own entry barriers: the origin of calves in the case of PGI and farm size in QCB; they are therefore complementary rather than competitive. 相似文献
60.