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91.
解雅婷 《价值工程》2014,(9):279-280
近一个时期,我国高等学校普遍开始重视办学定位和战略规划,这是好事,但重视不能仅仅停留在口头,更要落实在行动上。那么,不论是口头还是行动之前,都要做好充足的功课。笔者在高校工作多年,关于高校定位和战略规划借此发表自己的拙见,与读者分享,敬请批评指正。  相似文献   
92.
The purpose of this paper is to evaluate the board roles that make a board effective in the performance of adopting corporate social responsibility (CSR) practices. This paper examines directors' perceptions of the three main roles: monitoring, service, and strategic, which provide tools for critically understanding how the board adds the value in moving the organization towards more CSR practices. The stakeholder theory is used to distinguish the influence of the three main roles on the adoption of CSR practices. Primary data were collected for this research by conducting structured questionnaires with a sample of 461 directors from Saudi listed companies for study purpose. The results show that an appropriate mix of directors' roles and the development of sound board monitoring and service roles are the most crucial determinants of CSR adoption in Saudi listed companies. As the extant corporate governance and CSR literatures do not provide a clear perspective with contradictory outcomes about board roles in influencing CSR practices, the originality of this research is its contribution by evaluating the directors' perceptions of developing a direct relationship between the board roles and the adoption of CSR practices. Furthermore, the use of the stakeholder theory provides additional insights into identifying the most influential board role factors enhancing stakeholders' expectations of CSR practices.  相似文献   
93.
While decision makers in organizations frequently make good decisions rooted in stable and consistent preferences, such consistency in outcomes is not always the case. In this study, we adopt a psychological perspective of judgment to investigate managers' erratic strategic decisions, which we define as a manager's inconsistent judgments that can shape the direction of the firm. In a study of 2,048 decisions made by 64 CEOs of technology firms, we examine how both metacognitive experience and perceptions of the external environment (hostility and dynamism) could affect the extent to which managers make erratic strategic decisions. The results indicate that managers with greater metacognitive experience make less erratic strategic decisions. The results also indicate that in hostile environments managers make more erratic strategic decisions. But contrary to our expectations, in dynamic environments managers make less erratic strategic decisions. Similarly, hostility and dynamism interact in their effect on erratic strategic decisions in that the positive relationship between environmental hostility and erratic strategic decisions will be less positive for managers experiencing high environmental dynamism than those experiencing low environmental dynamism. These results have important implications for strategic decision‐making research. Copyright © 2010 John Wiley & Sons, Ltd.  相似文献   
94.
Traditionally, sourcing decisions such as what to buy and from whom to buy it were viewed as clerical in nature. Today, however, many executives view sourcing decisions as strategic and these decisions are being made from more prominent positions within firms. Indeed, over time more companies are embracing the concept of strategic sourcing—making acquisition decisions with the intent of creating value and achieving a competitive advantage. In this article, we introduce the Special Topic Forum articles on strategic sourcing and performance. Each offers important implications for strategic sourcing research and practice. An overall implication is that some traditional supply chains appear to be giving way to supply ecosystems, which represent a set of interdependent and coordinated organizations that share common adaptive challenges and that collectively shape the creation and nurturing of a sourcing base that contributes to competitive advantage and superior performance. We offer several theoretical perspectives that hold promise for explaining supply ecosystem functioning and outcomes. In terms of practice, firms need to adapt their strategic sourcing to this evolution or run the risk of being weakened.  相似文献   
95.
The present research is aimed to apply experimental techniques to study strategic behavior in one-shot-hide-and-seek games as a frame to elicit more real and elaborated business situations. To promote strategic thinking and persistence, we conducted treatments with repeated matching games among strangers, and one of them with a fixed endowment (fixed initial payment that decreases each round an amount) with the possibility of abandon in any round, retaining the remaining of endowment. In fact, effortful strategic reasoning is found in deviation of subjects’ random choices along the repetitions and abandon, loss aversion, and cultural differences seem articulate a strategic behavior.  相似文献   
96.
Large consumer goods firms manage and market an assortment of brands and consistently deal with strategic challenges related to brand portfolio management, such as creating or acquiring brands, growing brand equity, managing brands in the portfolio and deleting brands. There is substantial research on several areas of brand portfolio management except in the area of brand deletion. This situation exists despite the fact that deleting weak brands has important implications for a firm and its brand portfolio. Therefore, it is critical to understand why firms delete brands from their portfolios. This research applies a qualitative approach using semi-structured interviews and thematic analysis in the context of firms that adopt a ‘house of brands’ brand architecture and presents findings guided by the strategic decision-making literature.  相似文献   
97.
Numerous innovative applications have been developed to utilise large quantity of fly ash generated at coal fired thermal power plants (TPPs) worldwide. However, this requires power plants to undertake the role of third-party innovation intermediaries, that is, commercialising technological innovations developed by others. As commercialising an innovation requires considerable resources, a well-considered selection and promotion are desired. The paper presents a strategic framework for commercialisation of fly ash innovations. Explanation for step-by-step implementation and generic pointers for strategy formulation for typical problems are suggested. The proposed framework is expected to assist coal-fired TPPs in formulating strategies to commercialise innovative utilisation of fly ash. The study contributes to scarcely addressed aspects of an open innovation paradigm, that is, challenges faced by third-party intermediaries.  相似文献   
98.
廖丽娜 《价值工程》2014,(31):178-179
CEO作为公司战略决策制定和执行的核心人物,其继任模式对战略变革的影响一直是学术界关注的热点课题。本文回顾CEO继任研究发展及CEO继任模式与战略变革关系的研究。  相似文献   
99.
Drawing from the notion of cultural friction and based on the agency theory rationalization of multinational enterprise (MNE) headquarter–subsidiary relationship, we examine the impact of cultural friction in foreign subsidiaries on subsidiary performance. We argue that cultural friction, arising due to a high presence of parent country nationals (PCNs) in culturally distant locations, has a detrimental effect on subsidiary performance. This effect is the strongest when the cultural friction is at the top management team (TMT) level and the weakest when friction is at the regular employee level. However, this relationship is contingent on factors that work as drags or lubricants for cultural friction between PCNs and host country nationals (HCNs). We identify governance mode and language differences between home and host countries as drag parameters and host country experience and subsidiary interdependence as lubricants that condition the effect of cultural friction on subsidiary performance. Empirical findings based on a longitudinal sample of 7,495 foreign subsidiary observations of 467 Korean MNEs in 63 countries during 1990–2014 provide robust support for our theoretical predictions.  相似文献   
100.
Applying an approach of neo‐institutional research, this article examines the history of company holdings of the national government and local governments in Finland in the longer term. The article examines the genealogy of the institutional forms of these holdings, the diffusion, adoption and adaptation of these forms, and the political legitimacy of new forms and the political de‐legitimation of earlier forms. For theory, the results indicate that the individual tailoring of institutional forms offers flexibility but increases complexity. For practice, the results suggest that the company form may too easily marginalize alternative institutional forms such as co‐operatives, associations, and foundations.  相似文献   
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