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91.
基于供应链的集中式战略采购研究 总被引:8,自引:0,他引:8
在当今竞争激烈的市场环境中,采购管理逐渐成为企业新的利润创造源.基于供应链的集中式战略采购是指企业将采购职能和供应商资源跨部门集中管理,通过加强供应商合作,实现供应链总成本最低化和效率最大化的采购模式.该采购模式作为战略采购的深化,能够有效推动企业竞争力的提升.本文首先介绍集中式战略采购的内涵和特点,接着对该模式的竞争优势进行了深入分析,最后提出应用建议. 相似文献
92.
Price caps have been shown to have incentive properties superior to traditional rate of return regulation. Average-revenue-lagged regulation (ARL) is attractive in that steady-state prices are known to be efficient. We show that the ARL scheme can be manipulated by the firm so as to yield the unregulated global profit maximum. While tests exist that can provide the regulator with evidence of this strategic behavior, we also demonstrate that the unregulated global profit maximum will not be attainable if Laspeyres (L) regulation is employed.Jel classification: L43, L51I would like to thank Michael Crew and an anonymous referee for their extremely helpful suggestions. 相似文献
93.
我国企业实施战略管理会计的必要性和可行性研究 总被引:1,自引:0,他引:1
洪有护 《广东经济管理学院学报》2004,19(1):52-55
本文以知识经济和网络革命为背景,着眼于企业全球竞争和战略管理的迫切需要,对比传统管理会计与战略管理会计的优劣势,客观而又理性地分析在我国实施战略管理会计的必要性和可行性。 相似文献
94.
郑重 《安徽工业大学学报(社会科学版)》2002,19(5):59-60
金融控股公司、全能银行和战略联盟三者相比,金融控股公司和战略联盟的负向范围效率一般小于全能银行;金融控股公司的正向范围效率一般弱于全能银行而强于战略联盟.总体上,金融控股公司比战略联盟具有范围效率优势. 相似文献
95.
企业组织创新的生态学透视 总被引:2,自引:0,他引:2
田野 《山东工商学院学报》2004,18(5):67-69
以信息技术为基础的知识经济的蓬勃发展使企业原有的组织形态越来越难以适应技术环境、社会环境的剧烈变化,从而使新一轮的组织创新研究和实践逐渐成为理论界和企业界的焦点。以生态世界观和方法论考察了组织创新的生态特征,解读了组织创新的生态规律,以期能为组织创新理论的研究提供启示。 相似文献
96.
论战略联盟视角的企业知识获取与转移障碍 总被引:9,自引:0,他引:9
王立生 《山西财经大学学报》2004,26(4):90-95
创新是企业获取持久竞争优势的不竭源泉。企业实现持久竞争优势的关键是有能力比竞争对手学习得更快。战略联盟为企业显性知识和隐性知识的学习提供了一个理想的平台。 相似文献
97.
The Importance of Social Capital to the Management of Multinational Enterprises: Relational Networks Among Asian and Western Firms 总被引:7,自引:5,他引:7
Social capital is an important concept for multinational firms. Firms operating in global markets rarely have adequate resources to compete effectively in global markets; they access the needed resources through formal and informal relationships with other firms. The cultures in Asian countries have emphasized relationships much more strongly than Western firms. Thus, relational capital, based on guanxi (China), kankei (Japan) and inmak (Korea), provides the framework for business dealings in many Asian countries. As a result, the social capital of many Asian firms gives them a potential competitive advantage in global markets. Western firms must develop social capital and learn to manage relational networks to gain and sustain a competitive advantage in global markets. Western firms can learn how to develop and manage social capital from Asian firms. Alternatively, social capital has some disadvantages. Firms are limited by their networks and thus experience opportunity costs and path dependence. Additionally, while Asian firms often have strong network ties in their domestic markets, they have to develop many more ties globally to operate effectively in global markets. As a result, the development and management of social capital has become of critical importance for competitive advantage in global markets. 相似文献
98.
Despite the importance of assessing business performance, there is little research on the measures used to evaluate marketing effectiveness. This paper replicates in China some UK research into the relative importance of categories of marketing metrics, e.g., financial and non-financial, customer and competitive. The Chinese results are compared with those from the UK. In China, respondents saw financial metrics as less important than their UK counterparts and they appeared to be more marketing oriented, but the difference of consumer orientation across departments of firms in China appears larger than in UK. In both countries the importance given to metrics categories were consistent with orientation, while in China there is no relationship between consumer orientation and the important of direct customer metrics as in UK, but the relationship between competition orientation and the measurement of direct customers was found in China. 相似文献
99.
Chris Styles Author Vitae Tim Ambler Author Vitae 《Industrial Marketing Management》2003,32(8):633-642
Transaction and relational approaches to marketing have been promoted as alternative forms but recent evidence suggests that they may coexist. We explore this in the context of China. If firms operating in a highly relational society, such as China, exhibit transactional behavior, these two approaches must be compatible. We argue that Chinese values give rise to business practices consistent with both transactional and relational perspectives. These are summarized in six propositions for research. Theory building and managerial practice could benefit from thinking in terms of how elements from the two perspectives can be brought together rather than remain as alternatives. 相似文献
100.
Strategy implementation and performance in organizations are influenced by its market orientation. Market orientation is the collective of employee behaviors that affects strategy implementation, how an organization interacts with its environment and adjusts to changes within that context. The relationship between market orientation, strategy implementation, and performance is robust across environmental contexts. This study identifies ideal behavioral profiles for organizations seeking to maximize performance by considering the scope and impact of market orientation on strategy implementation. This is accomplished by considering market orientation and strategy profiles in relation to performance in a holistic coalignment perspective, corresponding to competitive contexts characterized by varying degrees of market turbulence and competitive intensity. Important strategic and performance implications of this dynamic are revealed that should be considered by academics and practitioners alike. Copyright © 2003 John Wiley & Sons, Ltd. 相似文献