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131.
David Ahlstrom Jean-Luc Arregle Michael A. Hitt Gongming Qian Xufei Ma Dries Faems 《Journal of Management Studies》2020,57(3):411-437
A New Normal environment for business has emerged in the years after the 2008 financial crisis based on numerous changes in the world's economic, technological, demographic, and sociopolitical factors. This combination of changes has created a New Normal environment for firms with major implications for managers, strategists, and entrepreneurs alike. It has resulted in an environment with new challenges and opportunities that are considerably different from what firms had to contend with in the years previous. In this paper, we present the main changes that characterize the current New Normal business environment and highlight some key implications for strategy and management. Then, we present the nine articles in this special issue dealing with different dimensions of this new environment for firms. Subsequently, we outline some future research questions that could help to advance our knowledge of the New Normal environment and its implications for firms and management theories. In examining the New Normal, it is important to be reminded that the world is indeed round and even small actions on one side of the globe can have a major impact on organizations on the other side of the globe. 相似文献
132.
Mariano L. M. Heyden Sebastian P. L. Fourné Bastiaan A. S. Koene Renate Werkman Shahzad Ansari 《Journal of Management Studies》2017,54(7):961-985
In this study we integrate insights from ‘top‐down’ and ‘bottom‐up’ traditions in organizational change research to understand employees’ varying dispositions to support change. We distinguish between change initiation and change execution roles and identify four possible role configurations in which top managers (TMs) and middle managers (MMs) can feature in change. We contend that both TMs and MMs can play change initiation and/or change execution roles, TMs and MMs have different strengths and limitations for taking on different change roles, and their relative strengths and limitations are compounded or attenuated based on the specific configuration of change roles. We subsequently hypothesize employee support for change in relation to different TM‐MM change role configurations. Our findings show that change initiated by TMs does not engender above‐average level of employee support. However, change initiated by MMs engenders above‐average level of employee support, and even more so, if TMs handle the change execution. 相似文献
133.
134.
Sofie Rogiest Jesse Segers Arjen van Witteloostuijn 《Scandinavian Journal of Management》2018,34(1):1-8
Although leadership is generally considered an important lever to increase commitment during organizational change, empirical research has yet to unravel many of the underlying mechanisms. In this paper, we propose that the impact of participative leadership on affective commitment to change will be contingent on employees’ orientation toward leadership. In our empirical study in two police organizations, we find evidence that followers’ orientation toward leadership is a useful interacting variable. Participative leadership lowers affective commitment to change for individuals with high dominance orientation. In contrast, participative leadership increases affective commitment to change for employees with high development orientation toward leadership. Implications for theory and practice are discussed. 相似文献
135.
Recent contributions to growth theory stress the importance of localized innovation for the performance of more backward countries. In earlier papers, analyses by means of DEA techniques confirmed this intuition. In this paper, we extend this type of analysis by relaxing the macroeconomic viewpoint adopted until now. New databases on output, labor and capital input in the agricultural and manufacturing sectors are developed for 40 countries. Using intertemporal DEA, it is found that changes in the global production frontier are localized at high levels of capital intensity. This result is stronger in agriculture than in manufacturing. Further, a decomposition of labor productivity growth in eight Asian countries for the period 1975–1992 into the effects of capital intensification, learning and innovation is made. The results suggest that there is a particular development path in which increases in capital intensity appear to be a prerequisite to benefit from international technology spillovers.JEL Classification: O14, O30, O40, O47 相似文献
136.
《Economic Systems》2022,46(4):101021
The objective of this paper is to assess the effects of the separation of democratic powers on structural transformation in sub-Saharan Africa (SSA). Indeed, reducing the dependence of the judiciary and the legislature on the executive branch is likely to promote labor reallocation, innovation, and human capital and thus improve structural change and intra-industry productivity, which are the two components of structural transformation. Data from the Varieties of Democracy (V-Dem) Project (Ziblatt and al., 2021) and Mensah and Szirmai (2018) allow us to illustrate our points using a vector auto regression (VAR) model on a panel of 18 SSA countries. Our results show that both legislative dependence and judicial dependence on the executive branch have a negative effect on structural change and intra-industry productivity in the short and long run; but the effect of the judiciary is more decisive than that of the legislature in the short and long run. On the other hand, judicial dependence causes legislative dependence, while public sector corruption and educational inequalities cause judicial and legislative dependence on the executive. Our results argue for the independence of these two branches from the executive, especially the judiciary. 相似文献
137.
138.
Abstract This study explores the work environment of expatriate women managers in American corporations and investigates the determinants of their job satisfaction. The strategic importance of global assignments has increased over the years. The real cost of unsuccessful expatriates extends beyond the monetary expenses. As the number of women managers working overseas increases, so does the importance of this topic. Additionally, because women in expatriate positions are relatively new, their needs for job satisfaction and career aspirations are not known to most organizations. This research intends to fill this gap. The study concentrates on four major areas that are considered important for obtaining job satisfaction: (1) the way in which organizations design their overseas jobs, (2) women's skills and characteristics, (3) international human resource policies of companies and (4) the cultural environment of host countries. The applied research covers two phases: a study of expatriate managers during their assignments overseas and the evaluation of overseas experience upon their return. The results indicate that women in overseas assignments are satisfied overall with their jobs. However, organizational variables are more strongly related to job satisfaction. The nature of job design in overseas postings has the greatest impact on women's job satisfaction. When the jobs are enriched, women gain intrinsic rewards and have high job satisfaction. Organizational support also contributes to the satisfaction of women expatriates. Training, mentoring and repatriation preparations have high impact on women's success and satisfaction. Women expatriates are more concerned with their repatriation and future advancement than their present assignments. The findings are important for theoretical and practical reasons. Theoretically, the achievement and satisfaction of women managers overseas cannot be simplified without taking into account organizational, personal and cultural factors. Practically, companies need to respond to the individual needs of expatriate women managers and then decide on their assignments and their repatriation accordingly. 相似文献
139.
Ravit Hananel 《International journal of urban and regional research》2013,37(5):1611-1637
Land policy and land‐use planning policy are two types of public policy pertaining to space. In general, land‐use planning policy deals with land‐use allocation and property rights, whereas land policy defines the land regime of a society. These differences have shaped a unique discourse for each of these policy types. The purpose of this article is to examine the differences and similarities between the land discourse and the planning discourse by analyzing two public campaigns conducted in Israel against two proposed reforms: the 2009 reform of the Israel Land Administration and the 2010–12 reform of the Planning and Building Law. The findings reveal substantive differences between the two campaigns, manifested in the nature of the leading players, the types of public activities they chose, and most notably in the discourses and the hierarchy of considerations they addressed. The findings raise profound questions regarding universal trends in spatial policy reforms; their influence on the activities of public coalitions and the discourses they adopted; possible future effects of these trends on the differences between the land discourse and the planning discourse; and the impact of these trends on the ability of groups and individuals elsewhere to influence spatial policies (such as planning and land policies). 相似文献
140.
During the last 20 years organisations in Australia have been managing their people in a more competitive, global and deregulated environment. Although practitioners support the development and implementation of a human resource management approach, research indicates that the use of practices that are integrated with corporate strategy is uneven. Large organisations, particularly multinationals, are more likely to adopt this approach than are small and medium size firms. One of the rationales for adopting human resource management practices is that they improve organisational performance. However, it appears that HR practitioners are still regarded as operational managers, rather than as business partners. It is also difficult to generalise about the work done by HR specialists, with particular practices being emphasised in the public sector, and different ones in the private sector. The future of these specialists will be influenced by the way work, organisational structure and contractual relationships change. 相似文献