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排序方式： 共有10000条查询结果，搜索用时 15 毫秒
991.
本文通过文献资料法、实地调查法、问卷调查法、数据统计法,对当前亳州市城区网球运动的开展进行实地调查研究,并提出了促进亳州市城区网球运动发展的建议。 相似文献
992.
本文通过对我国19省市现有仓储业发展概况统计数据进行研究,定量分析了我国仓储业企业规模、资本结构、营销能力、盈利状况、影响因素、区域性等六个方面,概括了我国仓储业整体发展状况,找出仓储业发展存在的一些问题,最后探讨解决办法. 相似文献
993.
Jennifer Martínez‐Ferrero José Valeriano Frías‐Aceituno 《Business Strategy and the Environment》2015,24(1):20-39
The aim of this paper is to clarify the relationship between companies' sustainable behavior and their financial performance (FP), which has been studied for several years without reaching a consensus on the effect and the direction of it. Hypotheses are tested for an unbalanced sample of 1960 multinational non‐financial listed companies from 25 countries and one administrative region for the period between 2002 and 2010. Due to the use of an international database and the differences among countries, it is possible to observe divergence between institutional settings. For this reason, a corporate governance system (Anglo‐Saxon, Germanic, Latin and Asian) is used as characteristic of the macro‐environment. Results obtained via the generalized method of moments estimator allow us to support the existence of a positive bidirectional relationship between corporate social responsibility and FP, evidencing the existence of a synergistic circle. The use of market value indicated that investors are able to identify economic, social and environmental practices generating a positive effect on FP. These relationships differ between corporate governance systems, due to the specific characteristics of each system. Findings are robust for each sustainable sub‐index (society, human rights, environmental and board). Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment 相似文献
994.
Kurt Kraiger 《Human Resource Development Quarterly》2014,25(4):401-408
In connection with the 25th anniversary of Human Resource Development Quarterly, I have been asked to comment briefly on current and emerging trends in research on training and development, a core function of Human Resource Development (HRD). I will do this in three sections: a summary of past research, an examination of state‐of‐the‐art research, and a brief glimpse forward to the future. 相似文献
995.
996.
Lawrence Nurse 《International Journal of Human Resource Management》2013,24(7):1176-1194
Much has been written about performance appraisal (PA) in such a manner as to suggest that the process is politically driven, even though one of its primary purposes is said to be the development of the individual employee. Our examination of a cross-section of workers' perceptions of this process was therefore motivated by the need to determine whether they believed that they experienced fair outcomes from PA, and whether its usage was seen to contribute toward their career advancement. Given the role unions are expected to play in shaping human resource outcomes, we hypothesized that workers in the non-union environment would experience lower levels of procedural and interactional justice than their trade-union counterparts. We also hypothesized that, since unions might be asked to walk a tightrope in contesting PA decisions affecting different persons who were union members, employers would be able to exercise much discretion in making those decisions, with the result that there would not be any appreciable difference in justice perceptions between union member and non-union member. A third hypothesis that informed the research was that workers' perceptions about the treatment received from performance appraisal were likely to influence their expectations regarding career advancement, as expressed through opportunities for training and development, pay for performance and promotions. No significant differences in perception were found among union and non-union respondents' perceptions about the vast majority of procedural elements used in this study. Contrary to our hypothesis, non-union respondents expressed less unfavourable perceptions about the interactional elements than their trade-union counterparts. The results confirmed the hypothesis that workers who believed that performers were not treated fairly as a result of performance appraisal would also agree that their expectations regarding development and advancement were not being met. We found significant, but relatively moderate relationships between perceptions about treatment of performers and their expectations about career advancement. 相似文献
997.
Marc H. Anderson;Peter Y. T. Sun; 《Journal of Management Studies》2024,61(4):1165-1191
The current body of research on leadership styles is plagued with the problem of a bewildering number of styles that overlap conceptually and empirically, and whose dimensionality is contested. In this paper, we use analogical reasoning to argue that recommendations based on the personality psychology literature could be used to overcome these and related problems to substantially advance the literature on leadership styles. We argue that scholarly understanding of leadership styles needs to be redeveloped by theoretically identifying root behaviours and then seeing how they aggregate into higher-level dimensions and meta-categories. We offer a roadmap that will help facilitate such progress and enable future research to cumulate into a more comprehensive, coherent, and empirically justifiable hierarchical model of leadership behaviours. We also discuss how personality research raises a variety of other interesting analogous questions about leadership behaviours, including how to incorporate situational influences and whether patterns of characteristic leader behaviours develop over time. 相似文献
998.
在百度平台创建应用,获得API Key和Secret Key。选用HTTP访问方式,获得人脸比对的Access_token。利用Python代码向URL发送请求,获取了“人脸比对”结果,通过数据抓取显示了比对结果。利用Tkinter设计的GUI界面,用户只需要选择两张人脸图片,可以立即获得比对结果。 相似文献
999.
This research derives a numerical taxonomy that classifies manufacturers with similar combinations of supply chain (SC) capabilities into three SC Strategy Groups. This research also explores the relationship between the SC Strategy Groups and contextual factors, competitive priorities and firm performance. There are significant differences among the SC Strategy Groups for the location of the firm, the level of uncertainty, the competitiveness of the market and firm performance. Surprisingly, there is no relationship between the SC Strategy Groups and a firm's competitive priorities, indicating that firms are often not linking their SC strategy to their competitive strategy. 相似文献
1000.