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81.
Chiharu Ishida 《Journal of Business Ethics》2006,67(1):63-74
The construct of Cognitive Moral Development (CMD) has drawn much attention in the study of business ethics for over two decades. The Defining Issues Test (DIT) has made a significant contribution to the literature as an easy-to-administer CMD instrument, and the Moral Judgment Test (MJT), an alternative scale, has also been used widely especially in Europe. The two scales differ in their approaches to measuring CMD, focusing on stage preference (DIT) and stage consistency (MJT), yet empirical comparisons have been scarce. The present research empirically compares the two scales in terms of their correspondence with ethical ideology as a reference scale, and it demonstrates a clear distinction between the DIT and the MJT. Although they both aim to measure CMD, their dissimilar approaches lead to distinctly different implications. 相似文献
82.
Stakeholder Theory and Managerial Decision-Making: Constraints and Implications of Balancing Stakeholder Interests 总被引:1,自引:0,他引:1
Stakeholder theory is widely recognized as a management theory, yet very little research has considered its implications for
individual managerial decision-making. In the two studies reported here, we used stakeholder theory to examine managerial
decisions about balancing stakeholder interests. Results of Study 1 suggest that indivisible resources and unequal levels
of stakeholder saliency constrain managers’ efforts to balance stakeholder interests. Resource divisibility also influenced
whether managers used a within-decision or an across-decision approach to balance stakeholder interests. In Study 2 we examined
instrumental and normative implications of these two approaches. We conclude by considering the contributions of this research. 相似文献
83.
Organizational governance has historically focused around the perspective of principals and managers and has traditionally
pursued the goal of maximizing owner wealth. This paper suggests that organizational governance can profitably be viewed from
the ethical perspective of organizational followers – employees of the organization to whom important ethical duties are also
owed. We present two perspectives of organizational governance: Principal Theory that suggests that organizational owners
and managers can often be ethically opportunistic and take advantage of employees who serve them and Principle Theory that
focuses on guiding principles that are sometimes taken too far in organizations. In introducing these two new organizational
governance perspectives, we offer insights into the value of rethinking ethical duties owed to organizational followers.
Cam Caldwell received his Ph.D. from Washington State University where he was a Thomas S. Foley Graduate Fellow. Dr. Caldwell
is Editor of the Academy of Management Ethics website and a member of the Academy’s Ethics Committee. His research is primarily
in the areas of ethical leadership, organizational governance, and developing organizational trust. Prior to obtaining his
Ph.D., Caldwell worked for 25 years as a city manager, human resource director, and management consultant.
Ranjan Karri is Assistant Professor of Management at Bryant College. He received his Ph.D. in strategic management from Washington
State University. His research interests include corporate and business strategies, ethical leadership and corporate governance.
Pamela Vollmar is an undergraduate student at the University of Houston – Victoria majoring in Business Management. She has
worked for 25 years as an electrical specialist for a major engineering firm. 相似文献
84.
The influence of stakeholders, organisational commitment, personal values, goals of the organisation and socio-demographic characteristics of individuals on the ethical dimension of behavioural intentions of employees in various organisations are investigated. The research results show that employees working for the public sector or in educational institutions take more ethical aspects into account than employees working in the "private" sector. The influence of stakeholders and organisational commitment do not significantly affect the ethical behaviour of employees, and only some personal values and goals of the organisation have a significant influence on ethical behaviour. The most significant explanatory factor of ethical decision making seems to be what may be called "stage in the career of the employee": "ethical" employees can be described as young, with a relatively low income, limited work experience and a low level of responsibility in the company. 相似文献
85.
Contemporary economic thought presumes that individuals in a society always act according to their self-interest or private economic incentives, while important ethical motivations for action, such as a concern for others and public interest, are largely ignored. This paper is based on my experience of teaching an undergraduate course that highlighted the divergence between economic incentives and ethical motives for action in present-day life and business. Teaching tools such as lectures, case and group discussions were employed to address important ethical dilemmas of individuals and managers in contemporary societies. Readings underscored the evolving relationship of business ethics and economic incentives, and the relevance of ancient ethical principles (e.g., Ethics of Interdependence, and Ethics of Prudence and Self-Development) to present-day business ethics. The course emphasized the imminent need in contemporary societies to reduce the divergence between economic incentives and ethical motives for action, and called for a greater understanding of business ethics today, given the complex ethical concerns that managers confront in the current global environment. 相似文献
86.
This study analyzes the at-will employment doctrine using a tool that encompasses the complementarity of results-based utilitarian
ethics, rule-based duty ethics, and virtue-based character ethics. The paper begins with a discussion of the importance of
the problem followed by its evolution and current status. After describing the method of analysis, the central section evaluates
the employment at-will doctrine, and is informed by Lord Acton’s dictum, “power tends to corrupt, and absolute power corrupts
absolutely.” The conclusion explores the implications of the findings.
This is a revised version of a paper presented at the World Ethics Forum, Oxford University, Oxford, UK April 9–12, 2006. 相似文献
87.
Following an extensive review of the moral intensity literature, this article reports the findings of two studies (one between-subjects,
the other within-subject) that examined the effect of manipulated and perceived moral intensity on ethical judgment. In the
between-subjects study participants judged actions taken in manipulated high moral intensity scenarios to be more unethical
than the same actions taken in manipulated low moral intensity scenarios. Findings were mixed for the effect of perceived
moral intensity. Both probable magnitude of consequences (a factor consisting of magnitude of consequences, probability of
effect, and temporal immediacy) and social consensus had a significant effect; proximity did not. In the within-subject study
manipulated moral intensity had a significant effect on ethical judgment, but perceived moral intensity did not. Regression
of ethical judgment on age, gender, major, and the three perceived moral intensity factors was significant between-subjects,
but not within-subject. Ethical judgment was found to be a more robust predictor of intention than perceived moral intensity
using a within-subject design.
Joan M. McMahon is an Assistant Professor of Management in the Luter School of Business at Christopher Newport University,
teaching courses in Organizational Behavior, Leadership, and Human Resources. She has a B.A. in Speech from the State University
of New York, College at Oneonta; an M. Ed. in Early Childhood Education from James Madison University; and an M.S. and Ph.D.
in Industrial/Organizational Psychology from Virginia Polytechnic Institute and State University.
Robert J. Harvey is an Associate Professor of Psychology at Virginia Polytechnic Institute and State University. He has a
B.A. in Psychology and an M.A. in Experimental Psychology from the University of Missouri at Kansas City, and a Ph.D. in Industrial/Organizational
Psychology from Ohio State University. Dr. Harvey has authored a number of articles in the Journal of Applied Psychology, the Journal of Personality Assessment, Personnel Psychology, and others. He is the author of the chapter on job analysis in the Handbook of Industrial and Organizational Psychology. 相似文献
88.
Jacqueline N. Hood 《Journal of Business Ethics》2003,43(4):263-273
This study analyzes the relationship between CEO values, leadership style and ethical practices in organizations. The ethical practices of formal statement of ethics and diversity training are included in the study, as well as four categories of values based on Rokeach's (1973) typology including personal, social, competency-based and morality-based. Results indicate that all four types of values are positively and significantly related to transformational leadership, with transactional leadership positively related to morality-based and personal values, and laissez-faire leadership negatively related to competency-based values. When size of company and values are controlled, transformational leadership explains a significant amount of change in formal statement of ethics, and transactional leadership explains a significant amount of change in diversity training. 相似文献
89.
With the current globalisation and complexity of today’s business environment, there are increasing concerns on the role of
business ethics. Using culture and religion as the determinants, this paper presents a cross-national study of attitudes toward
business ethics among three countries: Australia, Singapore and Hong Kong. The results of this paper have shown the attitudes
toward business ethics to be significantly different among the three countries. It was also found that respondents who practised
their religion tend to consider themselves more ethically minded than those who do not. Additional findings on gender have
also revealed significant differences between the males and females for respondents in Singapore and Australia. Males are
generally considered more ethical than females across the three countries studied.
Dr. Ian Phau teaches Marketing at the Curtin University of Technology. He is an avid researcher in the area of country image
and branding issues. He also edits a peer reviewed marketing journal.
Garick Kea is a researcher with the Curtin University of Technology. His research interests include consumer ethnocentrism,
Consumer Animosity and marketing ethics. 相似文献
90.
Business Ethics Training: Insights from Learning Theory 总被引:1,自引:3,他引:1
John A. Weber 《Journal of Business Ethics》2007,70(1):61-85
This paper explores research in educational psychology and learning theory in a search for insights to enhance business ethics
training Useful educational principles uncovered are then applied to the development of an ethics training initiative for
sales professionals. The paper concludes with suggestions for future research to help enrich business ethics training.
相似文献
John A. WeberEmail: |