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11.
Xin Li;Fei Guo;Jiaqi Wang; 《Business Strategy and the Environment》2024,33(2):820-838
Nudging the amelioration of enterprise environmental performance is the micro-foundation for effectively enhancing resource utilization and realizing sustainable development. Based on the upper echelons theory, the characteristics and previous experiences of managers determine their strategic choices and then affect the behavior of enterprises at the whole social layer. Nevertheless, the literature concerning the effect of CEO green experience on enterprise environmental performance is void. To bridge this gap, this paper uses the data of China's A-share listed enterprises from 2010 to 2021 to empirically investigate the direct impact, influence mechanisms, and heterogeneities of CEO green experience on enterprise environmental performance. The study finds that CEO green experience can significantly promote the improvement of enterprise environmental performance. Based on the main effect, to exploring potential mechanisms behind the conclusion, we figure that environmental ethics commitment, environmental protection investment, and green technology innovation are the core mechanism approaches during the process of CEO green experience affects environmental performance. Heterogeneity analysis of CEO characteristics demonstrates that the green experience of female CEOs, older CEOs, and high educated CEOs both have a pronounced effect on ameliorating enterprise environmental performance. Furthermore, the positive effect of CEO green experience on environmental performance is more prominent in non-state-owned enterprises, heavily polluting industries, and regions with high environmental protection pressure. Besides providing an effective supplement for the research on managers and environmental performance, this paper also generates micro-empirical support for government departments to formulate and optimize environmental policies. 相似文献
12.
蔡树春 《中小企业管理与科技》2011,(6)
平衡计分卡是有效保障企业战略实施的工具,IT管理者CIO有效使用平衡计分卡,架起IT战略和企业战略的桥梁,可以在公司发展大战略下,最大程度实现IT价值. 相似文献
13.
《Journal of Contemporary Accounting and Economics》2022,18(2):100315
We examine the impact of CEO power on reading difficulty of corporate annual reports. We find that CEO power is positively related to reading difficulty, implying that annual reports of corporations with powerful CEOs are difficult to read and understand. More importantly, we find that the relation between CEO power and reading difficulty is moderated by earnings performance or corporate governance. Additional findings suggest that this relation becomes stronger for firms with lower financial reporting quality or for CEOs with shorter tenure. Our study not only joins the debate on the consequences of powerful CEOs but also uncovers several factors that moderate the relation between CEO power and annual report reading difficulty. 相似文献
14.
Graham O'Neill 《Corporate Governance: An International Review》2007,15(4):692-700
Pay Without Performance: The Unfilled Promise of Executive Compensation by Lucian Bebchuk and Jesse Fried (Harvard University Press, 2004) challenges the view that executive remuneration arrangements are designed to maximise shareholder value. The authors argue that managerial power results in remuneration being structured to benefit executives at the expense of shareholders. This paper contends that Bebchuk and Fried's approach illustrates issues that contribute to the problematic nature of executive remuneration research. In particular, it is proposed that a priori conceptions about executive remuneration, methodological dogmatism in research approaches and a significant gap between theory and practice, each contribute to the lack of convergence in executive pay research. Illustrative data taken from interview‐based research conducted with Australian non‐executive directors supports the view that reliance on economic efficiency arguments alone does not provide a sufficient framework to explain the subjective, judgemental and socially interactive processes involved in determining executive pay. 相似文献
15.
16.
Lee David Parker 《Corporate Governance: An International Review》2007,15(5):923-934
This paper presents the results of a longitudinal complete member researcher participant observer study of two nonprofit association boards with particular reference to their internal corporate governance processes. In doing so, it offers one of the very few available insider observational studies of boardroom behaviour currently available in the management literature. Its inductive analysis reveals boards that proactively manage director recruitment and selection, board member terms and rotation, with a strong emphasis on board membership diversity and representation. A clear progression from informal to formal processes of board and director performance evaluation are observed, and a variability in board–CEO relationships is explored. Agenda structuring changes are observed to directly impact upon strategy and policy focus, while informality and humour emerge as key weapons in the maintenance of cohesion in an increasingly business‐oriented environment. Boardroom culture emerges as a potent ingredient in the governance process, thereby signalling its future importance for both researchers and board chairs. 相似文献
17.
This paper investigates the differential impact of positive and negative excessive managerial entrenchment on the CEO turnover-performance sensitivity, CEO compensation, and firm performance. We measure the degree of managerial entrenchment using the E-index introduced by Bebchuk et al. (2009). Our findings suggest that an increase in excess CEO entrenchment reduces the likelihood of CEO turnover due to poor performance. We also show a positive association between excessive entrenchment and CEO compensation as managers gain more power and authority when they are entrenched. On the other hand, excess CEO entrenchment has an inverse correlation with firm performance and firm value. Overall, we propose that excessive managerial entrenchment has a converse impact on board monitoring and shareholders’ welfare. 相似文献
18.
This paper examines analysts' earnings forecasts during the period of uncertainty following a change of chief executive officer (CEO). It distinguishes between forced and non‐forced CEO changes, and examines whether analysts utilize their information advantage to reduce the heightened uncertainty of a forced change of CEO. Examining a sample of Australian companies followed by analysts between 1999 and 2009, we find that forecasting accuracy is lower and earnings forecasts are more optimistic for firms experiencing forced CEO turnover compared to firms not undergoing such a change. However, dispersion is not statistically different. The results suggest that forced CEO turnover events provide a challenge to the forecasting environment for analysts. During CEO changes, investors should be aware that forecasts are less accurate and have an optimistic bias. 相似文献
19.
Kee-Hong Bae;Zhaoran Gong;Wilson H. S. Tong; 《Journal of Business Finance & Accounting》2024,51(5-6):1015-1045
Using the pay restriction imposed on CEOs of centrally administered state-owned enterprises (CSOEs) in China in 2009, we study the effects of limiting CEO pay. Compared with CEOs of firms not subject to the restriction, the CEOs of CSOEs experienced a significant pay cut. In response to the pay cut, CEOs increased the consumption of perks and siphoned off firm resources for their own benefit. Pay-performance sensitivity for these firms also significantly decreases. The performance of these firms dropped following the pay restriction. Our findings suggest that restricting CEO pay distorts CEO incentives and brings unintended consequences. Our findings caution against limiting CEO pay. 相似文献
20.
This article presents the growing research area of Behavioural Corporate Finance in the context of one specific example: distortions in corporate investment due to CEO overconfidence. We first review the relevant psychology and experimental evidence on overconfidence. We then summarise the results of Malmendier and Tate (2005a) on the impact of overconfidence on corporate investment. We present supplementary evidence on the relationship between CEOs’ press portrayals and overconfident investment decisions. This alternative approach to measuring overconfidence, developed in Malmendier and Tate (2005b), relies on the perception of outsiders rather than the CEO's own actions. The robustness of the results across such diverse proxies jointly corroborates previous findings and suggests new avenues to measuring executive overconfidence. 相似文献