全文获取类型
收费全文 | 90篇 |
免费 | 4篇 |
专业分类
财政金融 | 19篇 |
工业经济 | 8篇 |
计划管理 | 18篇 |
经济学 | 29篇 |
贸易经济 | 11篇 |
农业经济 | 1篇 |
经济概况 | 8篇 |
出版年
2023年 | 2篇 |
2022年 | 1篇 |
2021年 | 1篇 |
2020年 | 3篇 |
2019年 | 5篇 |
2018年 | 1篇 |
2017年 | 5篇 |
2016年 | 3篇 |
2015年 | 2篇 |
2014年 | 3篇 |
2013年 | 7篇 |
2012年 | 4篇 |
2011年 | 2篇 |
2010年 | 7篇 |
2009年 | 5篇 |
2008年 | 1篇 |
2007年 | 3篇 |
2006年 | 2篇 |
2005年 | 2篇 |
2004年 | 2篇 |
2003年 | 1篇 |
2002年 | 1篇 |
2001年 | 2篇 |
2000年 | 5篇 |
1999年 | 2篇 |
1998年 | 3篇 |
1997年 | 1篇 |
1996年 | 2篇 |
1995年 | 2篇 |
1994年 | 1篇 |
1992年 | 3篇 |
1991年 | 2篇 |
1986年 | 2篇 |
1985年 | 2篇 |
1982年 | 1篇 |
1972年 | 1篇 |
1970年 | 1篇 |
1968年 | 1篇 |
排序方式: 共有94条查询结果,搜索用时 15 毫秒
1.
This study extends current knowledge of upper echelon executive compensation beyond the CEO, specifically CFO compensation, based on whether they possess generalist or specialist skills. We find that “strategic” CFOs with an elite MBA (generalist) consistently command a compensation premium, while “accounting” CFOs (specialist) and CFOs with a non‐MBA master's degree, even from an elite institution, do not. Further, scarce “strategic” CFOs are awarded both higher salaries and higher equity‐based compensation. Our findings support the view that unique complementarities between scarce CFOs and firms increase these executives' bargaining power leading to pay premium. Our results are robust to post‐hiring years, firm sizes, board characteristics, and CFO's insider/outsider status. We contribute at the confluence of upper‐echelon compensation, executive human capital, resource‐based view, and assortative matching literatures. Copyright © 2014 John Wiley & Sons, Ltd. 相似文献
2.
Drawing on the organizational learning literature, our study examines the role of foreign market knowledge and firm emphasis
on technological innovation in the internationalization of small, entrepreneurial firms in the Czech Republic. It is based
on a sample of 168 SMEs representing a broad range of manufacturing industries that were founded after the fall of communism
and as the Czech economy was transitioning to a more market-based economy. Findings indicate that emphasis on technological
innovation is associated with greater acquisition of foreign market knowledge. In addition, our results indicate that emphasis
on technological innovation directly and indirectly influences the performance of such SMEs in international markets. Our
findings also suggest that foreign market knowledge partially mediates the relationship between firm emphasis on technological
innovation and international performance. Implications of our findings from the perspective of theory and practice are discussed. 相似文献
3.
Y. Datta 《中国经济评论(英文版)》2010,9(4):37-51
Porter identifies high market share with cost leadership, citing GM as a successful practitioner of this strategy. However, GM became a market share leader in the American automobile industry due to a strategy of market segmentation, differentiation and a broad scope shaped during the 1920s. Porter argues that cost leadership and differentiation offer an equally viable path to competitive success. Nevertheless, a differentiation strategy based on superior quality compared to competition is more profitable than cost leadership strategy. It can lead a business to become a market share leader, and consequently even a low-cost leader. Research indicates that differentiation and cost leadership can co-exist. However, Porter insists that each generic strategy requires a different culture and a totally different philosophy. The problem is that Porter's generic strategies are too broad. It is not his logic that is flawed, but his basic premise that prescribes cost leadership strategy as the only route to market share leadership, and presents a narrow view of differentiation with a unique product--sold at a premium price--on the one hand, and a "standard, or no-frills" product on the other. Mintzburg (1988) says Porter's cost leadership strategy should be called "price differentiation": a strategy that is based on a lower price than that of the competition. He suggests that business strategy has two dimensions: differentiation and scope. Thus, setting scope aside, competitive strategy has only one component: differentiation. So, the key question is not whether to differentiate, but how? First, make customer-perceived quality as the foundation of competitive strategy because it is far more critical to long-term success than any other factor. Second, serve the middle class by competing in the mid-price segment, offering better quality than the competition at a somewhat higher price. It is this path that can lead to market share leadership--a strategy that can be both profitable--and sustainable. 相似文献
4.
5.
Differences in the pattern of marriage, cohabitation, childbirth, and intrahousehold specialization between the United States and Denmark, as well as a rich, register-based panel sample of about 35,000 young Danish men, are exploited to shed light on the nature of the male marital wage differential. The results indicate that failing to control for cohabitation can seriously bias estimates of the marital wage differential, that marriage is a more selective state than cohabitation, and that specialization may explain some of the marital wage differential in the United States but not in Denmark. In Denmark, by contrast, there is evidence that fatherhood has a significant impact on earnings. 相似文献
6.
Soumya Datta 《Metroeconomica》2005,56(1):58-84
The paper introduces the financial sector in a standard multiplier‐accelerator framework by incorporating financial variables in the investment function. The resultant equation is similar in form to that of a logistic map, and hence behaves unpredictably under certain values of the parameters. Since monetary authorities have a large influence on many of these parameters, monetary policies are effective in both controlling investment and preventing or postponing a financial crisis. The monetary authorities, however, are also keen to play an additional role of keeping the system predictable. Under certain conditions, there could be a conflict between these two objectives—of preventing a financial crisis and keeping the system predictable. 相似文献
7.
Sudip Datta Ranjan D'Mello Mai Iskandar-Datta 《Journal of Financial Intermediation》2009,18(2):242-258
We document that chief executive officer (CEO) incentive compensation plays an important role in determining internal capital market (ICM) allocation efficiency. Our results suggest that CEO equity-based compensation can be effective in ameliorating inefficiencies in internal capital allocation decisions. We find that while stock grants play an important role in motivating CEOs to make more efficient internal capital allocation decisions, there is surprisingly no discernible influence of stock options. Our analysis supports the view that private benefits derived by managers are increasing in internal capital misallocation. We also document a strong positive link between CEO incentive compensation and excess value of diversified firms suggesting that the diversification discount can be ameliorated with CEO incentive compensation. The study contributes to the ICM literature and the literature on conglomerate diversification discount. 相似文献
8.
This paper develops a new class of homothetic preferences which generate Marshallian demand curves for individual goods which can be concave, convex or linear in own price under the assumption that agents treat aggregate price indices as given (as in Dixit‐Stiglitz, 1977). The preferences are represented by a cost function which has two parameters: one determining the curvature of the Marshallian demand; the other determining the elasticity of demand when all prices are equal. The elasticity of demand varies with relative prices. Illustrative examples are given of Cournot duopoly and exchange rate pass‐through. 相似文献
9.
10.
Prior studies on financial distress focus on the restructuring of one aspect of the firm. By examining various forms of restructuring, we provide empirical evidence that asset restructuring and governance restructuring play significant roles before bankruptcy filing. Our analysis shows that financial restructuring before bankruptcy is influenced by the holdout problem among creditor groups. Evidence suggests that the fraudulent conveyance provision does not pose a serious impediment to divestitures during the two years before bankruptcy. The evidence also indicates that Chapter 11 reorganization is lenient toward management. Although Chapter 11 allows the firm to breach burdensome executory contracts with employees, our findings suggest that union busting is not an important part of the reorganization process. Finally, we identify various financial characteristics to predict the different types of restructuring a firm may undertake. 相似文献