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排序方式: 共有94条查询结果,搜索用时 78 毫秒
1.
Paul H. Rubin 《Journal of Bioeconomics》2000,2(1):9-23
Several evolutionary mechanisms have been identified in the literature that would generate altruism in humans. The most powerful (except for kin selection) and most controversial is group selection, as recently analyzed by Sober & D.S. Wilson. I do not take a stand on the issue of the existence of group selection. Instead, I examine the level of human altruism that could exist if group selection were an engine of human evolution. For the Sober & Wilson mechanism to work, groups practicing altruism must grow faster than other groups. I call altruistic behavior that would lead to faster growth efficient altruism. This often consists of cooperation in a prisoner's dilemma. ltruistic acts such as helping a temporarily hungry or injured person would qualify as efficient altruism. Efficient altruism would also require monitoring recipients to avoid shirking. Utilitarianism would be an ethical system consistent with efficient altruism, but Marxism or the Rawlsian system would not. Discussions of efficient altruism also help understand intuitions about fairness. We perceive those behaviors as fair that are consistent with efficient altruism. It is important to understand that, even if humans are selected to be altruistic, the forms of altruism that might exist must be carefully considered and ircumscribed. 相似文献
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Sharma A Kesner IF Coleman KL Greyser SA Burlingame H Galford R Rubin GS 《Harvard business review》1997,75(1):18-20, 22-3, 26-8 passim
The news that one of the company's senior managers is leaving comes as a complete surprise to Paul Simmonds, CEO of Kinsington Textiles, Inc. Ned Carpenter, KTI's vice president of operations for three years, writes in his resignation letter than he is leaving for a better opportunity. Simmonds soon learns that Carpenter's new job is at Daltex, one of KTI's main rivals in the intensely competitive carpet industry. Hiring Carpenter had helped Simmonds establish his reputation as a topnotch manager. Carpenter came to KTI with lots of ideas and put his enthusiasm to good use. Three years into a five-year change program, Carpenter had turned KTI's operations from one of the worst in the industry to one of the best. He also had helped develop and plan the upcoming launch of a new fiber coating--KTI's first breakthrough in years. In this fictitious case study, Simmonds, along with the company's counsel and vice president of human resources, must figure out how much and what sort of damage control they need. What are they going to tell the company's employees and the media? Should they immediately replace Carpenter with John Brady, the second-in-command of operations? What if Carpenter is taking KTI employees--and strategic information--with him to Daltex? Should Simmonds ask all his managers to sign noncompete agreements-something Carpenter was never asked to do? Should KTI sue Carpenter? Five experts offer advice about communicating with KTI's employees, the media, and Carpenter himself, and about protecting the company's confidential information. 相似文献
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How different is Japanese corporate finance? An investigation of the information content of new security issues 总被引:16,自引:0,他引:16
This article studies the shareholder wealth effects associatedwith 875 new security issues in Japan from January 1, 1985,to May 31, 1991. The announcement of convertible debt issueshas a significant positive abnormal return of 1.05 percent.There is an abnormal return of 0.45 percent at the announcementof equity issues that is off-set by an abnormal return of 1.01percent on the issue day. Abnormal returns are negatively relatedto firm size, so that large Japanese firms have abnormal returnsless different from those of U.S. firms than small Japanesefirms. Our evidence is consistent with the view that Japanesemanagers decide to issue shares based on different considerationsthan American managers. 相似文献
6.
Ellen V. Rubin Amani Edwards 《International Journal of Human Resource Management》2020,31(15):1938-1957
AbstractEmployee perceptions of the fairness of performance evaluations are critical to the success of any appraisal system. Research on performance management includes extensive studies on how bias emerges in the appraisal process. Despite this, there is no empirical evidence linking formal discrimination complaint filings – a key measure of bias - and performance appraisals. To close this gap, we conduct an empirical analysis using information on appraisal systems and discrimination complaints from the US federal government. Our findings suggest that agencies with better-designed appraisal systems will experience higher appraisal-related discrimination complaints, contrary to expectations. In particular, an expansion of training and voice opportunities are associated with an increase in appraisal discrimination complaints, while increased differentiation between performers is not consistently associated with complaints. For managers struggling with performance management, it may be better to spend time on improving performance-focused interpersonal communication rather than redesigning appraisal systems. 相似文献
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G. R. Rubin 《Industrial Relations Journal》1973,4(2):57-64
In 1972, three national strikes received a wide coverage on television, radio and in the press. They were the miners' dispute, followed by the docks' industry dispute, and finally the national building industry strike. While much attention was directed to the respective claims which were lodged, a further aspect arising out of those strikes provoked a great deal of controversy. This related to the unlawful behaviour of a number of pickets who had taken up their stances outside various industrial establishments. It appears that at some locations, clashes had taken place between police and pickets, resulting in the arrest and charging of a substantial number of workmen. Figures show that at least 263 pickets were arrested in England and Wales during the course of the miners' strike. 相似文献
9.
The Communication of Corporate Social Responsibility: United States and European Union Multinational Corporations 总被引:2,自引:0,他引:2
This study explores corporate social responsibility (CSR) by conducting a cross-cultural analysis of communication of CSR
activities in a total of 16 U.S. and European corporations. Drawing on previous research contrasting two major approaches
to CSR initiatives, it was proposed that U.S. companies would tend to communicate about and justify CSR using economic or
bottom-line terms and arguments whereas European companies would rely more heavily on language or theories of citizenship,
corporate accountability, or moral commitment. Results supported this expectation of difference, with some modification. Specifically,
results indicated that EU companies do not value sustainability to the exclusion of financial elements, but instead project
sustainability commitments in addition to financial commitments. Further, U.S.-based companies focused more heavily on financial
justifications whereas EU-based companies incorporated both financial and sustainability elements in justifying their CSR activities. In addition, wide variance was found in both the
prevalence and use of specific CSR-related terminology. Cross-cultural distinctions in this use create implications with regard
to measurability and evidence of both strategic and bottom-line impact. Directions for further research are discussed.
Laura P. Hartman is a Professor of Business Ethics and Legal Studies in the Management Department in the College of Commerce
at DePaul University, as Associate Vice President for Academic Affairs of the University and as Research Director of DePaul’s
Institute for Business and Professional Ethics. She is also an invited professor at INSEAD (France), HEC (France), the University
of Melbourne, the Université Paul Cezanne Aix Marseille III and the Grenoble Graduate School of Business. She has been published
in, among other journals, Business Ethics Quarterly, Business & Society Review, Business Ethics: A European Review, and the
Journal of Business Ethics.
Robert S. Rubin is an Assistant Professor in the Management Department at DePaul University’s Kellstadt Graduate School of
Business. He received his PhD in organizational psychology from Saint Louis University. His current research interests include
transformational leadership, leader cynicism, social and emotional individual differences, and management education and development.
K. Kathy Dhanda is an Associate Professor at the Department of Management at DePaul University. Her areas of research include
sustainable supply chains, environmental networks, marketable permit modeling, sustainable management, and public policy. 相似文献
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