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1.
Rahul Chandra Sheel Neharika Vohra 《International Journal of Human Resource Management》2016,27(13):1373-1392
This study explores the role of positive corporate social responsibility (CSR) perceptions of employees in reducing cynicism toward the organization. As employee involvement in CSR activities through volunteering could influence the perceptions of CSR among employees, the moderating impact of employee volunteering on the relationship between CSR perceptions and cynicism is also tested. Considering that managers and non-managers can have different perceptions of CSR and organizational realities, the relationship between CSR and organizational cynicism is compared among managerial and non-managerial staff working in large organizations. The analysis of 348 questionnaires collected from 191 managers and 157 non-managers showed that positive perceptions of CSR were negatively correlated with organizational cynicism for both managers and non-managers, with significantly stronger negative correlations among managers. Employee volunteering did not significantly moderate the relationship between CSR and organizational cynicism in both groups. The implications of these results on human resource management theory and practice are discussed. 相似文献
2.
We study a seller's optimal mechanism for maximizing revenue when a buyer may present evidence relevant to her value. We show that a condition very close to transparency of buyer segments is necessary and sufficient for the optimal mechanism to be deterministic—hence, akin to classic third degree price discrimination—independently of nonevidence characteristics. We also find another sufficient condition depending on both evidence and valuations, whose content is that evidence is hierarchical. When these conditions are violated, the optimal mechanism contains a mixture of second and third degree price discrimination, where the former is implemented via sale of lotteries. We interpret such randomization in terms of the probability of negotiation breakdown in a bargaining protocol whose sequential equilibrium implements the optimal mechanism. 相似文献
3.
Summary Consider a solution (an allocation rule) for an economy which satisfies the following criteria: (1) Pareto efficiency, (2) monotonicity, in the sense that if the set of attainable allocations of the economy becomes larger then the solution makes no consumer worse-off, (3) a weak and primitive notion of fairness with respect to some commodity, say commodityh, in the sense that in an exchange economy in which the aggregate endowment consists only of commodityh, the solution is equal division. We show that in the class of economies which includes non-convex technologies the only such solution is egalitarian equivalence with respect to commodityh. It is also shown that this characterization of egalitarian equivalence holds in convex exchange economies if we add a weak version of a positive association requirement.We are grateful to William Thomson and three anonymous referees for extensive comments on an earlier version. We also acknowledge helpful comments of the participants of the Social Choice and Welfare Conference held in Caen, June 1992. 相似文献
4.
We report a generalization of Aumann's (1966) existence theorem to economies without ordered preferences and with externalities in consumption. Our work can alternatively be viewed as a generalization of the Shafer–Sonnenschein (1975) theorem to economies with a continuum of agents. 相似文献
5.
Rubina Vohra 《Atlantic Economic Journal》1996,24(4):371-377
The paper attempts to empirically quantify the factors underlying sigma convergence among the contiguous states of the U.S.
Using annual state data the study finds a significant effect of the wedge in explaining the variation in state per capita
productivity. Employing a time series framework, the paper finds that an increase in the variation of 1 percent in the wedge
will increase the variation in per capita productivity by roughly 0.12 percent in the short run and roughly 0.45 to 0.55 percent
in the long run. 相似文献
6.
The eclectic paradigm has been one of the leading frameworks for explaining multinational activity over the past two decades. Yet recent trends in international business pose a challenge to the explanatory power of the paradigm. Strategic management theory, with its focus on performance differences between firms, provides a useful complement to the OLI framework in understanding the activities of the modern multinational. In particular, global competition and the management of a firm's global stocks and flows of knowledge merit closer attention.The advent of global competition requires us to shift from the existing institutional perspective of comparisons of firms and markets or of foreign firms and local firms to a firm-level perspective of comparisons of the multinational firm to its global competitors. It also necessitates a focus on firm-level capabilities in knowledge management relative to competitors, the development of these capabilities involving both macro and micro co-evolutionary processes. Our arguments incorporate these changes to extend the OLI paradigm to accommodate both an economic and a strategic management perspective. 相似文献
7.
The Indian economy characterized variously as a slumbering giant, powerful tiger, and the most promising market has witnessed a slowdown, occasional disturbances in the industrial relations space, and attention of the world in the last five years. In this special issue, we raise pertinent questions and present research on multiple dimensions of the dynamic and rapidly changing business environment of India. The suitability of management models and frameworks developed in the North American contexts in emerging markets like India and China is questioned. One example of how the well‐established models in the literature on success of international joint ventures were insufficient to explain the success of three international joint ventures in the insurance space in India is presented as case in point. Finally, the nine papers that materially contribute to the theme of this special issue are introduced. © 2016 Wiley Periodicals, Inc. 相似文献
8.
James SchummerRakesh V. Vohra 《Journal of Economic Theory》2002,104(2):405-428
We consider rules that choose a location on a graph (e.g. a road network) based on agents' single-peaked preferences. First, we characterize the class of strategy-proof, onto rules when the graph is a tree. Such a rule is based on a collection of generalized median voter rules (Moulin, 1980) satisfying a consistency condition. Second, we characterize such rules for graphs containing cycles. We show that while such a rule is not necessarily dictatorial, the existence of a cycle grants some agent an amount of decisive power, unlike the case of trees. Rules for this case can be described in terms of a subclass of such rules for trees. Journal of Economic Literature Classification Numbers: C72, D78. 相似文献
9.
Rubina Vohra 《International Advances in Economic Research》2001,7(3):345-350
The purpose of this paper is to examine the role of export-growth linkage in India, Pakistan, the Philippines, Malaysia, and Thailand on the basis of time series data from 1973 to 1993. The empirical results indicate that exports have a positive and significant impact on economic growth when a country has achieved some level of economic development. The result also signifies the importance of liberal market policies by pursuing export expansion strategies and by attracting foreign investments. 相似文献
10.
The design and use of multi‐faceted feedback as a developmental tool for organisational heads is the focus of this paper. A customised feedback instrument was designed for school principals to enable assessment by self and various stakeholders. The instrument was designed to assess principals’ administrative, managerial and leadership competencies and school policies and systems that are designed, regulated, supervised and/or controlled by the principal. The multi‐faceted feedback made it possible to provide a comparison of principals’ own evaluation of their efficacy with reference to that of the relevant stakeholders. The feedback received is analysed and interpreted to aid in the preparation of a developmental plan for future action. Insights obtained from this experience are used to discuss issues in the use, design and administration of multi‐faceted feedback for organisational heads. The underlining concern is to fine‐tune each aspect of the feedback process to maximise gains for the receiver of the feedback and the organisation. 相似文献