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Nikolaus Franke Marc Gruber Dietmar Harhoff Joachim Henkel 《Journal of Business Venturing》2006,21(6):802-826
This paper extends recent research studying biases in venture capitalist's decision making. We contribute to this literature by analyzing biases arising from similarities between a venture capitalist and members of a venture team. We summarize the psychological foundations of such similarity effects and derive a set of hypotheses regarding the impact of similarity on the assessment of team quality. Using data from a conjoint experiment with 51 respondents, we find that venture capitalists tend to favor teams that are similar to themselves in type of training and professional experience. Our results have important implications for academics and practitioners alike. 相似文献
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Mitchell A. Petersen 《Journal of Financial Services Research》2004,25(2-3):161-167
5.
Uncertainty and the size distribution of rewards from innovation 总被引:3,自引:1,他引:3
Previous research has shown that the distribution of profit outcomes from technological innovations is highly skew. This
paper builds upon those detailed findings to ask: what stochastic processes can plausibly be inferred to have generated the
observed distributions? After reviewing the evidence, this paper reports on several stochastic model simulations, including
a pure Gibrat random walk with monthly changes approximating those observed for high-technology startup company stocks and
a more richly specified model blending internal and external market uncertainties. The most highly specified simulations suggest
that the set of profit potentials tapped by innovators is itself skew-distributed and that the number of entrants into innovation
races is more likely to be independent of market size than stochastically dependent upon it. 相似文献
6.
Charlotta Sirén Vivianna Fang He Henrik Wesemann Zoe Jonassen Dietmar Grichnik Georg von Krogh 《Journal of Management Studies》2020,57(5):931-961
This study advances a theory of how different aspects of emotion regulation influence individual leader emergence in the intensely emotional context of nascent venture teams. Despite the growing amount of research on the role of leadership in the entrepreneurial process, the emergence of leaders in nascent venture teams has rarely been explored. Drawing on theories and research on leadership emergence and emotion regulation, we argue that the two aspects of emotion regulation (i.e., reappraisal and suppression) exert opposite effects on the degree to which nascent venture team members come to perceive an individual as a leader. We also theorize that team emotions arising from affective events moderate the relationship between reappraisal and leader emergence in such teams. Data from 103 nascent venture teams without prior leaders show a negative relationship between individuals’ trait disposition to suppress emotions and their emergence as leaders, and a positive relationship between their trait disposition to reappraise emotions and their emergence as leaders. Moreover, we find that negative team emotions magnify the positive association between reappraisal and leader emergence, while positive team emotions mitigate it. We discuss the implications of our findings for the literature on entrepreneurial leadership, entrepreneurial emotions, and leadership in general. 相似文献
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Gabriel R.G. Benito Torben Pedersen Bent Petersen 《Managerial and Decision Economics》2005,26(3):159-173
We investigate the dynamics of export channel arrangements by modelling foreign operation method decisions as the interplay between factors that motivate switches and factors that deter them. Our model extends previous analyses by looking simultaneously at (1) no change of channel arrangement, (2) replacements of foreign intermediaries (within‐mode shifts), and (3) integration of the sales function abroad (between‐mode shifts). We use a multinomial logit model on longitudinal data from a sample of Danish exporters that had entered foreign markets through intermediaries. The results suggest that the decision to carry out within‐mode shifts (i.e. to replace an existing intermediary) is driven by a different set of factors than the decision to switch to another foreign operation mode (i.e. to in‐house operations). Copyright © 2005 John Wiley & Sons, Ltd. 相似文献
9.
Elisabeth Naima Mikkelsen Barbara Gray Anne Petersen 《Journal of Management Studies》2020,57(7):1355-1383
A critical but overlooked issue in Weick’s seminal work, The Social Psychology of Organizing (1969/1979), concerns ‘the heat’ of organizing processes, namely, the underground emotional processes underpinning the organizing of conflictual work relationships. We present a qualitative case study of psychiatric agencies mandated by public policy to collaborate but instead engaged in persistent conflict despite its deleterious effects on their working relationship and on the wellbeing of the clients they intended to serve. To explain these conflictual features of organizing, we integrate Weick’s organizing theory with systems psychodynamics to deepen the understanding of emotions in organizing, specifically the motivational forces underpinning sensemaking and actions between interacting psychiatric agencies. This integration of theories reveals a critical feature of the relationship between the conscious and unconscious organizing processes: When a threat is involved, sensemaking and action are overtaken by social defences, resulting in dysfunctional organizing of the primary task. Drawing on these findings, we enrich Weick’s seminal work by developing a model that portrays organizing as the ritualized interaction of emotions, sensemaking and behavioural responses. 相似文献
10.
Entrepreneurial Marketing (EM) will dem schwindenden Einfluss klassischer Medien entgegentreten. Bei den Konsumenten soll ein glaubwürdiges, anschlussf?higes Produktimage ankommen. So baut EM auf unkonventionelle Ma?nahmen zur Erzeugung von Aufmerksamkeit (Buzz Marketing), die exponentielle Diffusion von Kommunikationsinhalten (Viral Marketing), die Nutzung von Communities (Community Marketing) oder die (Aus-)Nutzung der Marketingma?nahmen der Konkurrenz (Ambush Marketing), und versucht, mit geringem Mitteleinsatz hohe Wirkungen zu erzielen (Guerilla Marketing). 相似文献