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Athanasia Daskalopoulou Mark Palmer Kathy Keeling Rowan Pritchard Jones 《New Technology, Work and Employment》2019,34(1):73-89
We explore individuals who take some of their technology use ‘underground’, described as ‘bootlegging’, to enhance healthcare work. We find that healthcare professionals’ informal use of mobile applications in healthcare work sometimes ‘sticks out’ and this produces professional identity tensions: (1) conflict with perceptions of professional behaviour, and (2) defilement of expert judgment. Our analysis, moreover, reveals that identity work (i.e. ‘accepting’ and ‘sensemaking’) provides a coping mechanism to deal with these unresolved professional identity tensions. This paper contributes to a better understanding of the constitutive entanglements and two‐way interactions of discretionary technology bootlegging, professional identity and autonomy in institutional healthcare work. 相似文献
3.
Agricultural decision makers rely on information provided by public and private entities. Data is a valuable asset and represents a tremendous investment of resources. However, difficulty locating sources and/or interpreting values may compromise its usefulness. The Florida citrus industry serves as an example of the data problem faced by many users; over 50 publications produced by 13 agencies are identified as official sources of citrus data. An indication of the potential for lost value and the dilemma facing modern agriculture is provided. This paper draws on corporate information management techniques as a framework for adding value to agricultural data. 相似文献
4.
Most IS research in both the technical/rational and socio-technical traditions ignores or marginalizes the emotionally charged behaviours through which individuals engage in, and cope with the consequences of, IS practice and associated organizational change. Even within the small body of work that engages with emotions through particular conceptual efforts, affections are often conceived as a phenomenon to be eradicated – an affliction requiring a cure. In this paper, I argue that emotions are always implicated in our lived experiences, crucially influencing how we come to our beliefs about what is good or bad, right or wrong. I draw from the theoretical work of Michel Foucault to argue for elaborating current notions of IS innovation as a moral and political struggle in which individuals’ beliefs and feelings are constantly tested. Finally, I demonstrate these ideas by reference to a case study that had considerable emotional impact, and highlight the implications for future work. 相似文献
5.
Charles J. Fornaciari J. B. Arbaugh Regina F. Bento Alvin Hwang Kathy Lund Dean 《Journal of Education for Business》2017,92(5):220-229
The authors investigate institutional productivity in business and management education (BME) research based on the analysis of 4,464 articles published by 7,210 authors across 17 BME journals over a 10-year period, involving approximately 1,900 schools worldwide. Departing from traditional disciplinary silos, they examine the BME research field as a whole by including all traditional business disciplinary areas and producing two top 100 rankings, one based on raw number of author publications and the other based on weighted scores reflecting journal quality and coauthorship. 相似文献
6.
Douglas K 《Nursing economic$》2011,29(5):273-275
Staffing in hospitals has a history of being based in opinion and tradition, not evidence. In recent years, for many, staffing practices have spun out of control creating chaos in overtime, the use of incentives, entitlement behaviors, dissatisfaction and frustration among nurses, and has opened doors for such things as staffing ratio legislation. Unprecedented pressures around budgets and financial performance have no doubt compounded this situation. We are in a new day, where technology can help us more than ever in a move towards staffing excellence and staffing practices based on evidence. Highly successful implementations of new technologies are the result of good leadership. The effectiveness of staffing and scheduling has significant business, safety, and quality implications that sit at the heart of the nurse executive's role. 相似文献
7.
A nurse/health care executive/architecture specialist and an artist/designer offer insights to creating environments that effectively support the delivery of care, the wellbeing of patients and their families, and the well-being of the health care workforce. The care environment is more than bricks, mortar, doors, windows, walls, and flooring. It is a sanctuary where healing can take place, where the spirit can be released, and where the provision of care, often fairly intimate, can happen through the connection between patient and care providers. Evidence-based design has brought forth the kind of inquiry and solutions that begin to address what an environment for healing requires. The interaction of built environment, staff, patients, families, and doctors is an overlapping ebb and flow that relies at its heart on the ability to hold all the parts as having equal priority. 相似文献
8.
This article investigates 4 key areas of supply chain management to identify opportunities to create value for Australian farmed barramundi. These key areas are product attributes, material flow, information flow, and relationships. This exploratory study forms the first stage of a value chain mapping study. Based on data gathered from 13 in-depth interviews, 7 with farmers and 6 with wholesalers/retailers, a preliminary map of the value chain for Australian farmed barramundi was developed. From a producer perspective, 3 key issues emerged: lack of collaboration, inconsistency of product quality, and lack of knowledge of what consumers value. Although wholesalers/retailers identify product consistency as a key issue, they further identify product dumping and the growth of imports as areas of major concern. These findings laid the foundation for strategy development at both the individual and industry level. The insights from this case highlight the value of chain analyses as a diagnostic tool for strategy development. 相似文献
9.
Vonderheid S Pohl J Schafer P Forrest K Poole M Barkauskas V Mackey TA 《Nursing economic$》2004,22(3):124-34, 107
Financial performance measures are essential to improve the fiscal management of academic nurse-managed centers (ANMCs). Measures are compared among six ANMCs in a consortium and against an external, self-sustainable, profitable ANMC and national data for family practice physicians. Performance measures help identify a center's strengths and weaknesses facilitating the development of strategies aimed at a variety of targets (business practices related to revenue and costs) to improve financial viability. Using a variety of financial performance measures to inform decision making will aid ANMCs in keeping their doors open for business. 相似文献
10.
The hidden traps in decision making 总被引:1,自引:0,他引:1
Bad decisions can often be traced back to the way the decisions were made--the alternatives were not clearly defined, the right information was not collected, the costs and benefits were not accurately weighted. But sometimes the fault lies not in the decision-making process but rather in the mind of the decision maker. The way the human brain works can sabotage the choices we make. John Hammond, Ralph Keeney, and Howard Raiffa examine eight psychological traps that are particularly likely to affect the way we make business decisions: The anchoring trap leads us to give disproportionate weight to the first information we receive. The statusquo trap biases us toward maintaining the current situation--even when better alternatives exist. The sunk-cost trap inclines us to perpetuate the mistakes of the past. The confirming-evidence trap leads us to seek out information supporting an existing predilection and to discount opposing information. The framing trap occurs when we misstate a problem, undermining the entire decision-making process. The overconfidence trap makes us overestimate the accuracy of our forecasts. The prudence trap leads us to be overcautious when we make estimates about uncertain events. And the recallability trap leads us to give undue weight to recent, dramatic events. The best way to avoid all the traps is awareness--forewarned is forearmed. But executives can also take other simple steps to protect themselves and their organizations from the various kinds of mental lapses. The authors show how to take action to ensure that important business decisions are sound and reliable. 相似文献