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Christina Dai 《英才》2007,(10):38-38
美国经济在千年之后并没有充分地去火就又重新进入繁荣,对下一轮经济增长不是好事,次级贷危机就是个预警信号。 相似文献
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Christina Holtz-Bacha 《Publizistik》2006,51(3):287-289
Ohne Zusammenfassung
Dr. Christina Holtz-Bacha ist Professorin für Kommunikationswissenschaft an der Universit?t Erlangen-Nürnberg. 相似文献
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Christina E. Bannier 《Journal of Monetary Economics》2005,52(8):1517-1531
Market participants often suspect that large traders have a disproportionate effect on financial markets, increasing the aggressiveness of market responses. Prior studies have shown that the impact of a large trader on a currency crisis depends positively on his “size” and informational position. By contrast, this article highlights the role that market sentiment has on the impact of a large trader. If the market believes that fundamentals are weak, then the probability of a crisis depends positively on the trader's size but negatively on the precision of his information, with these effects reversed in a generally optimistic market. A large player, therefore, need not make market responses more aggressive. 相似文献
5.
Jan Hayes Sarah Maslen Christina Scott-Young Janice Wong 《Journal of Risk Research》2018,21(9):1131-1145
AbstractBased on a survey of Australian engineers (n = 275) this paper examines the impact of personal liability considerations on engineering decision-making. Almost all respondents who make high-stakes decisions saw questions of liability as having both positive (90%) and negative (87%) impacts. Our analysis shows that awareness of personal liability acts to focus the attention of many engineers on the moral dimension of their work. However, it also encourages more expensive decision-making, inhibition of innovation and professional paralysis. We argue that while personal legal liability is a legitimate way to focus engineers’ attention on the potential impact of their work, a problem arises when decision-makers are held responsible for disasters over which they had little control. The focus then shifts to ‘defensive engineering’ practices that are aimed at limiting individual liability rather than disaster prevention. Legal processes that are seen to unfairly allocate blame do not encourage practices that support future disaster prevention. 相似文献
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Maria Christina Meyers Marianne van Woerkom Jaap Paauwe Nicky Dries 《International Journal of Human Resource Management》2020,31(4):562-588
AbstractHR managers have different beliefs about the nature, value, and instrumentality of talent—referred to as ‘talent philosophies’. In line with cognitive psychology, we reason that talent philosophies are similar to mental models that influence how HR managers interpret and use talent management (TM) practices within their organizations. In this article, we explore the prevalence of four different talent philosophies (exclusive/stable; exclusive/developable; inclusive/stable; inclusive/developable) in a sample of 321?HR managers. We then explore how talent philosophies relate to organizational context (i.e. size, ownership form, multinational orientation) as well as to HR managers’ perceptions of their organization’s TM practices. Cluster analysis corroborated the presence of the four talent philosophies in our dataset. All four talent philosophies were represented almost equally often in the overall dataset. Organizational size was found to be related to talent philosophies, such that HR managers who worked in smaller organizations were more likely to hold an inclusive talent philosophy. We also found support for the relationship between talent philosophies and perceptions of the exclusiveness or inclusiveness of the organization’s definition of talent, and its degree of workforce differentiation. Contrary to expectations, results did not support a link between talent philosophies and perceived talent identification criteria. 相似文献
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Christina Zecher 《Controlling & Management》2007,51(1):17-17
Praxis / MagazinKongress Preview
Controlling World 2007 — Neue Aufgaben effizient meistern! 19.–21. M?rz 2007 in Bad Homburg 相似文献9.
Managing the introduction of nonindigenous species is becoming a major goal of policy-makers at regional, national and international scales. Here we investigate, at the national level, the ideal design and expected net benefits of a risk assessment program for evaluating the desirability of nonindigenous species imports. We show how to enhance the statistical rigor of such a system by correcting a common non-random sampling problem encountered in the data. This correction enables model output to be interpreted in an economically relevant way and facilitates a theoretically rigorous characterization of the balance between trade and nonindigenous species establishment risk. Using reptiles and amphibians imported to the U.S. as a case study, we characterize economic outcomes over a range of cases and demonstrate substantial expected returns to such a screening program, relative to the current effectively open-door policy. Our results are informative for the current debate in the U.S. about whether to require federal agencies to apply risk assessment before allowing a species for import. The framework presented decomposes a complex argument about risk management into component economic and statistical parts, allowing for debate and improved understanding over each element to inform the overall program in a transparent fashion. 相似文献
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The purpose of this study is to identify generational differences and similarities among hospitality employees and managers in order to develop leadership strategies and management styles that can be utilized to increase employee morale and productivity while enhancing recruitment and retention rates of highly qualified workers. Data for this study were collected through a series of in-depth focus group discussions. Findings indicated significant generational differences in world views, attitudes toward authority and perspectives on work. Findings suggested the Baby Boomers respect authority and hierarchy, while the Generation X-ers (Gen X-ers) rebel against authority. Findings also suggested while Baby Boomers live to work, Gen X-ers work to live. The Baby Boomers are willing to wait their turn for promotions and rewards, and are very loyal. On the other hand, Gen X-ers expect immediate recognition through title, praise, promotion, and pay. They also want a life outside of work—they are not likely to sacrifice theirs for the company. The Millennial Generation believes in collective action, with optimism of the future, and trust in centralized authority. They like teamwork, showing a strong will to get things done with a great spirit. 相似文献