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Izabela Marzec Dora Scholarios Esther Van der Schoot Piotr Jędrzejowicz Nikos Bozionelos 《Human Resource Development International》2013,16(5):471-492
This article examines current career thinking and employability management practices within the Polish Information and Communication Technology (ICT) sector. The aim of this contribution is to identify career management problems and to determine obstacles for implementing employability management practices at a company level. Semi-structured interviews aimed at establishing company needs were conducted with 18 managers of small and medium-sized ICT enterprises in Poland. These firms appear to apply various developmental approaches to stimulate competitive advantage. Faced with a more demanding environment, firms aim for versatility rather than adopting simplified solutions. Managing the careers and employability of ICT professionals is acknowledged as vitally important for the survival and development of ICT companies. 相似文献
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Yuhyung Shin Author Vitae 《Journal of Management》2004,30(5):725-743
While the increasing sophistication of information technology has led to the spread of virtual organizations, there has been very little research on what factors contribute to individuals’ effectiveness in such organizations. This paper argues that organizations possess different degrees of virtuality based on four dimensions of temporal, spatial, cultural, and organizational dispersion. Using a person-environment fit framework, a theoretical model that identifies individual qualities required to fit into virtual organizations, virtual teams, and virtual jobs is developed, taking into account dimensions and degrees of virtuality. Mechanisms for enhancing fit in virtual organizations as well as theoretical and practical implications of the model are addressed. 相似文献
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Predictors of prenatal and postnatal parenting efficacy were examined in a sample of 115 primiparous mothers and 73 fathers in an effort to examine the association between preexisting parental characteristics and prenatal efficacy and the association between prenatal characteristics and postnatal efficacy when aspects of the current parenting context are taken into account. The most robust predictors of maternal postnatal efficacy included both prenatal efficacy, which significantly predicted postnatal efficacy independent of all other predictors including the current parenting context, and perceived infant temperamental reactivity as both a main effect and as buffered by social support. This was not the case for fathers, whose postnatal efficacy was primarily a function of their amount of involvement in parenting tasks and social support. The differential predictors of mother and father efficacy as well as their implications for future research are discussed. 相似文献
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Ram Mudambi Author VitaeAuthor Vitae Andrew Mongar Author Vitae 《Long Range Planning》2004,37(1):85-102
Most SMEs do not try to engage in co-operative purchasing arrangements, and even those that do don’t handle them very well. Examining a sample of SME engineering firms from the UK Midlands for signs of more advanced practice, the authors identify three types of behaviour: firms with deliberate strategies (where co-operative purchasing is a consciously-designed and long-term part of management policy); firms with close ties with their suppliers but which still operate fundamentally adversarial policies (where, despite some development of practice, defensive, short-term and ‘low-trust’ attitudes still predominate) and those whose strategies, maybe of long standing, ‘just happened’ and are described as still emergent. The article analyses these positions to yield lessons for managers, recognising that, as firms grow, emergent strategies will need replacing with something more codified. 相似文献
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Elizabeth K. Briody Author VitaeAuthor Vitae Stewart R. Miller Author Vitae 《Long Range Planning》2004,37(5):421-434
General Motors had enjoyed global operations that were based on exports, acquisitions, joint ventures and strategic alliances throughout the 20th century. Its global-programme strategy appeared assured. However, the carmaker came unstuck when it came to creating a large-scale collaborative effort involving its own internal units. The Delta Small Car Program, involving three fully internal GM units, was terminated after its goals failed to materialise. The carmaker’s long-standing cultural tradition of autonomy for its units was what made collaboration between them difficult. We examine this GM global programme, placing it in its historical context. Our primary database consists of the perceptions and experiences offered to us by a cross-section of programme participants. By examining partner integration at the working level, we identify insights and offer recommendations pertaining to venture structure and dynamics and their role in venture success. 相似文献