全文获取类型
收费全文 | 94篇 |
免费 | 1篇 |
专业分类
管理学 | 47篇 |
人口学 | 13篇 |
理论方法论 | 2篇 |
综合类 | 1篇 |
社会学 | 20篇 |
统计学 | 12篇 |
出版年
2017年 | 2篇 |
2013年 | 25篇 |
2012年 | 2篇 |
2011年 | 3篇 |
2010年 | 1篇 |
2009年 | 1篇 |
2006年 | 3篇 |
2005年 | 1篇 |
2004年 | 3篇 |
2003年 | 2篇 |
2002年 | 2篇 |
1998年 | 4篇 |
1996年 | 1篇 |
1993年 | 1篇 |
1992年 | 2篇 |
1991年 | 2篇 |
1990年 | 1篇 |
1989年 | 1篇 |
1988年 | 5篇 |
1987年 | 1篇 |
1986年 | 6篇 |
1985年 | 1篇 |
1984年 | 1篇 |
1983年 | 2篇 |
1982年 | 4篇 |
1981年 | 3篇 |
1980年 | 4篇 |
1978年 | 1篇 |
1976年 | 2篇 |
1973年 | 1篇 |
1972年 | 3篇 |
1971年 | 1篇 |
1969年 | 3篇 |
排序方式: 共有95条查询结果,搜索用时 4 毫秒
91.
92.
André T. Guay Director 《The aging male》2013,16(4):201-206
The role of testosterone deficiency in sexual dysfunction is an important aspect of aging, because it affects such a large proportion of men over 50 years old. A number of age-related factors can cause sexual dysfunction (in particular erectile dysfunction) and testosterone deficiency, such as chronic illness and multiple medications, and the causative link between hypogonadism and erectile dysfunction is still debated. However, studies in castrated animals have proven that addition of testosterone, and its conversion to dihydrotestosterone, can restore erectile function. It appears that testosterone achieves this by peripheral mechanisms (endothelial dependent and independent) and central mechanisms. Testosterone replacement therapy is therefore effective for erectile dysfunction in men with hypogonadism, with success rates of 35–40%. Testosterone supplementation is also important in men who fail on phosphodiesterase type-5 inhibitors, because a minimum plasma concentration of testosterone is required for the successful restoration of erectile function with these agents. Testosterone gels are now the preferred formulation for testosterone supplementation and they can be highly beneficial in a proportion of men with erectile dysfunction. 相似文献
93.
94.
Dr Anil K. Khandelwal Chairman Managing Director 《Human Resource Development International》2013,16(2):203-213
The transformation of Bank of Baroda, one of the largest commercial banks in the public sector in India, into a highly customer centric, technology driven and an innovative entity in retail and SME (small and medium enterprises) segments represents one of India's most remarkable success stories and one of the quickest turnarounds ever in public sector banking. Known as an important player in commercial banking with international operations for several decades, the bank was gradually declining in recent years. In an environment of competition within the public sector as also due to entry of private banks with latest technology and young staff, the bank plunged into an unprecedented spiral of failing to innovate and adopt new technology. Drastic action was required to regain its leadership position in the public sector space. Over the next one and a half years, the bank was back in reckoning and was firing on all cylinders. It retained its core business on track with a bang, restored its image as the most vibrant player among public sector banks (PSBs) through wide-ranging initiatives such as a logo change, hiring a cricketing icon as brand ambassador, heightened credit growth, improving the work culture, initiating many customer-centric initiatives and restoring the customer base, derisking the treasury portfolio, and winning several accolades and awards. Today, Bank of Baroda has embarked upon more wide-ranging changes and a new vision to change the bank from a ‘vanilla banking’ entity to a ‘multi-specialist bank’. The author, who joined the bank as a HR specialist and eventually rose to become CEO of the bank, extensively used his HRD knowledge and academic background to initiate changes to harness energy in the bank's 40,000 staff to drive organization change. Achieving a successful outcome seems to be far more difficult for a public sector bank with a legacy culture, high degree of unionization, poor compensation and aging staff. In spite of these constraining factors, the paper argues that it is through mobilizing the passion of people that leadership can transform organizations and put them on high growth trajectory. 相似文献
95.
Cross-border alliances are useful strategies for technological innovation and as a basis for the adaptation of foreign technologies. This study provides evidence that through strategic alliances US automotive firms are effectively adopting manufacturing technologies from Japan, and are adapting them to the US industrial context.
The results show that US firms without foreign affiliations use fewer modern manufacturing technologies than US firms with Japanese strategic alliance partners. Furthermore, US firms with Japanese strategic alliance partners believe that manufacturing cycle times for product introduction are more efficient that US firms without foreign affiliations. 相似文献