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251.
Ulrich K. Müller Mark W. Watson 《Econometrica : journal of the Econometric Society》2008,76(5):979-1016
We develop a framework to assess how successfully standard time series models explain low‐frequency variability of a data series. The low‐frequency information is extracted by computing a finite number of weighted averages of the original data, where the weights are low‐frequency trigonometric series. The properties of these weighted averages are then compared to the asymptotic implications of a number of common time series models. We apply the framework to twenty U.S. macroeconomic and financial time series using frequencies lower than the business cycle. 相似文献
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Dorothy Watson Christopher T. Whelan Bertrand Maître Helen Russell 《Social indicators research》2018,140(2):549-570
In this paper, we draw on Irish SILC data to examine the roles of social class, non-class risk groups and state policies in influencing enforced material deprivation as Ireland moved from a period of economic boom through deep recession and on to early recovery. We also employ Sen’s capability approach to explore the extent to which certain social risk groups differ in their capacity to convert social class-differentiated resources into increased capability in relation to avoiding material deprivation. The findings refute the notion of polarization either across time as a result of recession or as a result of more vulnerable social risk groups experiencing more pronounced social class differences. Instead, the impact of recession on social class and social risk group operated mainly in an additive manner with each having a relatively independent impact on deprivation. The exception was lone parents who were less able to convert the benefits of higher social class position into reduced deprivation levels. 相似文献
254.
Yasemin Y. Kor Joseph T. Mahoney Sharon Watson 《Journal of Management and Governance》2008,12(3):239-259
This paper considers industry-specific contingencies that may account for some of the inter-firm heterogeneity in the deployment of specific corporate governance
mechanisms in IPO firms. We examine how differences in demand, competitive, and technological uncertainty in the industry
influence the levels of IPO firm monitoring by board outsiders and institutional investors. We test our theory using a sample
of U.S. firms that completed an IPO in 24 manufacturing industries. The results indicate that industry uncertainty is, indeed,
significantly related to the use of corporate governance mechanisms. In particular, the empirical results indicate that industry
effects on IPO firm board monitoring and institutional investor ownership are the strongest and most consistent for demand uncertainty and competitive uncertainty.
Yasemin Y. Kor is an Associate Professor of Strategic Management at University of South Carolina. She earned her Ph.D. in Business Administration in 2001 from the University of Illinois at Urbana-Champaign. Her research focuses on the intersections of three topics: development and renewal of firm resources and capabilities, top management teams, and corporate governance. The first stream of her research examines how firms develop and deploy their technology and human assets to generate entrepreneurial rents and competitive advantage. The second research area deals with how entrepreneurial skills, experiences, and interactions of top managers shape firms’ strategic choices (including opportunity recognition and team entrepreneurship). The third stream of her research focuses on human and social capital of board directors, and cooperative interactions and frictions between board outside directors and executives. Dr. Kor’s research has been published in Strategic Management Journal, Organization Science, and Journal of Management Studies. She received awards from Academy of Management and she currently serves on the editorial boards of Strategic Management Journal, Journal of Management Studies, and International Journal of Strategic Change Management. Professor Kor has taught Strategic Management, Corporate Strategy, and Entrepreneurship courses at undergraduate and MBA levels. Joseph T. Mahoney earned his B.A., M.A., and Ph.D. from the University of Pennsylvania. His doctorate from the Wharton School of Business was in Business Economics. Joe joined the College of Business of the University of Illinois at Urbana-Champaign in 1988, was promoted to Full Professor in 2003, and to Investors in Business Education Professor of Strategy in 2007. Joe’s research interest is organizational economics, which includes: resource-based theory, transaction costs theory, real-options theory, agency theory, property rights theory, stakeholder theory, and the behavioral theory of the firm. He has published 42 articles in journal outlets such as Journal of Management, Journal of Management Studies, Strategic Organization, and Strategic Management Journal. His publications have been cited over 2000 times from scholars in 36 countries. In 2005, he published his Sage book intended for first-year doctoral students in the Strategy field: Economic Foundations of Strategy. Currently, Joe is an Associate Editor of International Journal of Strategic Change Management, and of Strategic Management Journal. He also serves on the editorial boards of Journal of Business Research, and Journal of Management Studies. Joe has taught courses in the undergraduate, M.S., M.B.A., Executive MBA, and Ph.D. programs. He has won the outstanding teaching award (as voted by the executives) five times in the Executive MBA program. In the year 2000, he won the Graduate Studies Teaching Award for the College of Business. In the year 2005, he received honorable mention for the Campus Award for Excellence in Graduate and Professional Education. He has served on 39 completed doctoral dissertation committees. Sharon Watson is an Associate Professor of Management at the University of Delaware and earned her Ph.D. in International Business from the University of South Carolina. Her research centers around issues involved in the management of multinational corporations. Some of the topics she has studied include foreign subsidiary strategies, interdependence among MNC subsidiaries, cross-border mergers and acquisitions, and the influences of cultural values on human resources practices and outcomes. Her research has been published in outlets such as Academy of Management Journal, Strategic Management Journal, Journal of Management Studies and Management International Review. Sharon serves on the editorial board of the Journal of Management and reviews regularly for the Journal of International Business Studies and Academy of Management Journal. She teaches undergraduate and MBA courses in Strategic Management, International Business, Strategic Thinking, and New Venture Creation. 相似文献
Sharon WatsonEmail: |
Yasemin Y. Kor is an Associate Professor of Strategic Management at University of South Carolina. She earned her Ph.D. in Business Administration in 2001 from the University of Illinois at Urbana-Champaign. Her research focuses on the intersections of three topics: development and renewal of firm resources and capabilities, top management teams, and corporate governance. The first stream of her research examines how firms develop and deploy their technology and human assets to generate entrepreneurial rents and competitive advantage. The second research area deals with how entrepreneurial skills, experiences, and interactions of top managers shape firms’ strategic choices (including opportunity recognition and team entrepreneurship). The third stream of her research focuses on human and social capital of board directors, and cooperative interactions and frictions between board outside directors and executives. Dr. Kor’s research has been published in Strategic Management Journal, Organization Science, and Journal of Management Studies. She received awards from Academy of Management and she currently serves on the editorial boards of Strategic Management Journal, Journal of Management Studies, and International Journal of Strategic Change Management. Professor Kor has taught Strategic Management, Corporate Strategy, and Entrepreneurship courses at undergraduate and MBA levels. Joseph T. Mahoney earned his B.A., M.A., and Ph.D. from the University of Pennsylvania. His doctorate from the Wharton School of Business was in Business Economics. Joe joined the College of Business of the University of Illinois at Urbana-Champaign in 1988, was promoted to Full Professor in 2003, and to Investors in Business Education Professor of Strategy in 2007. Joe’s research interest is organizational economics, which includes: resource-based theory, transaction costs theory, real-options theory, agency theory, property rights theory, stakeholder theory, and the behavioral theory of the firm. He has published 42 articles in journal outlets such as Journal of Management, Journal of Management Studies, Strategic Organization, and Strategic Management Journal. His publications have been cited over 2000 times from scholars in 36 countries. In 2005, he published his Sage book intended for first-year doctoral students in the Strategy field: Economic Foundations of Strategy. Currently, Joe is an Associate Editor of International Journal of Strategic Change Management, and of Strategic Management Journal. He also serves on the editorial boards of Journal of Business Research, and Journal of Management Studies. Joe has taught courses in the undergraduate, M.S., M.B.A., Executive MBA, and Ph.D. programs. He has won the outstanding teaching award (as voted by the executives) five times in the Executive MBA program. In the year 2000, he won the Graduate Studies Teaching Award for the College of Business. In the year 2005, he received honorable mention for the Campus Award for Excellence in Graduate and Professional Education. He has served on 39 completed doctoral dissertation committees. Sharon Watson is an Associate Professor of Management at the University of Delaware and earned her Ph.D. in International Business from the University of South Carolina. Her research centers around issues involved in the management of multinational corporations. Some of the topics she has studied include foreign subsidiary strategies, interdependence among MNC subsidiaries, cross-border mergers and acquisitions, and the influences of cultural values on human resources practices and outcomes. Her research has been published in outlets such as Academy of Management Journal, Strategic Management Journal, Journal of Management Studies and Management International Review. Sharon serves on the editorial board of the Journal of Management and reviews regularly for the Journal of International Business Studies and Academy of Management Journal. She teaches undergraduate and MBA courses in Strategic Management, International Business, Strategic Thinking, and New Venture Creation. 相似文献
255.
Tom Shakespeare Nicholas Watson Richard Brunner Jane Cullingworth Shaffa Hameed Nathaniel Scherer Charlotte Pearson Veronika Reichenberger 《Social Policy & Administration》2022,56(1):103-117
This paper reports on in-depth qualitative interviews conducted with 69 disabled people in England and Scotland, and with 28 key informants from infrastructure organisations in the voluntary and statutory sectors, about the impact of COVID-19, and measures taken to control it. Participants were recruited through voluntary organisations. As with everyone, the Pandemic has had a huge impact: we discuss the dislocations it has caused in everyday life; the failures of social care; the use of new technologies; and participants' view on leadership and communication. We conclude with suggestions for urgent short term and medium term responses, so that the United Kingdom and other countries can respond better to this and other pandemics, and build a more inclusive world. 相似文献
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259.
Career development in adolescence and adulthood has been widely researched; however, less is known about childhood career development, particularly in non‐Western cultures. This is especially the case in mainland China, where children grow up in a unique context. The Confucian tradition of emphasizing education as an important social ladder and parents' role in their children's development may restrict children's development of career‐planning skills. By contrast, the shift from a planned economy to a market economy enables individuals to choose careers and demands that individuals have career‐planning skills. The elementary school years could be a starting point to develop such skills by providing career guidance for children. This article considers childhood career development in mainland China, discusses the status quo of childhood career development research and practice, and considers an agenda for future research and practice. 相似文献
260.
Projecting losses associated with hurricanes is a complex and difficult undertaking that is fraught with uncertainties. Hurricane Charley, which struck southwest Florida on August 13, 2004, illustrates the uncertainty of forecasting damages from these storms. Due to shifts in the track and the rapid intensification of the storm, real-time estimates grew from 2 billion dollars to 3 billion dollars in losses late on the 12th to a peak of 50 billion dollars for a brief time as the storm appeared to be headed for the Tampa Bay area. The storm struck the resort areas of Charlotte Harbor and moved across the densely populated central part of the state, with early poststorm estimates in the 28 dollars to 31 billion dollars range, and final estimates converging at 15 billion dollars as the actual intensity at landfall became apparent. The Florida Commission on Hurricane Loss Projection Methodology (FCHLPM) has a great appreciation for the role of computer models in projecting losses from hurricanes. The FCHLPM contracts with a professional team to perform onsite (confidential) audits of computer models developed by several different companies in the United States that seek to have their models approved for use in insurance rate filings in Florida. The team's members represent the fields of actuarial science, computer science, meteorology, statistics, and wind and structural engineering. An important part of the auditing process requires uncertainty and sensitivity analyses to be performed with the applicant's proprietary model. To influence future such analyses, an uncertainty and sensitivity analysis has been completed for loss projections arising from use of a sophisticated computer model based on the Holland wind field. Sensitivity analyses presented in this article utilize standardized regression coefficients to quantify the contribution of the computer input variables to the magnitude of the wind speed. 相似文献