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991.
Robert Joseph Taylor Amanda Toler Woodward Linda M. Chatters Jacqueline S. Mattis James S. Jackson 《Race and social problems》2011,3(4):241-251
This study examined use of clergy for serious personal problems within a representative sample of US black Caribbean adults
from the National Survey of American Life. Logistic regression analysis was used and confirmed the importance of problem type,
church involvement, and nativity as correlates of clergy use. Findings for black Caribbeans indicate similarities, as well
as important departures from prior research on the correlates of clergy assistance among African Americans. These and other
findings confirm the position of black Caribbeans as a distinctive ethnic subgroup within the general black population in
the United States. 相似文献
992.
993.
994.
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
995.
Joseph Amankwah-Amoah Xu Chen Xiaojun Wang Zaheer Khan Jing Chen 《Long Range Planning》2019,52(4):101871
The paper examines how firms develop supply chain financing model to help overcome institutional voids (IVs) and become ambidextrous. This study presents a case analysis of a novel supply chain financing model instigated and implemented by China's Sichuan Telecom (ST) to help supply chain partners overcome IVs in their environments. We identified three unique stages in the evolution of the supply chain ambidextrous financing model: drivers for change (including identifying suppliers' problems and constraints), designing and implementing the supply chain ambidextrous financing model, and the tripartite performance effects. The analysis demonstrated how ST utilized its market power, resources and network ties to harness expertise and competences of small and medium-sized enterprises (SMEs) to overcome IVs and become ambidextrous. Sichuan Telecom aided the SMEs in solving the financing problem through order-based supply chain financing. Based on the analysis, we outline implications of this case for theory and policy. 相似文献
996.
Social Indicators Research - Living in poverty may have long-run negative effects. The interaction between families and public policies is crucial as it affects a child’s opportunities. The... 相似文献
997.
Brown Dustin C. Lariscy Joseph T. Kalousová Lucie 《Population research and policy review》2019,38(3):371-401
Population Research and Policy Review - Social surveys prospectively linked with death records provide invaluable opportunities for the study of the relationship between social and economic... 相似文献
998.
Abstract This paper presents the result of an analysis of coping with daily work-related problems reported by a community sample of working adults. The methodology used differs from that employed elsewhere not only in its intensive longitudinal approach but also in its technique for measing coping Coping with work and non-work problems was compared. It is argued that the results provide strong support for the transactional model of stress, appraisal and coping, but also point up the importance of nonspecific (and unmeasured) person factors in predicting coping. 相似文献
999.
Although a “system approach” to accidents in sociotechnical systems has been frequently advocated, formal system theoretic concepts remain absent in the literature on accident analysis and system safety. To address this gap, we introduce the notions of coordinability and consistency from the hierarchical and multilevel systems theory literature. We then investigate the applicability and the importance of these concepts to accident causation and safety. Using illustrative examples, including the worst disaster in aviation history, and recent incidents in the United States of aircraft clipping each other on the tarmac, we propose that the lack of coordinability is a fundamental failure mechanism causing or contributing to accidents in multilevel systems. We make a similar case for the lack of consistency. Coordinability and consistency become ingredients for accident prevention, and their absence fundamental failure mechanisms that can lead to system accidents. Finally, using the concepts introduced in this work, we identify several venues for further research, including the development of a theory of coordination in multilevel systems, the investigation of potential synergies between coordinability, consistency, and the high reliability organizations paradigm, and the possibility of reframing the view that “sloppy management is the root cause of many industrial accidents” as one of lack of coordinability and/or consistency between management and operations. By introducing and expanding on the concepts of coordinability and consistency, we hope to contribute to the thinking about, and the to language of, accident causation, and prevention and to add to the intellectual toolkit of safety professionals and academics. 相似文献
1000.
This article presents research aimed at developing and testing an online, multistakeholder decision‐aiding framework for informing multiattribute risk management choices associated with energy development and climate change. The framework was designed to provide necessary background information and facilitate internally consistent choices, or choices that are in line with users’ prioritized objectives. In order to test different components of the decision‐aiding framework, a six‐part, 2 × 2 × 2 factorial experiment was conducted, yielding eight treatment scenarios. The three factors included: (1) whether or not users could construct their own alternatives; (2) the level of detail regarding the composition of alternatives users would evaluate; and (3) the way in which a final choice between users’ own constructed (or highest‐ranked) portfolio and an internally consistent portfolio was presented. Participants’ self‐reports revealed the framework was easy to use and providing an opportunity to develop one's own risk‐management alternatives (Factor 1) led to the highest knowledge gains. Empirical measures showed the internal consistency of users’ decisions across all treatments to be lower than expected and confirmed that providing information about alternatives’ composition (Factor 2) resulted in the least internally consistent choices. At the same time, those users who did not develop their own alternatives and were not shown detailed information about the composition of alternatives believed their choices to be the most internally consistent. These results raise concerns about how the amount of information provided and the ability to construct alternatives may inversely affect users’ real and perceived internal consistency. 相似文献