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701.
The literature on council–manager government often mentions the political difficulties that city managers face with their elected officials and constituent groups. In addition, the generally accepted route to success for city managers is to move to larger and better–paying cities. As a result of these push–and–pull factors, the average tenure of city managers is short. There are, however, a relatively small number of city managers who enjoy long tenure in single cities. The authors identified the 146 city managers who are serving and have served for at least 20 years the same city and sought to determine the factors leading to their long service. The survey indicates that long–serving city managers are more likely to be found in smaller cities that are homogeneous and politically stable. The majority of these city managers are white males with above–average educational levels, strong support from elected officials, and personal commitments to the cities they serve. 相似文献
702.
Douglas Torgerson 《Policy Sciences》1986,19(4):397-405
With positivist and technocratic notions still prevalent, Paul Healy's (1986) insightful effort to advance “interpretive policy
inquiry” both underscores the limitations of conventional analysis and helps us to grasp the policy process in human terms.
Yet the article falls short of a systematic presentation of the interpretive position and, in doing so, reveals the limitations of that approach: the need for an explicitly critical posture becomes clear. This point is made with particular attention to a pre-positivist figure, Machiavelli.
An erratum to this article is available at . 相似文献
703.
This article sets out to analyse the response of West European governments and of the European Community to the challenge of information technology (IT). European countries have joined the race among industrial nations to restructure their economies around the industries of the future (micro-electronics, computers and advanced telecommunications). The race is currently led by Japan and the United States with Western Europe following a poor third. In order to catch up, West European governments have for some time pursued national strategies and are now attempting to develop a common approach with the assistance of the European Commission. This attempt has been bedevilled, however, not only by national chauvinism, but by conflict between the ambitions of governments and the goals of private sector strategies. Eureka - Europe's response to America's Strategic Defence Initiative - marks a step towards resolving such differences. But as this article suggests, it will not resolve the deeper tensions between the major aims of current policies: the concentration of research and production resources while also creating an open and fully competitive market for IT in Western Europe.This article is part of a wider project on new technology policies in Western Europe, funded by the Leverhulme Trust and directed by Professor J.J. Richardson. The main findings will be published in Information Technology and the State, Oxford University Press, forthcoming. 相似文献
704.
The recession of the early 1980s prompted many states to establish budget stabilization (rainy day) funds. Initial examinations of rainy day funds find a limited impact by the funds in alleviating fiscal stress. In this article, we propose an enhanced model of rainy day fund impact. Using data from 48 states for the 1990–1991 recession, our analysis indicates that the presence of a number of structural factors and the maintenance of generally large balances in other funds entering recession helps to alleviate fiscal stress when a state's economy is in recession. 相似文献
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707.
Douglas Husak 《Criminal Law and Philosophy》2010,4(2):135-159
When does a defendant not deserve punishment because he is unaware that his conduct breaches a penal statute? Retributivists must radically rethink their answer to this question to do justice to our moral intuitions. I suggest that modest progress on this topic can be made by modeling our approach to ignorance of law on our familiar approach to ignorance of fact. We need to distinguish different levels of culpability in given mistakes and to differentiate what such mistakes may be about. I discuss the advantages and disadvantages of this approach with special attention to how to contrast offenses from defenses. The alternative I tend to favor probably should not be implemented in existing penal codes. As a result, we are likely to remain dissatisfied with the decisions made by our criminal justice system about the exculpatory effect of ignorance of law. 相似文献
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709.
Due to a strong “Can Do” spirit and a well-engrained, albeit simplistic, notion of civilian control over the military, senior military leaders are disinclined to publicly share their disagreement with emerging national security policy. Many senior officers mistakenly believe that there are no alternatives other than just silently executing, resigning, or retiring when confronted with bad policy formulation. There are, however, options available to senior uniformed leaders when confronted with policy formulation that they, in their professional opinion, believe is flawed. Depending on the degree to which the civilian authorities are receptive to military advice and the magnitude of the threat to national security involved in the policy, senior military leaders can choose among many alternatives to widen the policy debate. 相似文献
710.
Douglas J. Besharov 《Journal of policy analysis and management》2009,28(2):199-220
In the 1960s, various social programs were started (like Head Start) or dramatically expanded (like AFDC). Loosely, this period of expansion is called the Great Society. Too many Great Society social programs, unfortunately, have been disappointments—at least when compared to the high hopes of the '60s. Even if they “work,” most of us wish that they worked much better. Some people take such statements to mean that the Great Society's social programs should be defunded. Most Great Society programs, however, are surely here to stay, for they serve important social functions. How many of us really think there could be an America without a social safety net? It is now time to do the difficult and unglamorous work of systematic program improvement. Instead of testing program efficacy over and over again, we should engage in ongoing and evidence‐based efforts to increase program effectiveness (in both large and small ways). © 2009 by the Association for Public Policy Analysis and Management. 相似文献