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DNA profiling using STRs on the 310 and 3100 Genetic Analyzers routinely generates electropherograms that are analyzed with the GeneScan software available from the instrument's manufacturer, Applied Biosystems. Users have been able to choose from three different smoothing options that have been known to result in significant differences in the peak heights that are reported. Improvements in the underlying algorithm of the most recent version of the software also result in significant and somewhat predictable differences in peak height values. Laboratories that have performed validation studies using older versions of GeneScan should either reanalyze the data generated in those validation studies with the newest version of the software or otherwise take into consideration the systematically higher peak height values obtained as they begin following the recommendation of the manufacturer and use the new algorithm. 相似文献
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This article is based on the ideas contained in a longer essay by the two authors in the Winter issue of Challenge magazine. It was adapted by NPQ editor Nathan Gardels and approved and corrected by Salinas. 相似文献
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ALI BAYRAMOGLU ORHAN PAMUK YUSUF MUFTUOGLU JOSCHKA FISCHER AYAAN HIRSI ALI AMARTYA SEN RECEP TAYYIP ERDOGAN MOHAMAD MAHATHIR BERNARD LEWIS JACQUES ATTALI ANTHONY GIDDENS BENAZIR BHUTTO SHIRIN EBADI NADINE GORDIMER ALAIN DE BOTTON GOLI TARAGHI TATIANA TOLSTAYA ARNOLD SCHWARZENEGGER PAUL WOLFOWITZ GEORGE OLAH 《新观察季刊》2008,25(1):82-85
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HANS DE BRUIJN 《Public administration》2006,84(2):267-287
In its report published in 2004, the National Commission on Terrorist Attacks Upon the United States (known as the ‘9/11 Commission’) analyses the functioning of the Intelligence Community (ICo). It indicates that the ICo is both over‐fragmented and guilty of not sharing enough information. The Commission recommends that central control of the ICo needs to be strengthened and that more incentives for information‐sharing should be designed. This article takes a critical look at these two recommendations. Sharing information carries major risks and is therefore not something that can take place as a matter of course. Moreover, information has to be subject to a selection process before it can be shared. This selection cannot be measured objectively, so mistakes in the selection are unavoidable. Strengthening central control also poses risks: it engenders more battles over territory, it does not improve understanding of the capillaries of the organization – the capillaries being where the primary processes of information gathering, validation and assessment take place – and it involves the destruction of checks and balances. Fragmentation may even be functional since it leads to redundancy, itself a safeguard against the risk of misselecting relevant information. 相似文献
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Employing the analytic technique of game theory, we attempt to answer questions about how individuals with different proclivities to use crime to accomplish ends, and different beliefs about society's fairness, are likely to respond to different incentives and disincentives that are derived from strain and neoclassical deterrence theories. Our analysis indicates that the crime control policies typically recommended by adherents of both theories are often logically invalid, given the premises upon which they are supposedly based. For example, our analysis suggests why punishment strategies like “three strikes and you're out” and “entitlement strategies” such as welfare and other short-term redistributive payment programs fail to deter crime. Finally, after including notions of equity with traditional rational choice assumptions, our analysis identifies a mix of theoretically derived strategies that may more effectively deter crime. 相似文献
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Although the high‐reliability organization (HRO) literature identifies several attributes that differentiate HROs from other types of organizations, these studies do not explain how an HRO comes into being, nor do they provide a means to gauge or measure the extent to which an organization exhibits the specified features. This article reports the results of a 97‐year longitudinal case study tracking the emergence and continuation of HRO characteristics in the Federal Aviation Administration’s air traffic control operations to answer the following questions: how do HRO functions emerge in public organizations, and do policy changes lead administrative changes, or is there little relation between policy and organizational change? The analysis shows that (1) HRO characteristics emerged incrementally over an extremely long period of time, and (2) policy changes preceded organizational changes early in the process of HRO development, but the relationship of policy change to organizational change decreased in later stages. 相似文献