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61.
Edward B. Lewis 《国际公共行政管理杂志》2013,36(4):369-390
The study examines productivity improvement efforts among a sample of United States County Administrators. Administrators' actions were divided into “tough” and “soft” approaches which were then examined in light of external and internal environment, governmental actors, duties of the office, management and policy actions and roles, and personal and demographic characteristics. Strong correlates were found in the areas of external environment, managerial role, and personal characteristics. 相似文献
62.
Nancy Lewis Buck 《Negotiation Journal》1991,7(1):69-86
Conclusion In the event of death, society has in place a wide range of rituals and supports designed to help mourners deal with their grief. It may be that assigning blame and seeking legal recourse has become a significant ritual for those who have sustained other types of losses and, in some situations, loss through death as well. However, unlike societal death rituals, which guide the mourners, no guidelines exist to help negotiators address the impact of grief on their clients. Thus, in this article, insights gleaned from studies of grief, loss, and separation have been examined in an effort to develop an awareness of the impact of grief reactions on the parties to negotiation.Grief reactions—ranging from denial, bargaining, anger, depression, and guilt to acceptance—serve a useful purpose for those who have sustained grievous losses. Consequently, a better understanding of grief factors may be advantageous to negotiators and, more importantly, to their clients. Such considerations may help challenge perceptions of other parties that may otherwise be prejudicial to one's client (as in the Lindy Chamberlain case) and assist negotiators in trying to anticipate, and thus protect their clients from, grief-related reactions of other parties. In the large number of cases where negotiation and settlement discussions are not only critical but also decisive, grief theory may provide negotiators with better insight into client, and other party, interests and may help them to formulate advice and intervention strategies that take the impact of various grief reactions into account.
Nancy Lewis Buck is an attorney and social worker, currently completing a doctoral dissertation at Yale Law School. Her mailing address is 9 Surrey St., Cambridge, Mass. 02138. 相似文献
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Facilitating technology transfer from one organization to another is a complex process. Organization representatives are key
players in the facilitation process and act to span the boundary between organizations. This paper offers a conceptual framework
concerning organizational “boundary” spanners who must cross lines to transfer technology. From a communication viewpoint,
boundary spanners need to reduce uncertainty, process information, and provide representation in order to achieve organizational
outcomes of building relationships, achieving performance, and applying technology. This framework describes several strategies
involved in the process of technology transfer: inquiry, self-disclosure, enhancing self-image, bargaining, and relationship-building.
In short, we argue that individual boundary spanners need to be effective communicators when facilitating the technology transfer
process. 相似文献
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Blane D. Lewis 《公共行政管理与发展》2015,35(5):347-359
Nearly 15 years after embarking on its large‐scale decentralisation programme, Indonesia has decided to extend its efforts to the village level. Decentralising to villages is intended to improve service delivery performance at the lowest administrative tier and reduce social inequality and poverty. A number of potential difficulties with the design of Indonesia's nascent village decentralisation initiative have already become apparent. Methods used to allocate funds to villages are particularly problematic. Oddly, fund distribution procedures insist to a large extent on equal per village allocations, despite the significant heterogeneity of villages. And they ignore other sources of revenue to which villages have access. In the event, village revenues will be very inequitably distributed: villages with high levels of poverty will receive less money than they need and villages with access to significant funding from oil and gas revenues will receive more than required. Also, village service responsibilities are unclearly defined, village financial management systems are inadequately prepared to handle large increases in funding, and mechanisms to monitor and control village spending are underdeveloped. These difficulties will severely constrain the achievement of official objectives and create further challenges for reformers in their attempts to combat corruption at the subnational level. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献
68.
The Tax Reform Act of 1969 remains the core governing policy for the U.S. foundation sector, primarily for its qualifying distributions mandate, which ensures a baseline spending of foundation assets toward charitable purposes. However, implementation of this policy required additional foundation administrative resources and contributed to significant professionalization of the foundation sector. This article focuses on the payout requirement's potential paradox of accountability, as administrative expenses can be counted toward fulfilling foundations’ qualifying distributions. Using a 14‐year panel of grantmaking foundations, the analysis seeks to understand whether professionalization, measured by operating and administrative expenses, contributes to or crowds out grantmaking. Findings indicate that professionalization of the foundation sector has a small yet practically and statistically significant positive association with foundation grantmaking. From a policy perspective, the current structure of the qualifying distributions mandate does not appear to lead to a crowding out of grant allocations as administrative expenses grow. 相似文献
69.
Lionel S. Lewis 《Society》2014,51(1):49-63
This is the last in a series of five articles focusing on how Bernard Madoff’s confidence game (con game) worked. It examines the international money collecting activities by ropers for Bernard L. Madoff Investment Securities (BLMIS). Before globalization, Madoff’s con game brought him millions of dollars; after globalization, it began bringing him billions, making him remarkably successful until his run of luck was brought to a sudden halt by the worldwide economic downturn. 相似文献
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