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Bargaining and Learning While Fighting 总被引:1,自引:0,他引:1
Robert Powell 《American journal of political science》2004,48(2):344-361
Much of the existing formal work on war models the decision to go to war as a game-ending, costly lottery. This article relaxes this assumption by treating war as a costly process during which the states run the risk of military collapse. The model also allows for uncertainty over either the cost of fighting or the distribution of power. The analysis makes four contributions to the growing costly-process literature: (i) the present model provides a more general treatment of the learning process that occurs when states are uncertain about the distribution of power, (ii) it explicitly compares the bargaining and learning processes for the two different sources of uncertainty, (iii) it suggests a way to empirically distinguish wars arising from these two sources, and (iv) it shows that the equilibrium dynamics of informational accounts of war may be quite sensitive to the underlying bargaining environment through which information is conveyed . 相似文献
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Environmental problems will increasingly spill over national boundaries. An effective and efficient response to these problems will require international solutions; relying purely on national regulatory mechanisms to address global issues will not suffice. To meet this need, better international environmental programs must be developed that maximize collective gain, enforce property rights, address the range of environmental values present in different countries, and fairly determine who should pay for global-scale pollution control. 相似文献
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Sommaire: Depuis prés de vingt ans, il est question de la crise de I'état–providence. Mais à quoi ressemblera l'état–postprovidence? Parce que l'intervention de 1'état en matière de gestion des risques professionnels a souvent constitué l'acte de naissance de I état–providence au sein des pays de I'ocde, nous avons choisi d'observer les développements récents dans le domaine de la gestion des risques professionnels au Québec. Après avoir COMU une grave crise financière en 1991, la Commission de la santé et de la séurité du travail du Québec s'est livrée à une réingénierie des proces–sus de travail en matiére de réparation des lésions professionnelles. En extraolant a partir du « modèle csst», on constate que le mode d'intervention de 1'état se caractérise désormais par la recherche de 1'équité dans l'attribution des ressources, davantage que par la recherche de 1'égalité. Toutefois, on observe également que pour effectuer la gestion de I'équité, il faut favoriser la participation des « clients»à Yadministration de la fonction publique. Abstract: For almost twenty years now, the welfare state has been said to be in crisis. But what will the post–welfare state look like? Because government intervention in the management of professional risk was often the trigger for the emergence of the welfare state within the oecd countries, we chose to analyse recent developments in the management of professional risk in Quebec. Following a severe financial crisis in 1991, the Quebec Health and Work Safety Board re–engineered the work processes concerning the repair of job injuries. Extrapolating from the “csst [Commission de la santé et de la séurité du travail] model,” it is clear that government intervention is now characterized by a search for equity in resource allocation rather than a search for equality. However, it is also noted that, in order to manage equity, “client” participation in the administration of the public service must also be promoted. À la fin du XIXe siècle, l'état modeme, l'état de droit, se présente sous une nouvelle forme: l'état–providence. Au cours du siècle suivant, l'étatDésormais, c'est l'appartenance anonyme à cette com–munauté‘devenue société’ qui est garante de la sécurité de l'individu 相似文献
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The history of political science serves as a context within which we make sense of the nature and role of our discipline. Narratives about the past development of British and American political science help to frame debates, choices, and identities within the contemporary discipline in Britain. What do recent studies on the history of political science tell us about the character of political science in Britain and America? What do they suggest about the relation of the British study of politics to British identities more generally? Our review of recent work concentrates on three issues: (1) how historical studies of political science relate to approaches and identities within the contemporary discipline; (2) how they relate to the past, i.e. whether their historical vision is marred by presentism; (3) whether they look beyond the boundaries of the discipline. 相似文献
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Robert C. Bird 《American Business Law Journal》2021,58(1):63-119
One of the most influential cases in corporate governance is In re Caremark International Inc. Derivative Litigation (Caremark). In 1996, Caremark imposed a novel duty on boards of directors to make a good faith attempt to implement and exercise oversight over obligations leading to liability. Breach of this minimal duty has been difficult for plaintiffs to plead and prove, and the case law is littered with dismissed Caremark lawsuits. As Caremark's reign reaches a quarter‐century, however, its duties are primed to evolve. Two cases, Marchand v. Barnhill and In re Clovis Oncology, Inc. Derivative Litigation, took the rare step of allowing Caremark claims to survive motions to dismiss. These cases signal a new understanding of Caremark obligating boards not merely to attempt oversight, but to ensure proactively that such oversight is effective. This subtle but significant change in board duties is one to which the academic literature should respond. This article first reviews the Marchand and Clovis cases and argues that these cases hold significance for the future of Caremark claims. Second, this article studies client advisories from law firms and other sources that evaluate the Clovis and Marchand cases. It finds that while these advisories offer useful tactical responses, they lack strategic advice that would benefit boards over the long term. Filling the gap, this article presents long‐term strategic advice for boards not only to meet Caremark duties but also to thrive as exemplars of good governance and ethical leadership for the next twenty‐five years. 相似文献