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Sanders David; Clarke Harold D.; Stewart Marianne C.; Whiteley Paul 《Political Analysis》2007,15(3):257-285
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“Tell It Like It Is”: Decision Making,Groupthink, and Decisiveness among U.S. Federal Subcabinet Executives 下载免费PDF全文
In addition to difficulties gathering and evaluating complete information, cognitive limitations and biases preclude individuals from making fully value‐maximizing choices when making decisions. It has been suggested that, done properly, involving advisors can compensate for individual‐level limitations. However, the “groupthink” tradition has highlighted ways group‐aided decision making can fail to live up to its potential. Out of this literature has emerged a paradigm Janis calls “vigilant problem‐solving.” For this article, we interviewed 20 heads of subcabinet‐level organizations in the U.S. federal government, asking questions about how they made important decisions. Ten were nominated by “good‐government” experts, 10 chosen at random. We wanted to see whether there were differences in how members of those two groups made decisions, specifically, to what extent executives in the two categories used a “vigilant” process. We found, however, that similarities between the two groups overwhelmed differences: As best as we were able to measure, decision making by U.S. subcabinet executives tracks vigilant decision making recommendations fairly closely. The similarity reflects a common style of senior‐level decision making, which we theorize grows out of government bureaucracy's methodical culture. We did, however, develop evidence for a difference between outstanding executives and others on another dimension of decision making style. Outstanding executives valued decision making decisiveness—“bias for action”—more than the comparison group. Perhaps, then, what distinguishes outstanding executives from others is not vigilance but decisiveness. Contrary to the implications of the groupthink literature, the danger in government may be “paralysis by analysis” as much or more than groupthink. 相似文献
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Intermunicipal Cooperation in the Netherlands: The Costs and the Effectiveness of Polycentric Regional Governance 下载免费PDF全文
Pieter‐Jan Klok Bas Denters Marcel Boogers Maurits Sanders 《Public administration review》2018,78(4):527-536
This article examines the effects of the structure of intermunicipal cooperatives (IMCs) on the perceived transaction costs and benefits of IMCs. Hypotheses based on a polycentric theory of regional governance are tested using data from Dutch municipalities. The findings are mixed. In line with polycentric theory, networks characterized by a multiplicity of territorial scales reduce IMC transaction costs. Contrary to polycentric theory, however, if IMCs are organized under a uniform legal regime, lower costs and higher benefits are reported. Structural factors that dominate the debate between polycentrism and monocentrism prove to be of limited importance. On the other hand, the results indicate support for the hypotheses that intermunicipal trust (as a cultural variable) contributes to perceptions of effective and efficient cooperation. 相似文献
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Sanders MI 《Health matrix (Cleveland, Ohio : 1991)》2005,15(1):83-123
Health care exempt organizations have many options regarding their structure and affiliations with for-profit entities. As long as any joint ventures are carefully structured and the nonprofit retains control over the exempt health care activities, the Internal Revenue Service should not question the structure. However, as outlined above, if the for-profit entity effectively gains control over the activities of the venture, the structure is not likely to be upheld by the IRS or the courts, and either the exempt status of the nonprofit will be denied or revoked, or health care income will be subject to the unrelated business income tax. In summary, the health care industry has been severely impacted by many economic forces, including uncertainty in the area of joint ventures between nonprofits and for-profit health care systems. The uncertainty as to whether the joint venture would negatively impact the nonprofit's tax-exempt status undoubtedly caused many nonprofits to form for-profit subsidiaries and otherwise expanded operations in a for-profit marketplace. Fortunately, with the guidance that is currently available in the form of Revenue Ruling 98-15, Redlands, St. David's, and now Revenue Ruling 2004-51, health care institutions can move forward with properly structured joint ventures with greater confidence that the joint venture will not endanger the tax-exempt status of the nonprofit. 相似文献
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David Sanders 《英国政治学与国际关系杂志》2005,7(2):174-190
The article provides a set of contingent forecasts for the forthcoming UK general election. The forecasts are based on popularity function derived from monthly time series data covering the period 1997–2004. On most likely assumptions, the forecasts produce a clear Labour victory in the early summer of 2005, with the Liberal Democrats increasing their vote share by roughly four percentage points. 相似文献
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John D. Sanders 《The Journal of Technology Transfer》1991,16(4):4