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151.
ANDREW LIKIERMAN 《Public administration》1982,60(2):127-142
MINIS, a management information system for ministers in the Department of the Enviroment, was introduced by Michael Heseltine in 1980. The article summarizes the main features of the system and analyses some of the issues arising from its introduction, in particular, whether it is likely to be adopted by other government departments or public bodies. The reasons offered by departments as to why it is difficult to transfer are examined, together with other factors which are likely to inhibit transfer to other public sector bodies. The mechanism for promoting the spread of such systems is also discussed. The conclusion is that MINIS ought to be considered by other bodies and it has almost certainly already had some impact on systems elsewhere in central government, but without a central initiative, more widespread adoption is on past evidence unlikely, although parts of it may be adopted. 相似文献
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The distinctive feature of industrial policy towards the motor industry in the 1980s was the transformation in government policy from one of subsidizing bl to active encouragement of Japanese inward investment. This article focuses on the key events of the bl privatization and illustrates how the changing nature of the government's relationship with bl and the motor industry was a fundamental influence on policy change. It also examines the utility of policy network models in accounting for policy outcomes in a highly politicized policy environment. 相似文献
154.
One of the most distinctive features of new democracies is the presence of political parties associated with the old, repressive regime. This article investigates whether or not the Eastern European variant of these parties, which we call communist successor parties (CSPs), has affected coalition politics. It finds that CSPs do have significant effects on the dynamics of coalition formation. CSPs are less likely than other parties to be included in governing coalitions; coalitions that include CSPs are more likely to be oversized (that is, to include superfluous parties); and CSPs that make it into government are penalized, insofar as they receive less than their fair share of governing portfolios. We attribute these results to the salience of the regime divide—the affective dislike of many citizens for the legacies of communism. Our results extend research on coalition behavior to Eastern European contexts and show how affective dislike combined with vote‐seeking motivations can affect governing behavior. 相似文献
155.
ANDREW HEDE 《管理》1991,4(4):489-510
The managerial reforms that have been implemented in the public sectors of many countries over the past decade are part of an international trend (Aucoin 1990, 134). Managerial reform in public administration can be seen as a Zeitgeist , a pervasive idea whose time has come. As Caiden (1988, 354) points out, effective administrative reform can be sustained only by a "crusading spirit" or the burning flame of idealism, and such a flame has blazed up in the past ten years. History may well show that the managerial reforms of the late 20th century had as dramatic an impact on public administration as the merit reforms of the late 19th century.
These managerial reforms have invariably involved an emphasis on giving the public better value for money, and have usually included the introduction of efficiency measures and corporate planning techniques, the improvement of financial management procedures, the assessment of performance in terms of results against goals, the adoption of private sector human resource management practices, and the use of management information systems and other management tools. The implementation of such managerial reforms has typically been heralded by the establishment of a unified elite group of senior executives in the higher civil service. This paper reviews the recent trends in the higher civil services of America, Canada, Britain and Australia, and considers how they exemplify the managerial approach to administrative reform.1 相似文献
These managerial reforms have invariably involved an emphasis on giving the public better value for money, and have usually included the introduction of efficiency measures and corporate planning techniques, the improvement of financial management procedures, the assessment of performance in terms of results against goals, the adoption of private sector human resource management practices, and the use of management information systems and other management tools. The implementation of such managerial reforms has typically been heralded by the establishment of a unified elite group of senior executives in the higher civil service. This paper reviews the recent trends in the higher civil services of America, Canada, Britain and Australia, and considers how they exemplify the managerial approach to administrative reform.
156.
ANDREW J. BECROFT 《Juvenile & family court journal》2006,57(4):1-37
Shocking crimes elicit calls to “get tough” on youth offenders, but knee‐jerk responses are inappropriate and potentially dangerous. Although accountability and deterrence are important, rehabilitation is vital for young people who are more likely to benefit from such measures than their adult counterparts. However, balancing these factors raises a number of hard questions. For example, at what age should children be held criminally responsible for their actions, what is the correct role of welfare assistance in the process, and to what extent should state power to deal with child offending be transferred to families, victims, and communities? In assessing eight of these “hard questions,” this paper calls for a principled approach to the treatment of child and youth offenders in line with international human rights instruments. 相似文献
157.
This paper presents a novel and distinctive approach to the study of change within the NHS. Central to the paper's approach is the view that research on change in health care systems should be processual, comparative, pluralist, and historically based. Guiding such a view is a meta-analytical framework which contends that theoretically sound and practically useful research on change should involve the continuous interplay between ideas about the context , the process , and the content of change together with skill in regulating the relations between the three (Pettigrew 1985a, 1985b). The paper has five sections. Section one examines some of the contemporary pressures for change in the NHS and draws attention to the gap which often exists between statements of strategic intention and their operational implementation. Section two reveals our distinctive analytical approach to the study of service changes and clarifies the theoretical underpinnings of our work. Section three offers an extended critical review of recent research and writing on change in health care organizations. Section four summarizes our findings from the literature review and reaffirms the novelty and significance of our chosen approach. Section five provides an overview. 相似文献
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The Conservative government announced the Financial Management Initiative in 1982. This article is based on research into the genesis, development and impact of the FMI. The findings suggest that the FMI has contributed significantly to the institutionalization of resource management in general and cost awareness in particular. Implementation has been influenced, however, by the differentiation of departmental tasks and contexts, the inevitable tension between management and politics, and the difficulty of meeting the conditions for the successful engineering of cultural change. 相似文献