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131.
Partnerships of various kinds are now widespread, but evaluating them is complicated. This article examines the usefulness of a network approach for analysing partnership effectiveness, where the central concern is governance. The approach is based on interviews, and for this evaluation they were conducted with 120 people from 10 different partnerships in Victoria. A detailed examination of network structures uncovers important features of partnerships, yielding crucial information about them as governing entities, and providing feedback to partners on where effort needs to be spent on relationship building. This article adds to the existing knowledge about what makes partnerships effective, and to the toolkit available for evaluating them. 相似文献
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This article examines whether reform ideas that gained influence in national-level bureaucracies in the 1970s were also on the United Nations’ internal agenda. The Joint Inspection Unit (Bertrand) Report of 1971 is the focus of this analysis, as it addressed personnel problems in the UN Secretariat and identified structural shortcomings. Our analysis shows that New Public Management ideas were in circulation in the UN at this time. It also demonstrates the different pressures that international bureaucracies face in regard to their personnel. This is likely to make their responses to reform pressures, such as those experienced in the 1970s, unique. 相似文献
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Lorraine Hope Nkansah Anakwah Jan Antfolk Sonja P. Brubacher Heather Flowe Fiona Gabbert Ellen Giebels Wangu Kanja Julia Korkman Akira Kyo Makiko Naka Henry Otgaar Martine B. Powell Hedayat Selim Jenny Skrifvars Isaac Kwasi Sorkpah Emmanuel A. Sowatey Linda C. Steele Laura Stevens Nathanael E. J. Sumampouw Paul J. Taylor Javier Trevino-Rangel Tanja van Veldhuizen Jianqin Wang Simon Wells Anonymous 《Legal and Criminological Psychology》2022,27(1):1-31
The pursuit of justice increasingly relies on productive interactions between witnesses and investigators from diverse cultural backgrounds during investigative interviews. To date, the role of cultural context has largely been ignored by researchers in the field of investigative interviewing, despite repeated requests from practitioners and policymakers for evidence-based guidance for the conduct of interviews with people from different cultures. Through examining cultural differences in human memory and communication and considering specific contextual challenges for investigative interviewing through the lens of culture, this review and associated commentaries highlight the scope for considering culture and human diversity in research on, and the practice of, investigative interviewing with victims, witnesses, and other sources. Across 11 commentaries, contributors highlight the importance of considering the role of culture in different investigative interviewing practices (e.g., rapport building, questioning techniques) and contexts (e.g., gender-based violence, asylum seeking, child abuse), address common areas of cultural mismatch between interviewer–interviewee expectations, and identify critical future routes for research. We call for an increased focus in the investigative interviewing literature on the nature and needs of our global community and encourage constructive and collaborative discussion between researchers and practitioners from around the world to better identify specific challenges and work together towards evidence-based solutions. 相似文献
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We analyze the main rationale for public administrations and political institutions for supplying transparency, namely, that it generates legitimacy for these institutions. First, we discuss different theories of decision making from which plausible causal mechanisms that may drive a link between transparency and legitimacy may be derived. We find that the common notion of a straightforward positive correlation is naïve and that transparency reforms are rather unpredictable phenomena. Second, we test the effect of transparency on procedure acceptance using vignette experiments of representative decision making in schools. We find that transparency can indeed generate legitimacy. Interestingly, however, the form need not be “fishbowl transparency,” with full openness of the decision‐making process. Decision makers may improve their legitimacy simply by justifying carefully afterward the decisions taken behind closed doors. Only when behavior close to a deliberative democratic ideal was displayed did openness of the process generate more legitimacy than closed‐door decision making with postdecisional justifications. 相似文献
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