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81.
82.
Rogers Richard Salekin Randall T. Sewell Kenneth W. Goldstein Alan Leonard Kathleen 《Law and human behavior》1998,22(4):353-367
Explanatory models of malingering strive to understand the primary motivation underlying attempts to feign. Rogers, Sewell, and Goldstein (1994) provided empirical support for the conceptualization of pathogenic, criminological, and adaptational models. In the current study, a prototypical analysis of 221 forensic experts results in a slightly refined formulation: the adaptational model was decomposed into its two broad dimensions (cost–benefit analysis and adversarial setting). An important finding is that the factor structure for the explanatory models remained stable when applied to both forensic and nonforensic cases. As a first investigation, significant differences were observed in prototypical cases of malingering by the category of referral (forensic or nonforensic) and by type of feigning (mental disorders, cognitive impairment, and medical syndromes). Surprisingly, the feigning of medical syndromes appeared to play a relatively prominent role in both forensic and nonforensic cases and to be influenced by the apparent adversarial context of the assessment. Finally, important gender differences were observed, especially with nonforensic prototypical cases of malingering. 相似文献
83.
Charles L. Davis Matthew J. Gabel Kenneth M. Coleman 《Studies in Comparative International Development (SCID)》1998,33(2):88-109
This study examines public opinion in Costa Rica and El Salvador regarding regional integration in Central America. Recent
efforts at regional integration as well as the response of the governments of the above countries to those efforts are reviewed.
Public opinion toward regional integration is significantly more positive but less structured in El Salvador than in Costa
Rica. Differences in the international and domestic contexts help to explain the differential responses in these two countries.
Likewise, contextual factors help to account for differences between Central American and European publics in attitudes toward
regional integration.
Charles L. Davis is associate professor of political science at the University of Kentucky. His interests are Latin American
politics and comparative political behavior. Matthew J. Gabel is assistant professor of political science at the University
of Kentucky. His interests are European politics and the politics of regional integration. Kenneth M. Coleman is a former
professor at the University of Kentucky, the University of North Carolina-Chapel Hill, and the University of New Mexico. His
interests are Latin American politics and public opinion. 相似文献
84.
Kenneth K. Wong 《Public administration review》2008,68(Z1):S175-S185
Federalism in education has undergone significant changes since the Winter Commission. During the early 1990s, federal policy makers faced the challenge of organizational fragmentation and policy incoherence in public education. In the last 15 years, the intergovernmental system has evolved from one that is predominantly compliance‐driven to one that is performance based, as suggested by the congressional adoption of the No Child Left Behind Act in 2001. While the former is often characterized by images of “picket fence” federalism and administrative silos, the latter remains very much a work in progress, with the promise of raising academic proficiency. This paper first examines the paradigm shift and then considers emerging politics in intergovernmental relations. The author explores the ways in which state and local policy makers are altering the rules governing education service provision in response to performance‐based federal expectations. 相似文献
85.
Anna A. Amirkhanyan Stephen B. Holt Austin M. McCrea Kenneth J. Meier 《Public administration review》2019,79(1):69-81
Although demographic diversity has been of paramount concern to researchers and practitioners in public management, studies exploring managerial strategies to capitalize on and respond to the needs of diverse client populations are scarce. This article examines strategies for managing diversity as a way to buffer environmental challenges in service delivery and performance resulting from heterogeneous client demands. Findings suggest that administrators prioritize diversity efforts when faced with higher levels of regulatory violations (a performance measure). A higher percentage of black residents is associated with lower service quality. However, the effect of managerial strategies for diversity on performance is conditioned by the racial composition of the clients: as the percentage of black nursing home residents increases, diversity management efforts are associated with a lower number of regulatory violations. Similarly, at higher levels of racial heterogeneity, diversity management efforts are associated with fewer regulatory violations. 相似文献
86.
Kenneth Benoit Kevin Munger Arthur Spirling 《American journal of political science》2019,63(2):491-508
Political scientists lack domain‐specific measures for the purpose of measuring the sophistication of political communication. We systematically review the shortcomings of existing approaches, before developing a new and better method along with software tools to apply it. We use crowdsourcing to perform thousands of pairwise comparisons of text snippets and incorporate these results into a statistical model of sophistication. This includes previously excluded features such as parts of speech and a measure of word rarity derived from dynamic term frequencies in the Google Books data set. Our technique not only shows which features are appropriate to the political domain and how, but also provides a measure easily applied and rescaled to political texts in a way that facilitates probabilistic comparisons. We reanalyze the State of the Union corpus to demonstrate how conclusions differ when using our improved approach, including the ability to compare complexity as a function of covariates. 相似文献
87.
Seung-Ho An Kenneth J. Meier Anne Bøllingtoft Lotte Bøgh Andersen 《International Public Management Journal》2019,22(1):2-28
This study reports on the effectiveness of a year-long field experiment involving training in transformational and transactional leadership in the public and private sectors. Using before and after training assessments by employees of several hundred Danish leaders, the analysis shows that transformational leadership training is associated with increases in behaviors linked to both transformational leadership and the use of verbal rewards, but only for public sector organizations. There is no impact in private sector organizations. Transactional leadership training appears to be equally effective in stimulating the use of pecuniary rewards in both public and private organizations. 相似文献
88.
Policies are implemented in complex networks of organizations and target populations. Effective action often requires managers to deal with an array of actors to procure resources, build support, coproduce results, and overcome obstacles to implementation. Few large-n studies have examined the crucial role that networks and network management can play in the execution of public policy. This study begins to fill this gap by analyzing performance over a five-year period in more than 500 U.S. school districts using a nonlinear, interactive, contingent model of management previously developed by the authors. The core idea is that management matters in policy implementation, but its impact is often nonlinear. One way that public managers can make a difference is by leveraging resources and buffering constraints in the program context. This investigation finds empirical support for key elements of the network-management portion of the model. Implications for public management are sketched. 相似文献
89.
For the Want of a Nail: The Interaction of Managerial Capacity and Human Resource Management on Organizational Performance 下载免费PDF全文
Human resource management and managerial capacity are well documented in the public management literature as integral management functions. The field has devoted attention to the importance of human resources, but it has yet to consider whether human resource management interacts with capacity in attaining organizational outcomes. Using a large‐N, multiyear data set of public organizations, this article seeks to rectify this gap in the literature. The findings validate scholarly arguments on the importance of public organizations’ need to manage human resources and capacity effectively, identifying just the right combination for performance gains. Empirical results encourage practitioners to consider the ways in which human resource management and capacity work together to influence performance but sometimes undermine each other in counterintuitive ways. 相似文献
90.