全文获取类型
收费全文 | 436篇 |
免费 | 17篇 |
专业分类
各国政治 | 11篇 |
工人农民 | 13篇 |
世界政治 | 17篇 |
外交国际关系 | 34篇 |
法律 | 155篇 |
中国共产党 | 5篇 |
中国政治 | 67篇 |
政治理论 | 59篇 |
综合类 | 92篇 |
出版年
2023年 | 4篇 |
2022年 | 2篇 |
2021年 | 6篇 |
2020年 | 11篇 |
2019年 | 13篇 |
2018年 | 20篇 |
2017年 | 21篇 |
2016年 | 15篇 |
2015年 | 9篇 |
2014年 | 26篇 |
2013年 | 91篇 |
2012年 | 32篇 |
2011年 | 41篇 |
2010年 | 14篇 |
2009年 | 22篇 |
2008年 | 12篇 |
2007年 | 20篇 |
2006年 | 21篇 |
2005年 | 18篇 |
2004年 | 11篇 |
2003年 | 11篇 |
2002年 | 9篇 |
2001年 | 14篇 |
2000年 | 5篇 |
1999年 | 2篇 |
1998年 | 2篇 |
1989年 | 1篇 |
排序方式: 共有453条查询结果,搜索用时 0 毫秒
451.
A range of studies have examined what should be said and done in crisis negotiations. Yet, no study to date has considered what happens when an error is made, how to respond to an error, and what the consequences of errors and responses might be on the negotiation process itself. To develop our understanding of errors, we conducted 11 semi-structured interviews with police crisis negotiators in the Netherlands. Negotiators reported making errors of three types: factual, judgment, or contextual. They also reported making use of four types of response strategy: accept, apologize, attribute, and contradict. Critically, the negotiators did not perceive errors as solely detrimental, but as an opportunity for feedback. They advocated for an error management approach, which focused on what could be learned from another person’s errors when looking back at them. Suggestions for improvement of the communication error management experience in crisis negotiations are discussed. 相似文献
452.
Astrid Jaime Constanza Pérez-Martelo Bernardo Herrera Gonzalo Ordóñez-Matamoros Dominique Vinck 《政策研究评论》2023,40(2):282-306
We explore the strategies implemented by Research Groups' Leaders while coping with unstable contexts, characterized by incoherence and lack of coordination among different policy discourses and instruments, and scarce resources. We focus on a country where these conditions are present: Colombia. In doing so, we study two cases, one in nanotechnology and another one in biomedical engineering. Interviews, focus groups and workshops allowed us to identify and validate strategies grouped in four popular sayings, proper to local idiosyncrasy, highlighting the role of home institutions and principal investigators in facing such situations with resilience and resourcefulness, and even taking advantage of them. We find that Research Groups' Leaders use strategies such as: adapting, balancing agendas and funding sources, networking, and taking advantage of the support programs available at their home institution to continue functioning. These are setting the ground for a further survey which could pretend some generalization. However, policymakers could consider these findings when defining policy instruments or for assessing their effectiveness or impacts. 相似文献
453.
Megan C. Evans 《Australian Journal of Public Administration》2023,82(2):228-247
Policy-makers are frequently required to consider and manage conflicting public values. An example of this in the environmental domain is biodiversity offset policy, which governments worldwide have adopted as a mechanism to balance environmental protection with socio-economic development. However, little work has examined administrative practices underpinning biodiversity offset policy implementation, and how the adoption of coping strategies to manage value conflicts may influence resulting policy outcomes. This study fills this research gap using a case study of Australia's federal biodiversity offset policy under the Environment Protection and Biodiversity Conservation (EPBC) Act 1999. Using data from 13 interviews of federal policy administrators, I show that the introduction of a new policy in 2012 enabled a shift from the use of precedent to a technical approach for setting offset requirements under the EPBC Act. Yet, multiple sources of policy ambiguity remain, and administrators have adopted post-approval condition-setting, or ‘backloading’—a form of cycling, facilitated by structural separation—to defer detailed assessments of offset requirements until after biodiversity losses are approved. Backloading thus undermines the effectiveness of environmental policy and will persist as coping strategy unless policy ambiguity is reduced via legislative amendments and adequate resourcing of biodiversity conservation.
Points for practitioners
- Biodiversity offset policy requires administrators to manage conflicting environmental and socioeconomic values.
- Technical decision tools reduce reliance on case-by-case decision-making, but multiple ambiguities persist.
- Backloading (post-approval condition-setting) defers values conflict, but reduces transparency, accountability, and policy effectiveness.
- Policy ambiguity must be reduced at the political level to facilitate effective biodiversity conservation.