首页 | 本学科首页   官方微博 | 高级检索  
文章检索
  按 检索   检索词:      
出版年份:   被引次数:   他引次数: 提示:输入*表示无穷大
  收费全文   81篇
  免费   9篇
  国内免费   1篇
  2020年   3篇
  2019年   3篇
  2018年   6篇
  2017年   3篇
  2016年   8篇
  2015年   2篇
  2014年   4篇
  2013年   12篇
  2012年   6篇
  2011年   6篇
  2010年   2篇
  2009年   2篇
  2008年   6篇
  2007年   4篇
  2006年   1篇
  2005年   3篇
  2004年   2篇
  2003年   1篇
  2002年   1篇
  2000年   4篇
  1999年   3篇
  1998年   1篇
  1994年   1篇
  1991年   1篇
  1990年   1篇
  1988年   1篇
  1985年   1篇
  1978年   1篇
  1969年   1篇
  1967年   1篇
排序方式: 共有91条查询结果,搜索用时 15 毫秒
21.
22.
Groups of rats which had incompletely learnt to escape from shock into the lit arm of a Y-maze, were tested for retention of the habit at various times after training. These times ranged from 30 min. to 17 days. Retention was found to be poor from 30 min. to 5 days, showed a marked improvement at 7 to 10 days and a subsequent decrement after 14 days. These results parallel those previously found for the differential susceptibility to cholinergic drugs of habits of different age. They provide further evidence that memory strength increases with time up to a point, and then gradually decreases.  相似文献   
23.
We studied whether high‐social dominant employees sustain hierarchies in different hierarchy‐enhancing and hierarchy‐attenuating organizations endorsing harsh and soft power tactics. We found that social dominance orientation was positively associated with harsh power tactics, and negatively associated with soft power tactics. Employees higher in social dominance orientation endorsed harsh and opposed to soft power tactics as respectively hierarchy‐enhancing and hierarchy‐attenuating legitimizing myths that promote a dominant‐submissive form of intergroup relationships. We also found that supervisors higher in social dominance, due to their dominant position, strongly opposed soft power tactics more than subordinates did. Amongst high‐social dominant employees in the hierarchy‐attenuating (vs. hierarchy‐enhancing) organization, we observed the strongest opposition to soft power tactics, which are the tactics most shared in an organization which tends to attenuate hierarchies.  相似文献   
24.
Four experiments were conducted to explore how people allocate social resources between meritorious and needy parties. As predicted, participants with high social dominance orientation (SDO), who prefer hierarchical relationships in society, favored meritorious parties. In contrast, participants with low SDO, who value social equality, favored needy parties. Participants appealed to merit- or need-based ideologies to justify their allocations. Apparently, the notion of fairness denotes merit-based reasoning to people with high SDO, whereas it denotes need-based reasoning for those with low SDO. Among the participants, merit- and need-based ideologies were not simply post hoc rationalizations, but rather mediated the allocation decisions. Implications for the study of ideology and for theories of distributive justice are discussed.  相似文献   
25.
Amnesic and control subjects were required to judge the recency and frequency of presentation of complex pictures. The pictures were shown either once or three times 10 min or 24 h before testing. In both groups recency judgements were influenced by frequency of presentation, and frequency judgements by recency of presentation. Because the amnesic patients were unable to discriminate between the effects of repeated presentation and recent presentation, it was concluded that their judgements were determined solely by trace strength. Because controls showed some ability to make this discrimination, it was concluded that their judgements were determined jointly by trace strength and specific information about time and frequency of presentation.  相似文献   
26.
27.
28.
29.
Using a random sample of 243 Muslims in Lebanon and Syria, we examined whether support for Hezbollah or for Al Qaeda is predicted by functionally-relevant emotional responses to specific threats perceived to be posed by Americans. In line with the sociofunctional approach, perceived resource domination threat from Americans elicited anger, and perceived value contamination threat elicited disgust/contempt toward Americans. Importantly, these intergroup emotions in turn differentially predicted support for Hezbollah and Al Qaeda through desires for the organizations to accomplish different goals to address the threat perceptions. Specifically, anger toward Americans predicted support for Hezbollah through desires for the organization to restore threatened symbolic resources by bringing pride and respect to Arabs. In contrast, disgust/contempt toward Americans predicted support for Al Qaeda through desires for the organization to protect threatened ingroup values by de-contaminating Islam from Western cultural influence. Theoretical explanations and implications for addressing and mitigating hostilities between the groups are discussed.  相似文献   
30.
The present study extends previous research on the influence of social dominance orientation (SDO) in international affairs by investigating the role of sociocognitive processes such as social identity complexity (SIC) and intergroup dehumanization in explaining the relationship between SDO and support for Arabs' autonomy. An Italian heterogeneous sample (N = 123), in terms of gender, age, political orientation, religiosity, and income level, was considered. We expected that those low on SDO would be more likely to support Arabs' autonomy, would have higher SIC, and would be less likely to dehumanize Arabs. We also expected that SIC and dehumanization would sequentially mediate the relationship between SDO and support for Arabs' autonomy. Results revealed that Italians low on SDO have higher SIC (i.e., a more inclusive social identity) which endorses lower dehumanization of Arabs. This in turn explained the influence of SDO on support for Arabs' autonomy. These findings integrate the literature about SDO and SIC and enhance the understanding of the sociocognitive processes underlying people's support for international egalitarian movements.  相似文献   
设为首页 | 免责声明 | 关于勤云 | 加入收藏

Copyright©北京勤云科技发展有限公司  京ICP备09084417号