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Theresa Goecke Florian Kunze 《European Journal of Work and Organizational Psychology》2020,29(3):462-476
ABSTRACT Most Western societies face the challenge of steadily ageing workforces. In recent decades, research on ageing has intensively focused on the subjective age concept to understand the challenges and risks of increasingly ageing workforces. Nevertheless, the subjective age construct is subject to several conceptual uncertainties, namely, regarding its stability and potential work-specific drivers of subjective age. We address these limitations by a) investigating the stability of subjective age in a worker sample, and b) identifying work-specific drivers (e.g., negative work events, positive work events, work stress) of subjective age perceptions. Building on social identity and lifespan theories, we test our conceptual assumptions with an online sample of 168 U.S. employees, applying growth curve modelling in a daily diary study over one workweek. Results indicate that subjective age is a mutable construct and varies between- and within-person in the course of a workweek. We identify positive work events and work stress as between-person drivers and negative work events as a within-person driver of subjective age. We discuss theoretical implications of these findings as well as consequences for practitioners. 相似文献
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While cognitive flexibility has been hypothesized to relate to adaptive, long‐term‐oriented behaviour, empirical support for such a relationship is scarce. In the present article, we examine the role of cognitive flexibility as a correlate of long‐term‐oriented behaviour in the domain of environmental conservation. In a first study (N = 143), we explored potential associations between multiple self‐report scales and performance‐based measures of cognitive flexibility and pro‐environmental behaviour. Based on its results, we conducted a pre‐registered confirmatory study (N = 264) focusing on the most promising correlations found in our exploratory study. This study generated conclusive support for a positive medium‐sized correlation between cognitive flexibility and pro‐environmental behaviour. Exploratory hierarchical regression analyses further revealed that cognitive flexibility accounted for a small portion of variance in pro‐environmental behaviour above and beyond the Big Five. While appearing robust on the level of self‐reports, the relationship between cognitive flexibility and pro‐environmental behaviour did not reliably extend to the level of performance tasks, possibly because of their relatively specific scope. These results illustrate the contribution of cognitive flexibility to understanding individual differences in long‐term‐oriented, pro‐environmental behaviour. © 2019 European Association of Personality Psychology 相似文献
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Once individuals learn the outcomes of events, they tend to overestimate the ability with which they could have predicted the event (hindsight bias). We discuss the relation between processing fluency and hindsight bias in the context of visual animations designed to clarify complex events. Visual reconstructions, by increasing clarity while masking gaps or uncertainty in the underlying data, have been shown to increase hindsight bias in legal settings. More generally, any computer‐generated visual may not only clarify data sets, but breed overconfidence. Further, by taking a broader view of judgments shift over time, a clearer portrait of hindsight bias may be achieved. 相似文献
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Synthese - An argument against global no miracles 相似文献
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Resilience has received increasing attention in organisational research; however, it has remained understudied in the context of acquisitions. This is surprising given acquisitions involve challenging events that would benefit from a consideration of organisational resilience. We outline how flexibility and redundancy, as dimensions of organisational resilience, influence acquisition outcomes. We find flexibility can lower negative impacts of competitor retaliation and employee resistance during acquisition integration, but this depends on a decentralised approach to managing integration. Additionally, it appears developing organisational resilience depends on acquisition experience. 相似文献