全文获取类型
收费全文 | 416篇 |
免费 | 39篇 |
出版年
2024年 | 1篇 |
2023年 | 5篇 |
2022年 | 5篇 |
2021年 | 16篇 |
2020年 | 19篇 |
2019年 | 22篇 |
2018年 | 27篇 |
2017年 | 29篇 |
2016年 | 27篇 |
2015年 | 18篇 |
2014年 | 19篇 |
2013年 | 47篇 |
2012年 | 43篇 |
2011年 | 29篇 |
2010年 | 22篇 |
2009年 | 16篇 |
2008年 | 18篇 |
2007年 | 12篇 |
2006年 | 10篇 |
2005年 | 9篇 |
2004年 | 9篇 |
2003年 | 8篇 |
2002年 | 9篇 |
2001年 | 2篇 |
2000年 | 4篇 |
1999年 | 7篇 |
1998年 | 4篇 |
1997年 | 1篇 |
1996年 | 1篇 |
1995年 | 1篇 |
1994年 | 4篇 |
1992年 | 1篇 |
1991年 | 1篇 |
1990年 | 1篇 |
1988年 | 1篇 |
1987年 | 1篇 |
1985年 | 1篇 |
1984年 | 1篇 |
1983年 | 1篇 |
1982年 | 1篇 |
1976年 | 1篇 |
1970年 | 1篇 |
排序方式: 共有455条查询结果,搜索用时 296 毫秒
451.
452.
Miriam Parise Silvia Donato Ariela Francesca Pagani Anna Bertoni Raffaella Iafrate Dominik Schoebi 《The Journal of social psychology》2020,160(5):576-588
ABSTRACT Perceived superiority, the tendency to regard one’s own relationship as better than other people’s relationships, is a key relationship maintenance mechanism. Little is known about whether and how it changes during the transition to marriage, a pivotal moment in most couples’ life cycle. In a longitudinal study following 97 couples for three waves across the transition, men presented stable perceived superiority, whereas women presented a curvilinear change in superiority perceptions, with a substantial increase in perceived superiority between T1 and T2 and a significantly reduced change between T2 and T3. In addition, trajectories differed according to partners’ commitment level. More committed and less committed partners both showed a curvilinear change in perceived superiority, though following different patterns. Results point to the functional value of perceived superiority, which emerges as a strategy aimed at sustaining partners through the challenges deriving from the transition to marriage. 相似文献
453.
454.
455.
Hong Bui Vinh Sum Chau Marta Degl'Innocenti Ludovica Leone Francesca Vicentini 《Psychologie appliquee》2019,68(4):621-657
The Input-Process-Output framework is adopted to examine the impact of diversity attributes (the input) on communication (the process) and their influence on performance (the output), to understand the internal group/team working mechanisms of organisational resilience. A meta-analysis of 174 correlations from 35 empirical studies undertaken over 35 years (1982–2017) showed that members of a team who have different experiences are more likely to share information and communicate openly when they deal with a task that requires collaboration outside the team. This supports the view that organisations are more resilient by being more closely connected with the external environment. Differences in social categories tend to favour openness of communication, especially in the case of age diversity and race/ethnicity diversity. An increase in openness of communication is likely to enhance team performance, particularly for small and medium-sized teams operating in manufacturing industries, while frequency of communication can be beneficial for both large and medium-sized teams working in the high technology industry. The positive workings of these associations form the resilient organisation. 相似文献