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81.
SCOTT FRANK 《Science as culture》2013,22(4):427-469
Carl Sagan would have been proud of the film’s scientific accuracy if he had lived to see the film through to its conclusion... (Dennis Schwartz writing on Contact in Ozus’ World Movie Reviews). Find me a scientist! A geologist! Someone who can tell me what the hell is going on! [Mike Roark (Tommy Lee Jones) in Volcano]. Surprisingly enough, when Tommy Lee Jones shouts out this line during the eruption of Mt. Wilshire in Volcano, he actually echoes the cries of some of the most powerful people in Hollywood. Twenty per cent of the top grossing films of all time have had scientific or technical consultants,1 as did the 2000 and 2001 Best Picture Oscar winners (Gladiator and A Beautiful Mind), several of the top-rated television shows of recent years (C.S.I.: Crime Scene Investigation and The X-Files among them), and a prodigious number of other entertainment industry products. This is a paper about the experience of science consultants in Hollywood. It examines the process through which their input is secured and incorporated by filmmakers, and how that knowledge is part of a process of commodification of scientific knowledge through which those filmmakers play with the concept of reality as part of the industry and craft of the dream factory. It interrogates the idea of reality as viewed through native eyes: as social scientists, when the producer of the movie Spider-Man says during an interview that his movie is very accurate scientifically, our duty is not to stare back at him in disbelief, but to take that sentiment and try to understand the cultural framework that enables him not just to say this with a straight face, but to mean it. 相似文献
82.
We challenge the assumption that within-team variability in team efficacy is simply a methodological concern and statistical prerequisite. We do so by developing a theoretical model and research agenda for the study of dispersion in team efficacy. We construct a taxonomy that distinguishes 4 distinct forms of dispersion in team efficacy, discuss the antecedents to these forms of dispersion, and examine how the forms of efficacy dispersion impact team emergent states, processes, and effectiveness. 相似文献
83.
Despite the considerable importance often attributed to interpersonal perception between married partners, family members, and other intimates, there have been few theoretical developments that address the distinctive factors affecting perception in these contexts. This article draws upon a broad literature review to suggest how interpersonal perception between intimates may be affected by such factors as familiarity, emotionality, behavioral interdependence, and ideological beliefs about intimacy. Particular attention is given to the role of perceptual bias in intimate conflict and relationship adjustment. 相似文献
84.
Abstact: This article responds critically to Tom Rockmore's essay “On Classical and Neo‐Analytic Forms of Pragmatism,” which appeared in Metaphilosophy in 2005. Rockmore charges analytic pragmatism with having a conflicted epistemology, relying on incoherent appropriations of Hegel, and maintaining an unpragmatic commitment to metaphysical realism. We rebut these charges by arguing that what Rockmore sees as conflicted in analytic pragmatist epistemology is simply fallibilism, that appropriations of Hegel needn't be as global as Rockmore claims, and that commitments to metaphysical realism need not disqualify philosophers from being pragmatists. 相似文献
85.
SARAH W. WHITTON SCOTT M. STANLEY HOWARD J MARKMAN BRIAN R. BAUCOM 《Personal Relationships》2008,15(4):533-550
In an exploration of the links between relationship quality and depression, the extent to which women’s weekly reports of depressive symptoms vary as a function of same‐week relationship functioning was tested. A sample of 161 married or cohabiting U.S. women completed measures of relationship functioning, mood, and depressive symptoms weekly for 12 weeks. In a series of hierarchical linear models, results of within‐subject analyses indicated that depressive symptoms were negatively associated with same‐week relationship functioning. Weekly fluctuations in mood did not account for these associations. Results of between‐subjects analyses suggested that women low in stereotypical masculinity and in relationships of shorter duration are particularly likely to show increased depressive symptoms during weeks when they experience poorer relationship functioning than usual. 相似文献
86.
TIME MATTERS IN TEAM PERFORMANCE: EFFECTS OF MEMBER FAMILIARITY, ENTRAINMENT, AND TASK DISCONTINUITY ON SPEED AND QUALITY 总被引:2,自引:0,他引:2
DAVID A. HARRISON SUSAN MOHAMMED JOSEPH E. MCGRATH ANNA T. FLOREY SCOTT W. VANDERSTOEP 《Personnel Psychology》2003,56(3):633-669
We compared the speed and quality of performance for familiar , initially unfamiliar but continuing , and one-shot (single session) teams. We also proposed and observed entrainment effects for task time limits. Over the course of weekly sessions with changing tasks, continuing teams reached speed levels of the initially familiar teams, but the one-shot teams were consistently slower. Continuing teams also tended to have higher-quality output than the one-shot teams. There were no differences in how quickly each type of group entrained to time limits on the tasks. Entrainment was not robust to task discontinuity (Task A, then B). However, entrainment on repeated trials of a task persisted even when a different type of task "interrupted" those repeated trials (Task A, then B, then A again). Results compel a richer incorporation of time as a medium for complex task sequences, and time-based constructs as a feature of team membership in the study of group effectiveness. 相似文献
87.
D. SCOTT DERUE JENNIFER D. NAHRGANG NED WELLMAN STEPHEN E. HUMPHREY 《Personnel Psychology》2011,64(1):7-52
The leadership literature suffers from a lack of theoretical integration ( Avolio, 2007 , American Psychologist, 62, 25–33). This article addresses that lack of integration by developing an integrative trait‐behavioral model of leadership effectiveness and then examining the relative validity of leader traits (gender, intelligence, personality) and behaviors (transformational‐transactional, initiating structure‐consideration) across 4 leadership effectiveness criteria (leader effectiveness, group performance, follower job satisfaction, satisfaction with leader). Combined, leader traits and behaviors explain a minimum of 31% of the variance in leadership effectiveness criteria. Leader behaviors tend to explain more variance in leadership effectiveness than leader traits, but results indicate that an integrative model where leader behaviors mediate the relationship between leader traits and effectiveness is warranted. 相似文献
88.
Virtually all of the studies that have examined the relationship between organizational citizenship behaviors (OCBs) and unit or organizational effectiveness have focused on affiliation‐oriented as opposed to challenge‐oriented forms of OCB, and no study has examined the mechanisms through which OCBs influence unit or organizational effectiveness. Therefore, the purpose of this study is to examine the main and interactive effects that challenge‐oriented and affiliation‐oriented OCBs have on organizational effectiveness through their impact on workgroup task performance. Results from a sample of 150 limited‐menu restaurants showed that the relationship between challenge‐oriented OCBs and workgroup task performance has an inverted‐U shape and is moderated by affiliation‐oriented OCBs, and that workgroup task performance completely mediated the impact of challenge‐ and affiliation‐oriented OCBs (and their interaction) on organizational outcomes (i.e., sales dollars, profit as a percentage of sales, and employee turnover). Specifically, the findings showed that challenge‐oriented OCBs have a positive impact on workgroup task performance up to a point, and beyond that point only when certain enabling conditions (i.e., high levels of affiliation‐oriented OCBs) are present. Implications are discussed. 相似文献
89.
90.
ASSESSING THE CANDIDATE AS A WHOLE: A HISTORICAL AND CRITICAL ANALYSIS OF INDIVIDUAL PSYCHOLOGICAL ASSESSMENT FOR PERSONNEL DECISION MAKING 总被引:1,自引:0,他引:1
SCOTT HIGHHOUSE 《Personnel Psychology》2002,55(2):363-396
Although individual assessment is a thriving area of professional practice in industry, it receives little, if any, attention from textbooks on industrial psychology or personnel management. This article is an attempt to establish individual assessment's place in the history of personnel selection, and to examine why the practice has survived despite receiving little attention in research and graduate training. It is argued that the clinical, holistic approach that has characterized individual-assessment practice has survived primarily because the "elementalistic" testing approach, focusing on traits and abilities, has often been dismissed as inadequate for addressing the complexities of the executive profile. Moreover, public displeasure with standard paper-and-pencil testing in the 1960s and 1970s made the holistic approach to assessment an attractive, alternative. The article contrasts individual assessment practice with the current state of knowledge on psychological assessment and personnel decision making. Like psychotherapy in the 1950s, individual psychological assessment appears to have achieved the status of functional autonomy within psychology. 相似文献