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Joshua Shepherd 《Australasian journal of philosophy》2015,93(2):335-351
Common-sense folk psychology and mainstream philosophy of action agree about decisions: these are under an agent's direct control, and are thus intentional actions for which agents can be held responsible. I begin this paper by presenting a problem for this view. In short, since the content of the motivational attitudes that drive deliberation and decision remains open-ended until the moment of decision, it is unclear how agents can be thought to exercise control over what they decide at the moment of deciding. I note that this problem might motivate a non-actional view of deciding—a view that decisions are not actions, but are instead passive events of intention acquisition. For without an understanding of how an agent might exercise control over what is decided at the moment of deciding, we lack a good reason for maintaining commitment to an actional view of deciding. However, I then offer the required account of how agents exercise control over decisions at the moment of deciding. Crucial to this account is an understanding of the relation of practical deliberation to deciding, an understanding of skilled deliberative activity, and the role of attention in the mental action of deciding. 相似文献
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Kay AC Shepherd S Blatz CW Chua SN Galinsky AD 《Journal of personality and social psychology》2010,99(5):725-739
It has been recently proposed that people can flexibly rely on sources of control that are both internal and external to the self to satisfy the need to believe that their world is under control (i.e., that events do not unfold randomly or haphazardly). Consistent with this, past research demonstrates that, when personal control is threatened, people defend external systems of control, such as God and government. This theoretical perspective also suggests that belief in God and support for governmental systems, although seemingly disparate, will exhibit a hydraulic relationship with one another. Using both experimental and longitudinal designs in Eastern and Western cultures, the authors demonstrate that experimental manipulations or naturally occurring events (e.g., electoral instability) that lower faith in one of these external systems (e.g., the government) lead to subsequent increases in faith in the other (e.g., God). In addition, mediation and moderation analyses suggest that specific concerns with order and structure underlie these hydraulic effects. Implications for the psychological, sociocultural, and sociopolitical underpinnings of religious faith, as well as system justification theory, are discussed. 相似文献
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Shepherd Ivory Franz 《The Journal of general psychology》2013,140(3):401-411
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Elizabeth A. Franz 《Journal of motor behavior》2013,45(4):380-381
The author compares some critical findings of F. Mechsner and his colleagues with related results from other laboratories to point out that when higher levels of representation are available, those levels might come to be the focus of attention and control motor actions by overriding constraints at lower levels of the system. 相似文献
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A Test of Order-Constrained Hypotheses for Circular Data With Applications to Human Movement Science
Researchers studying the movements of the human body often encounter data measured in angles (e.g., angular displacements of joints). The evaluation of these circular data requires special statistical methods. The authors introduce a new test for the analysis of order-constrained hypotheses for circular data. Through this test, researchers can evaluate their expectations regarding the outcome of an experiment directly by representing their ideas in the form of a hypothesis containing inequality constraints. The resulting data analysis is generally more powerful than one using standard null hypothesis testing. Two examples of circular data from human movement science are presented to illustrate the use of the test. Results from a simulation study show that the test performs well. 相似文献
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This article applies the analytic rigor of philosophy to the vexed topic of business strategy, and uses the objective, public evidence of business strategy as an existence proof for the possibility of free will and purpose in the private realm of subjective intentionality. The first part distinguishes three types of intentionality in philosophy—purposive intentionality, referential intentionality, and the problematic intentionality of a godlike, miraculous “inner intender.” After rejecting this third type of intentionality, and noting that its rejection saves the first two types of intentionality from guilt by association, the second part draws parallels with three types of strategy in business: purposive, referential, and godlike. The first defines the goals and objectives of a company; the second picks out and targets consumers in market driven strategy; and the third, with the help of philosophical reflections, demands a rethinking of the function of leadership without reliance on a single, godlike leader. In the third part of this article, the existence proof from the public world of business is used to shed light on the possibility of intentionality in the private world of subjective intentionality. Finally, the article draws conclusions for its three audiences: for the philosophers, with credit to Nietzsche who saw it all, a greater clarity about intentionality and free will; for business people, greater clarity about the importance of purposiveness and strategic intent; and for business philosophers, a demonstration showing how—through strategy and intentionality—we can both create value and give meaning to the lives of our employees, ourselves, and our customers. 相似文献
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Rick E. Ridnour Felicia G. Lassk C. David Shepherd 《Journal of Personal Selling & Sales Management》2013,33(3):247-254
Growing, or even simply sustaining, profitability in today's rapidly changing environment is a daunting task. Today's firm must contend with increasing competition, changing customer requirements, and unprecedented technological change. Further, changing government regulations, such as the recent wave of deregulation, have dramatically changed the way business has traditionally been done in certain industries. In such a turbulent environment many firms have discovered that a total organizational sales effort is necessary. For many firms, this means a paradigm shift that involves strengthening their sales culture.The purpose of this study is to empirically examine the sales culture (SC) concept and discuss its importance in contemporary business strategy. First, we will discuss market orientation from a corporate culture perspective. Second, the sales culture component of a market orientation will be defined and examined. Third, an exploratory investigation of constructs associated with sales culture will be investigated using an example taken from an industry that is experiencing rapid change, the banking industry. Finally, strategic implications, limitations and suggestions for future research will be shared. 相似文献