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   3750篇
  免费   31篇
教育   2610篇
科学研究   317篇
各国文化   59篇
体育   348篇
综合类   2篇
文化理论   50篇
信息传播   395篇
  2022年   19篇
  2021年   38篇
  2020年   69篇
  2019年   107篇
  2018年   122篇
  2017年   112篇
  2016年   94篇
  2015年   63篇
  2014年   115篇
  2013年   848篇
  2012年   86篇
  2011年   94篇
  2010年   76篇
  2009年   76篇
  2008年   81篇
  2007年   74篇
  2006年   93篇
  2005年   83篇
  2004年   72篇
  2003年   71篇
  2002年   55篇
  2001年   49篇
  2000年   57篇
  1999年   51篇
  1998年   55篇
  1997年   46篇
  1996年   40篇
  1995年   35篇
  1994年   34篇
  1993年   39篇
  1992年   32篇
  1991年   38篇
  1990年   42篇
  1989年   42篇
  1988年   46篇
  1987年   43篇
  1986年   35篇
  1985年   32篇
  1984年   37篇
  1983年   43篇
  1982年   30篇
  1981年   21篇
  1980年   26篇
  1979年   42篇
  1978年   37篇
  1977年   29篇
  1976年   31篇
  1974年   25篇
  1973年   26篇
  1969年   19篇
排序方式: 共有3781条查询结果,搜索用时 15 毫秒
941.
The relationship between environmental design, communication, and organizational culture is examined to provide performance improvement practitioners with an analytical tool that helps determine appropriate interventions. Organizations are comprised of people who communicate and socially construct artifacts, norms, values, and assumptions that guide how they conduct business. That is, employees interact to create, maintain, and reify their organizational culture. One artifact of organisational culture that should be apparent to human performance technologists is the environmental design of the office in which the organization operates. While some performance improvement interventions focus on the orientation of humans to their physical surroundings (ie., ergonomics), our analysis focuses on the communication patterns and organizational culture imbedded in the physical environment. We posit that performance technologists should look beyond the explicit environment and analyze organizational culture to begin understanding the implicit nature of how employees perform. A case study is provided to illustrate how three levels of organizational culture can be used to analyze an environment in which employees work to determine appropriate performance improvement solutions.  相似文献   
942.
943.
944.
This study replicates, with additions, research done by Garnett and Treagust. Garnett and Treagust's interview questions for galvanic and electrolytic cells were used with modifications; concentration cell questions were asked in a similar manner. These questions were administered to 16 introductory college chemistry students after electrochemistry instruction. Student misconceptions most commonly encountered included notions that electrons flow through the salt bridge and electrolyte solutions to complete the circuit, plus and minus signs assigned to the electrodes represent net electronic charges, and water is unreactive in the electrolysis of aqueous solutions. New misconceptions identified included notions that half-cell potentials are absolute and can be used to predict the spontaneity of individual half-cells, and electrochemical cell potentials are independent of ion concentrations. Most students demonstrating misconceptions were still able to calculate cell potentials correctly, which is consistent with research suggesting that students capable of solving quantitative examination problems often lack an understanding of the underlying concepts. Probable origins of these student misconceptions were attributed to students being unaware of the relative nature of electrochemical potentials and chemistry textbooks making misleading and incorrect statements. A minor technical flaw in the Garnett and Treagust study is also addressed. J Res Sci Teach 34: 377–398, 1997.  相似文献   
945.
946.
947.
948.
949.
Williams  Logan D. A.  Woodson  Thomas S. 《Minerva》2019,57(4):453-477

Socio-technical governance has been of long-standing interest to science and technology studies and science policy studies. Recent calls for midstream modulation direct attention to a more complicated model of innovation, and a new place for social scientists to intervene in research, design and development. This paper develops and expands this earlier work to demonstrate how a suite of concepts from science and technology studies and innovation studies can be used as a heuristic tool to conduct real-time evaluation and reflection during the process of innovation – upstream, midstream, and downstream. The result of this new protocol is inclusivity mainstreaming: determining if and how marginalized peoples and perspectives are being maximally incorporated into the model of innovation, while highlighting common problems of inequality that need to be addressed.

  相似文献   
950.
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