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Located in Lafayette, Indiana, Purdue University has a well‐established history as a land‐grant university with strong science, technology, engineering, and math (STEM) programs. Purdue’s learning design and technology (LDT) program resides in the Department of Curriculum and Instruction within the College of Education. Residential PhD and master’s programs as well as fully available online master’s programs are provided. The LDT program has specialized offerings in a corporate or education track for their master’s students, embracing various needs and interest in corporate, government, and non‐profit settings as well as K‐12 and higher education settings, respectively. The LDT program has 10 full‐time well‐established faculty members, and they are actively involved in research and development activities, often involving students. The program is working on developing the knowledge and skills of the program’s graduates by incorporating innovative approaches such as competency‐based programs, badging, and portfolios. –Yeol Huh, PhD, and Sung “Pil” Kang, PhD, column editors 相似文献
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Conclusion The most important finding from this study is that if one adheres to the guidelines from the literature on staff development and educational change, teachers can and will change their teaching behaviors. It is very easy, however, to underestimate the time and resources required to implement change in schools. Even a seemingly simple change such as increasing use of educational computing, which teachers can implement in their individual classrooms without an overhaul of schools, is immensely complex and difficult. Helping teachers and schools change requires a systematic effort, with intensive on-going support over a period of three or more years. Science educators, school leaders, and the public must learn that school improvement is not an event but a continual process of renewal and refinement. This study demonstrates the importance of allocating resources to staff development and implementation along with those for curriculum development. Fortunately, the National Science Foundation has recognized the importance of implementation in school improvement by requiring that implementation be an integral part of all curriculum development projects it funds. As Hall (1986) said, “It is not enough to build pretty boxes; what is important is to get the boxes used.” This article is based on work supported by the National Science Foundation under Grant No. MDR-8470061. Any opionions, findings, and conclusions or recommendations expressed in this publication are those of the authors and do not necessarily reflect the views of the National Science Foundation. 相似文献
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Performance improvement interventions, including training, are investments that can yield identifiable payoffs for an organization in the form of better job performance. Evaluation is vital to continuous improvement of human performance in the workplace. Without measures of effectiveness, organizations do not know whether dollars are being spent wisely and, consequently, whether to continue, modify, or improve performance interventions. There are several approaches for the evaluation of training programs. Few adequately cover the broader perspective of performance improvement. Various schemes and terms are used to describe facets for evaluating training programs. However, sometimes different terms describe the same event. At other times, quite different training evaluation activities are discussed by different authors using the same terms. The present article reviews six overall evaluation perspectives of corporate training programs: Kirkpatrick's four‐level approach; the CIRO approach; Hamblin's five‐level approach; Florida State University approach; Indiana University approach; and Phillips' five‐level approach. And four research areas for further study are recommended: overall evaluation models, causal relationships between evaluation categories, systematic research on how to evaluate the various categories, and appropriate uses of the results of evaluations. 相似文献
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The purpose of this review was to synthesize the research on the relationship between performance on Piagetian tasks of concrete operations and performance on mathematics learning tasks in order to determine whether the Piagetian tasks make useful readiness measures. The research consistently indicates that, while there is a positive correlation between performance on Piagetian tasks and mathematics achievement, many school mathematics tasks can be mastered by children who have not yet developed the reasoning abilities measured by Piagetian tasks. This does not diminish the validity of Piaget's theory, but rather suggests that the kinds of reasoning processes identified by Piaget are not essential in solving many school mathematics tasks. 相似文献
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Institutional leadership and management are two entirely different, yet intimately intertwined, aspects of the overall effective functioning of a higher education institution (HEI). This paper is intended to (1) define and differentiate between the two concepts, (2) critically discuss their importance and vital interdependence, (3) discuss circumstances that can create conflict or compatibility between these concepts, (4) critically examine models of strategic planning and suggest a better approach to this process, and (5) offer suggestions for the improvement of both leadership and management in the context of co-existence within a redefined strategic planning environment. 相似文献
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This is the 14th ERIC/ECTJ Annual Review Paper, preparation of which was supported by the ERIC (Educational Resources Information
Center) Clearinghouse on Information Resources, Syracuse University. The material in this article was prepared pursuant to
a contract with the National Institute of Education, U.S. Department of Education. Contractors undertaking such projects under
govemment sponsorship are encouraged to express freely their judgement in professional and technical matters. Points of view
or opinions do not necessarily represent the official view or opinion of the NIE.—Ed. 相似文献
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