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Horst P. Schecker 《Science & Education》1992,1(1):71-76
Analysing the paradigmatic shift from Peripatetic to Galilean physics can help to understand students' difficulties in learning Newtonian mechanics. This article promotes the use of historical texts in physics teaching as a means to support students in becoming aware of the structural differences between everyday life and scientific views of the world. The question is: Does conceptual change require paradigmatic change? 相似文献
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Jessica N. Jacovidis Kelly J. Foelber S. Jeanne Horst 《Journal of Experimental Education》2017,85(4):535-558
Often program administrators are interested in knowing how students benefit from participation in programs compared to students who do not participate. Such comparisons may be sullied by the fact that participants self-select into programs, resulting in differences between groups prior to programming. By controlling for researcher-identified–self-selection variables, propensity score matching enables researchers to create comparable matched groups. However, when employing propensity score matching, researchers are faced with a plethora of matching options. In the current study, we compared the quantity and quality of matches obtained when applying common matching techniques to real data. The methods produced matches of varying quantity and quality. Moreover, group comparisons on the outcome led to different conclusions depending on the matching method employed. 相似文献
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Albert H. Rubenstein Charles F. Douds Horst Geschka Takeshi Kawase John P. Miller Raymond Saintpaul David Watkins 《Research Policy》1977,6(4):324-357
This paper reports on four studies (in France, Germany (FRG), Japan, and United Kingdom) exploring reactions of industrial managers to government incentives (GIs), laws, policies, regulations, and other interventions intended to stimulate technological innovation. Propositions supported by the results are: (1) there are significant differences among industrial managers in different countries in their attitudes toward government actions relevant to the RD/I process; (2) Government actions to stimulate innovation are not perceived as salient to industrial RD/I (R&D/Innovation) decision making; and (3) Government actions in general are perceived to delay introduction of innovations into the market.German and Japanese firms seemed most aware of, and favorably disposed toward, GIs. Low technology firms in the UK were more supportive of GIs than high technology firms. The opposite was the case in Japan and France, while little overall difference existed among firms in Germany. One must exercise care, however, in drawing inferences from such international comparisons; countries differ in the nature, scope, and administration of programs, as well as the effect of cultural characteristics. Managers in all countries were unanimous that general government policies (economic and otherwise) and general market and competitive conditions have a more significant impact on firm RD/I decision making than the specific incentive programs. Incentive programs were, with some exceptions, considered orders of magnitude too small to be of significance. The burden of administering procedurally complex and inflexible incentive programs and dealing with cumbersome government bureaucracy were considered significant detriments. General infrastructural elements such as the educational system, social recognition and support, and government standards-setting were considered more important than direct incentives. 相似文献
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Sven-Ove Horst 《媒体管理杂志》2013,15(3):157-174
This article continues and extends the emerging scholarship of strategic media management by examining the day-to-day challenges that media managers face when managing strategic renewal in traditional print-oriented media firms. The aim, in particular, is to shed light on the tensions and paradoxical situations that middle managers need to deal with in contexts where taken-for-granted industry recipes and well-established business practices have become problematized as a result of industry-wide technological and cultural change. Based on an empirical case study, the article identifies and elaborates on three interconnected paradoxes, rooted in the history of the company and past decisions of its top-management: (1) balancing employees’ needs for stability with organizational needs for change; (2) bridging employees’ needs for security and tradition and the organizational need for learning and taking risks; as well as (3) reconciling employees’ needs to “focus on themselves” with organizational needs to collaborate for collective success. Theoretically, the article contributes to the literature by working toward a new paradox perspective on managing strategic renewal in media organizations. This theoretical perspective is offered as an interpretive framework for empirically exploring and critically examining the dynamics and complexities of strategic media management in the continuously changing business environments of the industry. 相似文献
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Jeremy Kilpatrick Edmund King Pierre Ferran Nicolas Hans A. Harry Passow Graeme Kemelfield Eric Ashby Mark Blaug Franklin Parker F. Walz Fritz Borinski Russell F. Farnen Robert F. Lawson Horst Magdeburg Robert J. Havighurst David A. Walker Alexandre Vexliard Josef Havlíček Otto Peters Hans Tutken M. A. Boisard George Z. F. Bereday 《International Review of Education/Internationale Zeitschrift für Erziehungswissenschaft/Revue internationale l'éducation》1969,15(1):83-120
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Horst Brendel Ronald Hartwig Angela Näther Gerhard Schad 《Higher Education in Europe》1989,14(3):23-30
The authors focus on the university department as the basic administrative and productive unit in the managerial structures of universities in the German Democratic Republic. For the authors, the departmental structure is more efficient in almost every way than the former system of faculties and chairs because it permits a more rational use of available human, material, technical, and financial resources. Departments which are structured in terms of specific disciplinary and scientific criteria can more easily forge links with other departments with regard to interdisciplinary projects and programmes. They are also in a position to interact more efficiently with outside partners, in industry, for instance. The authors focus their study on the Department of Mechanical Engineering at the Technological University of Karl‐Marx‐Stadt by reference to which they illustrate the versatility of university departments in general and the advantages of such management concepts as decentralization and individual initiative and responsibility. 相似文献
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