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81.
By their nature IT projects have a major impact on any organization. It is essential to understand the reasons for success and failure, and to create the correct environment for success. Users are key stakeholders who must be involved at an early stage if success is to be achieved. There are two categories of user in IT projects - the end-users themselves, and those who will support and maintain the system.  相似文献   
82.
A reciprocal impact hypothesis posits an influence of gender-related traits (agency and communion) on role enactment and a reciprocal impact of role enactment on gender-related traits, for both men and women. Specifically, in this study it was predicted that agency influences career success and career success influences agency. In addition, the reciprocal influence of communion and family roles was examined. A prospective study with almost 2,000 university graduates, who were tested after graduation and 1.5 years later, clearly supported the reciprocal impact hypothesis for agency and career success. Communion influenced family roles, but there was no reciprocal influence. Implications for theories of career success and of sex and gender are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)  相似文献   
83.
The aim of this article is to discuss obstacles and success conditions for renewable energy sources in the EU-Accession States and to compare them with the framework in the EU-15. Besides the ten states which will join the EU in 2004, Bulgaria and Romania which will probably join in 2007 as well as Turkey are analysed. Most of these countries have had a century-long tradition in the utilisation of RES, primarily in biomass and hydropower. However, the communist regimes were convinced of the superiority of large-scale systems and converted the energy sectors into centralised units. Due to this dominating belief system more decentralised applications such as installations using renewable energies had to close.  相似文献   
84.
    
This study provides empirical evidence to the body of knowledge in Agile methods adoption in small, medium, and large organizations in the global context. This research explores facilitators and inhibitors of Agile methods adoption in software development organizations. A survey was conducted among Agile professionals to gather survey data from 52 software organizations in seven countries across the world. This study found many facilitators of Agile adoption to be significant such as customers’ dominant issues, encouragement, project champion, highly competent team, use of tools, etc. Similarly a correlation analysis revealed multiple inhibitors as significant: absence of a full set of right Agile practices, absence of customer presence, absence of tracking mechanisms during Agile progress, and failure to determine the role of the client. The present study identifies that an Agile team with high expertise and competence leads to higher quality in software, customer satisfaction along with return on investment (ROI) while a small Agile team increases ease in handling changing requirements, customer satisfaction, reduced delivery time, and increased ROI. Frequent delivery accelerates better control over work, adds to software quality, customer satisfaction, and in shortening delivery time along with increase ROI. It has also been observed that providing essential features early leads to increase in software quality and customer satisfaction. This study confirms that active customer focus leads to better control over work. Further, absence of customer decreases dealing with changing requirements, and customer satisfaction while absence of progress tracking lowers customer satisfaction.  相似文献   
85.
    
In an attempt to remain competitive, manufacturers increasingly offer integrated product-service systems (PSSs). This transition from physical products to PSSs calls for new ways of working, for example in the product development process. However, so far only limited attention has been put on capabilities needed to succeed with PSS innovation in the very early development phases – often referred to as the fuzzy front end (FFE). This article, therefore, has a dual aim: first, to further our understanding of capabilities for PSS innovation in the FFE, and second, to determine how these capabilities are linked to PSS innovation capabilities needed in subsequent development phases. Empirical data were collected from an ongoing industrial project developing an innovative PSS offering in a large manufacturing company. Individuals connected to the project reported major challenges, both experienced in the FFE and anticipated in later phases, which provided valuable information regarding capabilities needed to succeed with the endeavour. Findings reveal four links of PSS innovation capabilities: (1) adapting vocabulary and mental models to PSS, (2) handling the ‘intangible aspect’, (3) bridging organisational structures, and (4) managing new business models. PSS innovation capabilities in the FFE are also found to be of higher order (dynamic) compared to capabilities in later development phases.  相似文献   
86.
Lean practices are known to increase operational performance. Previous research has identified critical success factors for implementing lean practices. This research aims to examine the extent to which success factors are critical for various degrees of lean practice implementation. Using multiple-respondent self-assessments from 33 Dutch manufacturing small and medium-sized enterprises (SMEs), we conducted a Necessary Condition Analysis. Our findings indicated that the criticality of success factors is progression dependent. In the initial stages of the lean journey, SMEs could improve their lean practices in a bottom-up manner through local factors such as a learning focus, improvement training and support congruence. When lean practices are more advanced, some company-wide factors must be present: top management support, a shared improvement vision and a supplier link. Our findings question the universality of success factors such as strategic involvement and indicate the need for a more dynamic model of lean implementation.  相似文献   
87.
    
《Bautechnik》2017,94(4):237-247
BIM in infrastructure construction of German Railway – prerequisites for a successful introduction Major projects in infrastructure construction often have the reputation of being unsuccessful. Even though this generalization unduly ignores the high percentage of successful projects, it is undisputed that there is a need for action to successfully realize major projects with a higher success rate. The successful realization of a large‐scale project demands that the initial requirements of the project are met in full. The project requirements include the requirements regarding quality, costs and deadlines. If the quality concept is properly interpreted, the requirements of occupational health and safety, careful handling of the environment, the organisation and processes, the market requirements and the requirements of the public opinion must also be met. The question is whether the use of Building Information Modeling (BIM) can help to meet the project requirements of large‐scale projects. If the introduction of BIM is understood more than 3D CAD planning, namely the integral control of projects using numerical models, the question can be answered clearly positive. A prerequisite for a successful introduction of BIM is, however, the parallel cultural change towards a partnership‐based project management, combined with adapted processes, organizational forms and a professional risk management.  相似文献   
88.
    
Over the last decade, the use of agile methods has grown dramatically for software development. Agile methods guarantee to accelerate the delivery of remarkable software with increased user satisfaction and reduced cost. However, in recent years, due to the emergence of green software engineering, software developers are compelled to focus more on green and sustainable aspects of software. Green software engineering aims to design, develop, and use the software with confined energy and computing resources. Recently, software engineers in global software development have adapted agile methods for quick, interactive, and environment‐friendly software development. In this study, we have identified 16 success factors, through systematic literature review (SLR) and applied contrived search criteria derived from the research questions; 80 relevant papers were identified and reviewed. Findings of the SLR study were then empirically validated through questionnaire survey in global software development industry, in which 106 experts from 25 different countries participated. The findings of our industrial survey are mostly in coherence with the SLR findings. However, there is a difference in ranks of the various success factors across the 2 data sets (SLR and industrial survey).  相似文献   
89.
在分析一般IS/IT项目关键成功因素的基础上,结合多主体信息系统集成项目的特点,提出项目管理、知识管理、项目环境是多主体信息系统集成项目的关键成功因素.通过对238份有效问卷的实证研究发现,项目管理有项目控制和项目协调两个维度,知识管理有知识共享与扩散、知识重用两个维度,项目环境有IT规划、管理基础和IT技术三个维度.路径分析结果表明,知识管理对系统集成项目的时间、费用和质量目标的实现均有显著影响;项目管理对时间、费用目标的实现也有显著影响,但对质量目标的实现影响不显著;项目环境对质量目标的实现影响显著,但对时间、费用目标的实现影响不显著.  相似文献   
90.
    
Agile practices become increasingly popular for projects and project portfolios offering firms a higher flexibility to adapt to dynamic environments. This study investigates the antecedents and consequences of agile practices' relevance for strategy formulation in project portfolio management processes. Building on complex adaptive systems theory, we hypothesize a positive relationship between agile capabilities and emerging strategy initiatives and eventually portfolio success. Agile capabilities refer to both the project portfolio organization's intensity of and competence in applying agile practices. Using a sample of 135 portfolios and multiple informants for each portfolio, the results support entrepreneurial orientation and voice behavior as antecedents for agile capabilities. Furthermore, the findings support an agile portfolio's positive relationship with emergence recognition and overall portfolio success. The findings contribute to the literature by identifying two significant antecedents of agile capabilities as well as empirically demonstrating the positive relationship between agile portfolios and emerging strategy recognition. For practitioners, the study encourages the application of agile practices by stressing the general positive influence of agile capabilities and underlines entrepreneurial orientation and voice behavior as important methods of empowerment for agile portfolio processes.  相似文献   
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