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81.
In this study, we examined how and when transformational leadership affected team knowledge exchange. Taking a goal pursuit perspective, we hypothesized two parallel mediating mechanisms—team knowledge goal generation and team knowledge goal striving—linking transformational leadership to team knowledge exchange. In addition, we investigated whether team-level team-member exchange served as a boundary condition that qualified the effects of transformational leadership on team knowledge goal generation and striving. We tested our hypotheses using time-lagged data from 118 work teams of a large Chinese manufacturing firm. Our findings provided support for the proposed parallel mediating mechanisms (i.e., team knowledge goal generation and team knowledge goal striving) that linked transformational leadership to team knowledge exchange. In addition, we found that team-level team-member exchange could strengthen the positive effect of transformational leadership on team knowledge exchange via team knowledge goal generation. By taking the novel lens of team goal pursuit, this study contributes to the literature on leadership and teams by shedding light on how transformational leadership triggers the goal pursuit process of team knowledge exchange. 相似文献
82.
This study seeks to advance our understanding of the leadership consequences that may ensue when supervisors and their teams have similar versus differing orientations toward the past. Integrating a leader–team fit perspective with functional leadership theory, we cast incongruence between supervisor and team past temporal focus as a key antecedent of supervisors' active (i.e., task-oriented and relationship-oriented) and passive (i.e., laissez-faire) leadership behaviors toward the team. We tested our hypotheses in a team-level study that included a field sample of 84 supervisors and their teams using polynomial regression and response surface analyses. Results illustrated that supervisors demonstrated more task-oriented and relationship-oriented leadership when supervisors' and their team's past temporal focus were incongruent rather than aligned. Furthermore, in situations of supervisor–team congruence, supervisors engaged in less task-oriented and relationship-oriented leadership and more laissez-faire leadership with higher (rather than lower) levels of supervisor and team past temporal focus. In sum, these findings support a complex (mis)fit model such that supervisors' attention to the past may hinder their productive leadership behaviors in some team contexts but not in others. Hence, this research advances a novel, multiple-stakeholder perspective on the role of both supervisors' and their team's past temporal focus for important leadership behaviors. 相似文献
83.
Liang Dong 《中国人口.资源与环境(英文版)》2017,15(1):32-38
As the biggest global emitter of greenhouse gases, China is an extremely important actor in international climate negotiations. During the climate summit in Copenhagen, China was blamed for its uncooperative positions particularly from the US side. However, in the Paris climate process, China's participation in international negotiations is more active, and has become a wellrecognized promoter of the Paris Agreement. To understand China's climate policy, the economic and diplomatic strategy should be taken into consideration, especially the changes in the ideas of China's global governance rooted from domestic politics discourse. Moreover, China's symmetrical changes within domestic and international dimension possibly bring out more balanced climate policies and thus the constructive role of China will be the normalcy in the future United Nations Framework Convention on Climate Changenegotiations. However, the negotiations after the US presidential elections may change dramatically and yields great uncertainty for global action. Thus, the vacuum of power may be a possible scenario. Will China reinforce its role toward leadership or go back to group politics? This article examines China's concerns, motives, and possible path to climate leadership in the current debate. 相似文献
84.
Reconciling conservation and social justice imperatives is a major challenge facing many postcolonial states worldwide. Where historically disenfranchised communities have laid legal claim to protected areas, the typical resolution has been collaborative management agreements between the state and claimant communities. The real outcomes of such strategies for people and ecosystems have been seriously questioned, although alternative approaches are seldom explored. Here, we reflect on one such alternative that was pursued in a case in South Africa, where the land was handed back to the community and a replacement protected area created. Our objective was to explore the opportunities and trade-offs associated with this approach for communities and conservation agencies alike, and to compare these to typical collaborative management outcomes. Methods included key informant interviews, focus group discussions and household surveys. We find that, surprisingly, this approach created more benefits for the conservation agency than for claimant communities. Indeed, the community experiences bore a striking resemblance to those experienced in collaborative management settings: intra-community conflict, confusion over leadership and serious questions about the boundaries of the “community”. Processes aimed at redressing past injustice in disputes over conservation land, regardless of the approach adopted, must bring with them a strong commitment to building institutional and leadership capacities within communities, and pay serious attention to the ways in which equity and social justice can be fostered after the settlement of a land claim. Settlement agreements are frequently treated as the final step towards social justice, but are in fact just the beginning. 相似文献
85.
ABSTRACTAchieving sustainable consumption and production requires a break with current practices in many sectors, including the smartphone sector. Leaders are central actors in catalysing such change by developing, implementing and promoting innovative ideas, products and practices. Not only large but also small enterprises can aspire to assume leadership for sustainability. This contribution explores the environmental, climate and social leadership of the social enterprise Fairphone that seeks to start a movement towards a more sustainable smartphone sector. Endowed with barely any structural power, it relies on other leadership types, especially entrepreneurial leadership, which is based on dialogue, persuasion and coalition-building. Small enterprises can be leaders, but pursuing a goal such as transforming the smartphone sector takes a step-by-step approach targeting different follower groups from suppliers, competitors and consumers to end-of-life processors and policymakers. Those different follower groups are susceptible to different (combinations of) leadership types. 相似文献
86.
ABSTRACTCorporate climate leadership and its relationship with state regulations are discussed. First, a typology defining corporate climate leadership is introduced and distinguished from the other strategic behaviours corporations may adopt in response to climate change. A conceptual framework to explore the mechanisms enabling corporate climate leadership within a given policy system is then presented. This framework is applied to two big Swiss food retailers, considered as typical of corporate climate leaders, firms that showed an early interest in climate protection, as a result of ecological values, third actors’ lobbying and particular market incentives. Most importantly, the two companies were set in motion by a regulatory framework that featured stringent policy goals associated with flexible instruments and economic sanctions. The importance of these findings for understanding the role of corporate leadership in polycentric climate governance is discussed. 相似文献
87.
王昱祺 《安全.健康和环境》2021,21(4):48-53
针对企业管理层安全领导力评估客观性、准确性不足的问题,通过借鉴优秀做法,分析岗位职责要求,采用半结构化(BEI)企业实地访谈及内容分析技术等,初步构建安全领导力评估指标体系,并对其进行验证优化,最终确定指标体系包括7个维度的关键要素及30个子要素。应用在某企业,结果显示:评估系统可实现安全领导力评估的量化分级和趋势分析,有助于找出管理者实际水平与指标体系要求之间的差距,为企业安全管理水平提升提供科学依据。 相似文献
88.
Tsung-Chih Wu Shu-Hsuan Chang Chi-Min Shu Chien-Tsun Chen Chien-Peng Wang 《Journal of Loss Prevention in the Process Industries》2011,24(6):716-721
This study examines the relationship among three latent variables: safety leadership, safety climate, and safety performance. Employees from 23 plants in seven departments of a petrochemical company in central Taiwan completed a questionnaire survey. From this, a sample of 521 responses was randomly selected. Structural equation modeling (SEM) analysis using the AMOS 5.0 was employed to test the hypothesized model relating the above-mentioned variables. The results indicate that the model was supported, and that safety climate mediated the relationship between safety leadership and performance. Practical implications of these results for process safety management in the petrochemical industries are discussed. 相似文献
89.
When is female leadership an advantage? Coordination requirements,team cohesion,and team interaction norms
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Corinne Post 《组织行为杂志》2015,36(8):1153-1175
This study seeks to understand to what extent and in what contexts women leaders may be advantageous for teams. More specifically, this study examines how team leader gender relates to team cohesion, cooperative learning, and participative communication. Furthermore, the study argues that advantages derived from female leadership may be contingent on teams' coordination requirements. I propose that as teams' coordination requirements increase (i.e., with functional diversity, size, and geographic dispersion), teams with women leaders report more cohesion and more cooperative and participative interaction norms than those with men leaders. I aggregated survey responses from the members of 82 teams in 29 organizations at the team level. Findings from hierarchical linear modeling analyses suggest that female leadership is more positively associated with cohesion on larger and more functionally diverse teams and more positively associated with cooperative learning and participative communication on larger and geographically dispersed teams. These results call for more research on boundary conditions on the relationship between leader gender and team outcomes, on the role of relational leadership on complex and diverse teams and, ultimately, on the potential mediating role of cohesion and team interaction norms on the relationship between leader gender and team performance. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献
90.
JIM C. MANOLIS KAI M. CHAN† MYRA E. FINKELSTEIN‡ SCOTT STEPHENS§ CARA R. NELSON JACQUALINE B. GRANT†† MICHAEL P. DOMBECK‡‡ 《Conservation biology》2009,23(4):879-886
Abstract: Leadership is a critical tool for expanding the influence of conservation science, but recent advances in leadership concepts and practice remain underutilized by conservation scientists. Furthermore, an explicit conceptual foundation and definition of leadership in conservation science are not available in the literature. Here we drew on our diverse leadership experiences, our reading of leadership literature, and discussions with selected conservation science leaders to define conservation-science leadership, summarize an exploratory set of leadership principles that are applicable to conservation science, and recommend actions to expand leadership capacity among conservation scientists and practitioners. We define 2 types of conservation-science leadership: shaping conservation science through path-breaking research, and advancing the integration of conservation science into policy, management, and society at large. We focused on the second, integrative type of leadership because we believe it presents the greatest opportunity for improving conservation effectiveness. We identified 8 leadership principles derived mainly from the "adaptive leadership" literature: recognize the social dimension of the problem; cycle frequently through action and reflection; get and maintain attention; combine strengths of multiple leaders; extend your reach through networks of relationships; strategically time your effort; nurture productive conflict; and cultivate diversity. Conservation scientists and practitioners should strive to develop themselves as leaders, and the Society for Conservation Biology, conservation organizations, and academia should support this effort through professional development, mentoring, teaching, and research. 相似文献