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91.
This article describes and discusses the changing roles of librarians in internationalization of higher education; how librarians lead the program of the American Cultural Center in China sponsored by the U.S. Department of State; and the benefits and challenges for leading an international project. 相似文献
92.
Varda Langholz Leymore John S. Wright John E. Mertes Allan M. Cartter 《Communication Booknotes Quarterly》2013,44(11):135-137
Varda Langholz Leymore's Hidden Myth: Structure and Symbolism in Advertising (New York: Basic Books, 1975—$10.00). John S. Wright and John E. Mertes's Advertising's Role ie Society. (St. Paul, Minn.: West Publishing Co., 1974—price not given, paper). Allan M. Cartter's Ph.D's and the Academic Labor Market (New York: McGraw-Hill, 1976—$12.50). 相似文献
93.
Allan Schofield John Fielden Colin Harris Jan Wilkinson 《New Review of Academic Librarianship》2013,19(1):101-210
This paper describes the user-focused approach to information skills at MMU Library. It covers the following cycle: identifying training needs at three levels (organisation, group and individual); developing a training strategy and materials; marketing information skills within MMU. Specifically, it describes how we went about discovering what our users wanted, creating and delivering what they needed, and how we ‘sold’ it back to them. 相似文献
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95.
Douglas A. Roberts Allan M. MacKinnon Margaret E. McCarthy 《International journal of qualitative studies in education》2013,26(3):227-243
This paper concerns the importance of providing reasons and evidence when making claims as a teacher. Two teaching contexts are explored: a nonacademic science classroom and a clinical supervision setting. An expert teacher is seen at work in a nonacademic science classroom. This is an especially significant context in which to find “task‐reasons” and “science‐reasons” since students rarely appear to have access to reasons for what they do or say in such classrooms. The teacher and a colleague, both experts at clinical analysis of teaching, are observed examining and analysing the teaching. This is the setting for developing “interpretation‐reasons” regarding the conduct and events of teaching. The expert‐expert clinical supervision situation is seen as sharpening the requirement for sound, credible interpretation‐reasons beyond that of the more common expert‐novice interaction. 相似文献
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97.
Allan G. Harkness 《Religious education (Chicago, Ill.)》2013,108(1):51-63
Interest in intergenerational educational strategies in faith communities raises the question of their relationship to the prevalent homogeneous‐age group processes. This concern is addressed by considering the validity of generational differentiation, by answering two commonly expressed concerns about intergenerational education, and by examining the relationship of developmental theory to education. The conclusion drawn is that intergenerational and homogeneous‐age group educational strategies in faith communities should be considered complementary, but with the intergenerational approach taking primacy over the age‐segregated approach 相似文献
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Allan Walker 《Peabody Journal of Education》2013,88(5):468-485
In this article we discuss how school leaders address challenges when implementing innovative international education curricula, namely International Baccalaureate (IB) programs. Specifically, we frame challenges in curriculum implementation of and transition between IB programs from a “disconnection” perspective. We have often noticed when innovative programs are parceled together without preparation and thrust at great speed at schools, they become disconnected. The hasty implementation of multiple IB programs simultaneously at a school also causes disconnection. Drawing on extensive interview data from principals, mid-level leaders, and teachers in five IB schools adopting multiple IB programs in Asia, we detail curriculum disconnection facing IB schools and how school leaders, including teacher leaders, address such challenges by weaving various disconnected points, namely instrumental, intellectual, cultural, professional, and communicative disconnections. Based on findings from the multisite case study, we argue that school leaders in the case of IB schools adopt a range of leadership strategies to weave disconnection points. We reframe the leadership strategies as two aspects of distributed leadership: distributed instructional leadership and teacher leadership. In conclusion, we suggest that a central facet for successful leadership of IB schools that adopt multiple IB programs is about finding, focusing, and facilitating ways to address disconnections in curriculum implementation of and transition between different IB programs. 相似文献
100.