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The article concerns the strategy development processes of the South African Department of Defence in South Africa. It intends to identify the probable causes of the observed failure of the South African National Defence Force to develop appropriate departmental policy and military strategy. Military strategy comprises force development, force employment, force deployment and the coordination of these elements in pursuit of national, grand-strategic objectives. (See Dennis M. Drew and Donald M. Snow, Making Twenty-first Century Strategy: An Introduction to Modern National Security Processes and Problems Montgomery, AL: Air University Press, Maxwell Air Force Base, November 2006, 103). Of these four constructs, the article concerns itself only with the first two. The article analyses two complementary approaches to strategy formation: a resource-driven, inside-out model and an interests-driven, outside-in method. The article concludes that the Department is preoccupied with the inside-out method to the lasting detriment of the declared strategic intent of the defence policy. 相似文献
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针对防空导弹体系建模的复杂性,探讨研究防空导弹体系的Agent建模方法.提出了基于G/A矩阵的Agent建模方法步骤,通过分析角色之间的关系描述了Agent组织结构,给出了角色类和Agent类的统一定义,并建立了Agent结构框架和类实现模型,最后构建了基于FIPA规范的MAS综合集成框架.该方法的提出,为防空导弹体系的进一步建模提供了方法依据. 相似文献
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Assessing missile defence through the prism of offence–defence theory requires primarily an examination of legal and structural constraints on future development. New weapons technology is frequently cited as having the most critical impact on the offence–defence balance. Yet, the method for assessing the introduction of a new weapons technology tends to neglect projected maturity and instead focus excessively on the initial rudimentary capabilities. It is argued here that the North Atlantic Treaty Organisation’s (NATO’s) missile defence is set to incrementally become more advanced in terms of quality, quantity and mobility, which is supported by a strategy that is increasingly favouring offence. As the system gradually enhances the offensive advantage vis-à-vis Russia, NATO categorically rejects any legal or structural constraints on future deployments. 相似文献
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Kenton White 《Defence Studies》2017,17(4):346-358
The use of commercial business management techniques is widespread in all government departments, including the Ministry of Defence. This article examines the use of popular management techniques in the Armed Forces and argues that their application is misplaced. It looks at what the “effs” – “efficiency” and “effectiveness” – mean in the business world and to the Armed Forces. It compares the definitions both in business and the Armed Forces and finds that there are few, if any, situations where the same measurements can be applied. Whilst many management techniques are suited for business, the function of the Armed Forces and its output cannot be measured in the same way, complicated by the different metrics of “efficiency” in peace and in war. This difference may not be clearly understood by some politicians, or indeed by some senior military personnel. Using examples from some of the most popular management techniques such as “Lean” and “Agile” it is possible to see that their use might actually diminish the capabilities of the Armed Forces when it comes to performing their principal role – the use of force to achieve political objectives. 相似文献
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使用目标状态估值器提高空对空射击性能 总被引:1,自引:0,他引:1
使用卡尔曼滤波器对机载火控雷达及其它传感器提供的数据进行处理,可以得到空对空射击火力控制需要的目标运动信息.通过动态数字仿真比较了前置计算光学瞄准和使用目标状态估值器两种空空射击的火控算法.在具备机载火控雷达的条件下,使用目标状态估值器能够提高空对空射击性能. 相似文献
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