Pub Date : 2012-04-27DOI: 10.4324/9780203816189-23
D. Briscoe, R. Schuler, I. Tarique
{"title":"International training and management development","authors":"D. Briscoe, R. Schuler, I. Tarique","doi":"10.4324/9780203816189-23","DOIUrl":"https://doi.org/10.4324/9780203816189-23","url":null,"abstract":"","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"2 1","pages":""},"PeriodicalIF":5.6,"publicationDate":"2012-04-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76104187","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-03-18DOI: 10.1080/09585192.2011.555122
C. JoeChaoM., Francis Cheung Yue Lok, A. Sze
In this study, we examined the relationship between psychological contract breach (PCB) and counterproductive workplace behaviors (CWBs). We also explored two personal factors, namely casual attribution styles and power distance, in moderating the PCB–CWB linkage. One hundred and thirty-one full-time Chinese employees in Macao were recruited. Results showed that PCB was positively correlated with CWB. Furthermore, this relationship was moderated by external attribution style and power distance. In particular, employees who attributed the contract breach more to disruption and endorsed higher on power distance tended to report lower CWB. Limitation and implication are discussed.
{"title":"Psychological contract breach and counterproductive workplace behaviors : testing moderating effect of attribution style and power distance","authors":"C. JoeChaoM., Francis Cheung Yue Lok, A. Sze","doi":"10.1080/09585192.2011.555122","DOIUrl":"https://doi.org/10.1080/09585192.2011.555122","url":null,"abstract":"In this study, we examined the relationship between psychological contract breach (PCB) and counterproductive workplace behaviors (CWBs). We also explored two personal factors, namely casual attribution styles and power distance, in moderating the PCB–CWB linkage. One hundred and thirty-one full-time Chinese employees in Macao were recruited. Results showed that PCB was positively correlated with CWB. Furthermore, this relationship was moderated by external attribution style and power distance. In particular, employees who attributed the contract breach more to disruption and endorsed higher on power distance tended to report lower CWB. Limitation and implication are discussed.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"34 1","pages":"763-777"},"PeriodicalIF":5.6,"publicationDate":"2011-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73975443","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Amit Gupta, N. Ramamoorthy, Ron M. Sardessai, P. Flood
In this study, we collected data from 180 MBA students from the USA, Ireland and India on their individualism/collectivism (IC) orientations and their preferences for human resource management (HRM) practices. Contrary to expectations, the Indian sample tended to be more individualistic than the American or Irish sample. While there were no differences on the preferences for progressive HRM practices across sample, the Americans exhibited a greater preference for paternalistic practices than the Indians and the Irish. Further, the Americans also showed a greater preference for equality in rewards than the Irish and fairness in appraisals/rewards than the Indians. At the individual level, controlling for nationality, age and gender, higher individualism scores on the supremacy of individual goals and self-reliance dimensions were positively related to progressive HRM practices. Higher individualism on supremacy of individual goals was also positively related to procedural fairness in appraisals/rewards and...
{"title":"Individualism/Collectivism and Attitudes towards Human Resource Systems: A Comparative Study of American, Irish, and Indian MBA Students","authors":"Amit Gupta, N. Ramamoorthy, Ron M. Sardessai, P. Flood","doi":"10.2139/SSRN.2159716","DOIUrl":"https://doi.org/10.2139/SSRN.2159716","url":null,"abstract":"In this study, we collected data from 180 MBA students from the USA, Ireland and India on their individualism/collectivism (IC) orientations and their preferences for human resource management (HRM) practices. Contrary to expectations, the Indian sample tended to be more individualistic than the American or Irish sample. While there were no differences on the preferences for progressive HRM practices across sample, the Americans exhibited a greater preference for paternalistic practices than the Indians and the Irish. Further, the Americans also showed a greater preference for equality in rewards than the Irish and fairness in appraisals/rewards than the Indians. At the individual level, controlling for nationality, age and gender, higher individualism scores on the supremacy of individual goals and self-reliance dimensions were positively related to progressive HRM practices. Higher individualism on supremacy of individual goals was also positively related to procedural fairness in appraisals/rewards and...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"25 1","pages":"852-869"},"PeriodicalIF":5.6,"publicationDate":"2005-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74087022","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2001-08-01DOI: 10.1080/09585190110047875
Yong‐qing Fang
Nurse turnover has been a serious challenge to the efficiency and effectiveness of any health-care delivery system. Various antecedents of turnover are examined in this study in attempt to identify the most critical causes of the problem. One hundred and eighty nurses from a large hospital in Singapore participated in the survey. The results show that a) stress strikes throughout different stages in turnover development; b) professional commitment is a significant cause of turnover cognition, but not turnover intention; and c) organizational commitment and supervision satisfaction are among the top predictors of turnover intention. These results deviated from the apprehension of many health administrators about the causes of the nursing turnover, thus provided clues as to how to mitigate the problem. And, as they were compatible with the results of studies on Canadian and American nurses, these results contributed to the empirical generalization process. The implication of the findings is discussed in the...
{"title":"Turnover propensity and its causes among Singapore nurses: An empirical study.","authors":"Yong‐qing Fang","doi":"10.1080/09585190110047875","DOIUrl":"https://doi.org/10.1080/09585190110047875","url":null,"abstract":"Nurse turnover has been a serious challenge to the efficiency and effectiveness of any health-care delivery system. Various antecedents of turnover are examined in this study in attempt to identify the most critical causes of the problem. One hundred and eighty nurses from a large hospital in Singapore participated in the survey. The results show that a) stress strikes throughout different stages in turnover development; b) professional commitment is a significant cause of turnover cognition, but not turnover intention; and c) organizational commitment and supervision satisfaction are among the top predictors of turnover intention. These results deviated from the apprehension of many health administrators about the causes of the nursing turnover, thus provided clues as to how to mitigate the problem. And, as they were compatible with the results of studies on Canadian and American nurses, these results contributed to the empirical generalization process. The implication of the findings is discussed in the...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"24 1","pages":"859-871"},"PeriodicalIF":5.6,"publicationDate":"2001-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85026966","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2001-08-01DOI: 10.1080/09585190110047839
P. Teague, J. McCartney
Enterprises can gain competitive advantage by increasing employee skills. Yet, mainstream theory suggests that they are reluctant to engage in training because of market failures. Together with administrative failures in national training systems, this can lead to an economy-wide under-provision of skills. Tightly co-ordinated labour markets that encourage firms to engage in training are widely seen as a solution to this problem. But the exemplars of co-ordinated labour markets, Germany and Japan, have performed poorly in recent years, casting a shadow over this view. Thus, a gap is emerging between theory and practice. Accentuating this gap are developments in skill formation activity in so-called non-co-ordinated economies like Britain, Australia and the USA. In these countries there has been a decisive shift towards a competence-based model of skill formation. This competence-based model challenges some of the core assumptions underpinning the traditional ‘free-riding’ view of enterprise training strategies. On the one hand, it suggests that firms are usually more willing to engage in training voluntarily than is often assumed. On the other hand, wider labour market co-ordination is still considered important for skill formation, not to create institutional incentives or penalties but to address information and signalling failures in employment systems. Thus, developments on the ground are encouraging a reappraisal of the standard view of firm-level skill formation activity. We test some of the thinking behind the competence-based view of skill with original survey data on in-company training in three sectors of the Irish economy. The empirical evidence confirms high levels of training activity, and also confirms that companies tend to embed training in an integrated package of human resource measures for maximum effect.
{"title":"Private Sector Training and the Organisation of the Labour Market: Evidence from the Republic of Ireland in Comparative Perspective","authors":"P. Teague, J. McCartney","doi":"10.1080/09585190110047839","DOIUrl":"https://doi.org/10.1080/09585190110047839","url":null,"abstract":"Enterprises can gain competitive advantage by increasing employee skills. Yet, mainstream theory suggests that they are reluctant to engage in training because of market failures. Together with administrative failures in national training systems, this can lead to an economy-wide under-provision of skills. Tightly co-ordinated labour markets that encourage firms to engage in training are widely seen as a solution to this problem. But the exemplars of co-ordinated labour markets, Germany and Japan, have performed poorly in recent years, casting a shadow over this view. Thus, a gap is emerging between theory and practice. Accentuating this gap are developments in skill formation activity in so-called non-co-ordinated economies like Britain, Australia and the USA. In these countries there has been a decisive shift towards a competence-based model of skill formation. This competence-based model challenges some of the core assumptions underpinning the traditional ‘free-riding’ view of enterprise training strategies. On the one hand, it suggests that firms are usually more willing to engage in training voluntarily than is often assumed. On the other hand, wider labour market co-ordination is still considered important for skill formation, not to create institutional incentives or penalties but to address information and signalling failures in employment systems. Thus, developments on the ground are encouraging a reappraisal of the standard view of firm-level skill formation activity. We test some of the thinking behind the competence-based view of skill with original survey data on in-company training in three sectors of the Irish economy. The empirical evidence confirms high levels of training activity, and also confirms that companies tend to embed training in an integrated package of human resource measures for maximum effect.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"275 1","pages":"772-799"},"PeriodicalIF":5.6,"publicationDate":"2001-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76509223","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2001-06-01DOI: 10.1080/09586190110037344
Mushin Lee, Joon-Sung Koh
While empowerment has been actively practised, the exact meaning of 'empowerment' or 'psychological empowerment' does not seem to be well considered. We tried to make the meaning of empowerment clear by distinguishing it from similar words like authority delegation, motivation, self-efficacy, job enrichment, employee ownership, autonomy, self-determination, self-management, self-control, self-influence, self-leadership, high-involvement and participative management. Based on our reasoning, we concluded that empowerment is not just a fad, but really a unique concept representing a new managerial approach and that the uniqueness denies substitution with any of the above nouns.
{"title":"Is Empowerment Really A New Concept","authors":"Mushin Lee, Joon-Sung Koh","doi":"10.1080/09586190110037344","DOIUrl":"https://doi.org/10.1080/09586190110037344","url":null,"abstract":"While empowerment has been actively practised, the exact meaning of 'empowerment' or 'psychological empowerment' does not seem to be well considered. We tried to make the meaning of empowerment clear by distinguishing it from similar words like authority delegation, motivation, self-efficacy, job enrichment, employee ownership, autonomy, self-determination, self-management, self-control, self-influence, self-leadership, high-involvement and participative management. Based on our reasoning, we concluded that empowerment is not just a fad, but really a unique concept representing a new managerial approach and that the uniqueness denies substitution with any of the above nouns.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"187 1","pages":"684-695"},"PeriodicalIF":5.6,"publicationDate":"2001-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73111494","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2001-01-01DOI: 10.1080/09585190110047857
Wei-ping Wu, Yuan-Duen Lee
This study examines the relationship between industrial relations climate and the employee attitudes towards participatory management in Chinese-, Japanese- and US-invested electronics firms in Taiwan. Among the findings, Chinese firms tended to have a higher level of participatory management and more effective participatory management than US-invested firms in Taiwan. It was also confirmed that the harmony and openness aspects of industrial relations climate had a positive and significant correlation with the effectiveness of participatory management, including the personnel, operational and social matters. It was concluded that multinational corporations (MNCs) which need centralized control of their overseas operations will be less willing to encourage participatory management in their local operations. Finally, it was revealed that the effectiveness rather than the level of participatory management could better predict industrial relations climate.
{"title":"Participatory management and industrial relations climate : a study of Chinese, Japanese and US firms in Taiwan","authors":"Wei-ping Wu, Yuan-Duen Lee","doi":"10.1080/09585190110047857","DOIUrl":"https://doi.org/10.1080/09585190110047857","url":null,"abstract":"This study examines the relationship between industrial relations climate and the employee attitudes towards participatory management in Chinese-, Japanese- and US-invested electronics firms in Taiwan. Among the findings, Chinese firms tended to have a higher level of participatory management and more effective participatory management than US-invested firms in Taiwan. It was also confirmed that the harmony and openness aspects of industrial relations climate had a positive and significant correlation with the effectiveness of participatory management, including the personnel, operational and social matters. It was concluded that multinational corporations (MNCs) which need centralized control of their overseas operations will be less willing to encourage participatory management in their local operations. Finally, it was revealed that the effectiveness rather than the level of participatory management could better predict industrial relations climate.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"08 1","pages":"827-844"},"PeriodicalIF":5.6,"publicationDate":"2001-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80118667","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper examines the culturally expressed viewpoints of shop-floor workers and their managers in two multinational chemical companies in terms of the way that they make sense of their organizations' payment systems. Using interview data from ethnographic study in two production sites, contrasts are made between the discourse of managers, characterized by developmental humanism, and that of the shopfloor workers, who retain attachment to economistic principles regarding their employment. The paper suggests that the introduction of all-salaried systems and annualized hours removes traditional 'line of sight' between hourly pay for physical effort. Performance-pay schemes, on a group and individual level, have met with worker resistance in a way which suggests a lack of shared basic values. Managerial responses to pay conflict differ according to business context, suggesting that employee development gives way to a 'managing of the headcount' as chemical industry companies deal with environmental and mark...
{"title":"Changing the 'line of sight' on payment: a study of shop-floor workers and managers within the British chemical industry","authors":"E. Bell","doi":"10.1080/095851999340233","DOIUrl":"https://doi.org/10.1080/095851999340233","url":null,"abstract":"This paper examines the culturally expressed viewpoints of shop-floor workers and their managers in two multinational chemical companies in terms of the way that they make sense of their organizations' payment systems. Using interview data from ethnographic study in two production sites, contrasts are made between the discourse of managers, characterized by developmental humanism, and that of the shopfloor workers, who retain attachment to economistic principles regarding their employment. The paper suggests that the introduction of all-salaried systems and annualized hours removes traditional 'line of sight' between hourly pay for physical effort. Performance-pay schemes, on a group and individual level, have met with worker resistance in a way which suggests a lack of shared basic values. Managerial responses to pay conflict differ according to business context, suggesting that employee development gives way to a 'managing of the headcount' as chemical industry companies deal with environmental and mark...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"6 1","pages":"924-940"},"PeriodicalIF":5.6,"publicationDate":"1999-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84599978","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In 1987 the American Society of Training and Development (ASTD) commissioned a competency development study for human resource development (HRD) practitioners (McLagan and Suhadolnik, 1989). The result was a prescriptive model of how to develop HRD practitioners grouped under the four headings of technical, business, interpersonal and intellectual (McLagan, 1989a, 1989b, 1989c). In New Zealand the focus has been primarily on training activity with little attention directed at developing the competency of our practitioners (Gilbertson et al ., 1989; Stablein and Geare, 1993; New Zealand Employers Federation, 1989, 1992, 1994; OECD, 1993). The purpose of this study is to examine the competencies requested of prospective New Zealand HRD practitioners by employers against the ASTD's 1987 competency model (McLagan and Suhadolnik, 1989). Five hundred and eighty-seven HRM job advertisements from The New Zealand Herald , The Dominion , and The Press throughout 1996 were coded into a database using content analysi...
1987年，美国培训与发展协会(ASTD)委托对人力资源开发(HRD)从业者进行了一项能力发展研究(McLagan和Suhadolnik, 1989)。其结果是一个关于如何培养人力资源开发从业人员的规定性模型，分为技术、业务、人际和智力四大类(McLagan, 1989a, 1989b, 1989c)。在新西兰，重点主要放在培训活动上，很少关注发展从业者的能力(Gilbertson et al .， 1989;Stablein and Geare, 1993;新西兰雇主联合会，1989年、1992年、1994年;经合组织,1993年)。本研究的目的是对照ASTD 1987年的胜任力模型(McLagan和Suhadolnik, 1989)，检验雇主对新西兰人力资源开发从业人员所要求的胜任力。587个人力资源管理招聘广告从新西兰先驱报，自治报，和整个1996年的新闻编码到一个数据库使用内容分析…
{"title":"New Zealand HRD practitioner competencies: application of the ASTD competency model","authors":"Lance Gray","doi":"10.1080/095851999340116","DOIUrl":"https://doi.org/10.1080/095851999340116","url":null,"abstract":"In 1987 the American Society of Training and Development (ASTD) commissioned a competency development study for human resource development (HRD) practitioners (McLagan and Suhadolnik, 1989). The result was a prescriptive model of how to develop HRD practitioners grouped under the four headings of technical, business, interpersonal and intellectual (McLagan, 1989a, 1989b, 1989c). In New Zealand the focus has been primarily on training activity with little attention directed at developing the competency of our practitioners (Gilbertson et al ., 1989; Stablein and Geare, 1993; New Zealand Employers Federation, 1989, 1992, 1994; OECD, 1993). The purpose of this study is to examine the competencies requested of prospective New Zealand HRD practitioners by employers against the ASTD's 1987 competency model (McLagan and Suhadolnik, 1989). Five hundred and eighty-seven HRM job advertisements from The New Zealand Herald , The Dominion , and The Press throughout 1996 were coded into a database using content analysi...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"38 1","pages":"1046-1059"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89045804","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In recent years, Australia and New Zealand have pursued two different routes of labour market reform. New Zealand opted for a radical experiment in the deregulation of industrial relations and other areas. Australia pursued a co-operative and co-ordinated approach to reform within the centralized arbitral system. Both reform initiatives were designed to stimulate improvements in organizational performance and cost competitiveness. In this paper, we argue that there are three main types of strategies that management can use to reduce labour cost and improve performance: productivity-enhancement, costminimization and work-intensification strategies. We argue that the former is a long-term sustainable strategy whereas the latter two are negative short-term strategies that may have deleterious longer-term effects. This paper reports the results of a cross-national survey in New Zealand and Australia into the extent of adoption of these management strategies. The results are presented by industry, employment s...
{"title":"Human resource strategies, workplace reform and industrial restructuring in Australia and New Zealand","authors":"C. Allan, P. Brosnan, Pat Walsh","doi":"10.1080/095851999340170","DOIUrl":"https://doi.org/10.1080/095851999340170","url":null,"abstract":"In recent years, Australia and New Zealand have pursued two different routes of labour market reform. New Zealand opted for a radical experiment in the deregulation of industrial relations and other areas. Australia pursued a co-operative and co-ordinated approach to reform within the centralized arbitral system. Both reform initiatives were designed to stimulate improvements in organizational performance and cost competitiveness. In this paper, we argue that there are three main types of strategies that management can use to reduce labour cost and improve performance: productivity-enhancement, costminimization and work-intensification strategies. We argue that the former is a long-term sustainable strategy whereas the latter two are negative short-term strategies that may have deleterious longer-term effects. This paper reports the results of a cross-national survey in New Zealand and Australia into the extent of adoption of these management strategies. The results are presented by industry, employment s...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"25 1","pages":"828-841"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90765111","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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