Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch006
M. Kızıloğlu
All companies in today's world are in intense competition. In order to survive the competition and always be one step ahead, all industries are required to give considerable importance to creating adhocracy culture within the firm, according to which employees must be provided with freedom and support. The employees should be encouraged to share their ideas and point of views with others and to take risks because today's most valuable asset is knowledge. This can ultimately help in enhancing creativity and innovation within the firm. The use of supportive culture is helpful for ensuring effective knowledge management practices within the firm. The focus of this research study was on investigating the importance of adhocracy organizational culture in terms of ensuring effective knowledge management. Based on findings of this study, it was found that there is a significant positive impact of adhocracy organizational culture on effective knowledge management.
{"title":"Impact of Adhocracy Organizational Culture on Effective Knowledge Management","authors":"M. Kızıloğlu","doi":"10.4018/978-1-7998-7422-5.ch006","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch006","url":null,"abstract":"All companies in today's world are in intense competition. In order to survive the competition and always be one step ahead, all industries are required to give considerable importance to creating adhocracy culture within the firm, according to which employees must be provided with freedom and support. The employees should be encouraged to share their ideas and point of views with others and to take risks because today's most valuable asset is knowledge. This can ultimately help in enhancing creativity and innovation within the firm. The use of supportive culture is helpful for ensuring effective knowledge management practices within the firm. The focus of this research study was on investigating the importance of adhocracy organizational culture in terms of ensuring effective knowledge management. Based on findings of this study, it was found that there is a significant positive impact of adhocracy organizational culture on effective knowledge management.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116572666","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch015
C. Furness, Chun Wei Choo
Office work is increasingly collaborative in the 21st century. ‘Information culture' is a broad set of values and behavioural workplace norms pertaining to information management and use. To investigate whether information culture influences use of collaborative information tools, conceptualization and measurement instruments are presented for information culture and measuring effective use. ‘Group adoption' is a behavioural proxy for effective use, and ‘information sharing' and ‘proactive information use' were selected as behavioural proxies for information culture. In a study of an engineering firm, group adoption was correlated with actual use of an information tool and with two tool attitude measures. Group adoption was also correlated with both information culture measures. The findings here suggest new avenues of research into the broader applicability of group adoption, and the ways in which conceptualization and measurement of information culture may be further developed.
{"title":"Information Culture and Effective Use of Information Tools at Work","authors":"C. Furness, Chun Wei Choo","doi":"10.4018/978-1-7998-7422-5.ch015","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch015","url":null,"abstract":"Office work is increasingly collaborative in the 21st century. ‘Information culture' is a broad set of values and behavioural workplace norms pertaining to information management and use. To investigate whether information culture influences use of collaborative information tools, conceptualization and measurement instruments are presented for information culture and measuring effective use. ‘Group adoption' is a behavioural proxy for effective use, and ‘information sharing' and ‘proactive information use' were selected as behavioural proxies for information culture. In a study of an engineering firm, group adoption was correlated with actual use of an information tool and with two tool attitude measures. Group adoption was also correlated with both information culture measures. The findings here suggest new avenues of research into the broader applicability of group adoption, and the ways in which conceptualization and measurement of information culture may be further developed.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125323431","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch009
Dana Tessier
Organizations are facing many challenges to remain relevant in the face of new technology, emerging markets, and changing consumer behaviors. Many organizations look to become learning organizations with knowledge management strategies to leverage their knowledge assets and continuously innovate their strategies and products. However, organizations struggle to achieve success with knowledge management because their organizational culture does not support knowledge-sharing and must be adapted for this new behavior. Knowledge must flow through the organization, and so, therefore, these necessary behaviors must work within the existing corporate culture. Observations from a case study at a software company are discussed, and a new knowledge management model, the Knowledge Management Triangle, is introduced. The Knowledge Management Triangle is a simple model to explain and implement knowledge management within organizations and is customizable to work within the organization's culture to ensure the new knowledge management behaviors are appropriately adopted.
{"title":"Enabling Knowledge Flow","authors":"Dana Tessier","doi":"10.4018/978-1-7998-7422-5.ch009","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch009","url":null,"abstract":"Organizations are facing many challenges to remain relevant in the face of new technology, emerging markets, and changing consumer behaviors. Many organizations look to become learning organizations with knowledge management strategies to leverage their knowledge assets and continuously innovate their strategies and products. However, organizations struggle to achieve success with knowledge management because their organizational culture does not support knowledge-sharing and must be adapted for this new behavior. Knowledge must flow through the organization, and so, therefore, these necessary behaviors must work within the existing corporate culture. Observations from a case study at a software company are discussed, and a new knowledge management model, the Knowledge Management Triangle, is introduced. The Knowledge Management Triangle is a simple model to explain and implement knowledge management within organizations and is customizable to work within the organization's culture to ensure the new knowledge management behaviors are appropriately adopted.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131303588","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch003
Renée López-Richer, C. Thompson
In order for knowledge management (KM) to thrive, an organization requires a combination of conditions that form the runway from which a KM initiative can take off. There is general agreement that technology, human resources, organizational culture, and leadership are among the key enablers of successful KM. The intentions and actions of knowledge leaders in particular can make a profound difference to how KM is institutionalized in an organization. The relationship between leadership and KM has been studied extensively, especially established leadership styles such as transformational and transactional leadership. In this chapter, the authors explore the influence of knowledge leadership on KM through the lens of Liz Wiseman's leadership paradigm, Multipliers. The authors propose that effective knowledge leadership reflects the traits of the multiplier: leaders who draw on certain skills and approaches to effectively “multiply” the intelligence of an organization.
{"title":"Knowledge Leaders as Multipliers","authors":"Renée López-Richer, C. Thompson","doi":"10.4018/978-1-7998-7422-5.ch003","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch003","url":null,"abstract":"In order for knowledge management (KM) to thrive, an organization requires a combination of conditions that form the runway from which a KM initiative can take off. There is general agreement that technology, human resources, organizational culture, and leadership are among the key enablers of successful KM. The intentions and actions of knowledge leaders in particular can make a profound difference to how KM is institutionalized in an organization. The relationship between leadership and KM has been studied extensively, especially established leadership styles such as transformational and transactional leadership. In this chapter, the authors explore the influence of knowledge leadership on KM through the lens of Liz Wiseman's leadership paradigm, Multipliers. The authors propose that effective knowledge leadership reflects the traits of the multiplier: leaders who draw on certain skills and approaches to effectively “multiply” the intelligence of an organization.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131377919","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch014
D. Oliveira, M. Gardoni, Kimiz Dalkir
One of the greatest challenges of effectively managing knowledge in an organization is promoting seamless connections of operations between departments. Historically, information systems supporting operations have been developed with a specific department's culture in background. Therefore, connecting data, information systems, and people across the product lifecycle is an ongoing puzzle for organizations. Theorists and practicians agree on the need to include employees' expertise and vision in this process. This chapter explores a tacit knowledge capture tool and a methodology to use it as a means to voice the interaction and negotiation among employees to support KM and IT strategy and development choices. Concept maps collaborative creation can provide a usability tool focused on meaning throughout the product lifecycle. A literature review of the challenges involved and of the proposed tool is presented, followed by a use case and the methodology for the concept map collaborative creation session, concluded with recommendations drawn from theory and practice.
{"title":"A Closer Look at Concept Map Collaborative Creation in Product Lifecycle Management","authors":"D. Oliveira, M. Gardoni, Kimiz Dalkir","doi":"10.4018/978-1-7998-7422-5.ch014","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch014","url":null,"abstract":"One of the greatest challenges of effectively managing knowledge in an organization is promoting seamless connections of operations between departments. Historically, information systems supporting operations have been developed with a specific department's culture in background. Therefore, connecting data, information systems, and people across the product lifecycle is an ongoing puzzle for organizations. Theorists and practicians agree on the need to include employees' expertise and vision in this process. This chapter explores a tacit knowledge capture tool and a methodology to use it as a means to voice the interaction and negotiation among employees to support KM and IT strategy and development choices. Concept maps collaborative creation can provide a usability tool focused on meaning throughout the product lifecycle. A literature review of the challenges involved and of the proposed tool is presented, followed by a use case and the methodology for the concept map collaborative creation session, concluded with recommendations drawn from theory and practice.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"517 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116237564","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch004
Rick Nucci, Steven Mayernick
When a company encodes the creation and maintenance of knowledge into its values and behaviors in a way that supports continuous improvement and learning, they are truly knowledge-driven. These knowledge-driven organizations are proven to be better at making decisions. When companies make better and more transparent decisions, their employees are more engaged, and their customers are more successful. Ultimately, knowledge-driven cultures increase revenue, bring products to market more efficiently, streamline internal communications, and onboard new hires faster. The best companies in the world operate this way – learn how they do it.
{"title":"How the Best Companies in the World and Their Employees Are Winning With Knowledge-Driven Cultures","authors":"Rick Nucci, Steven Mayernick","doi":"10.4018/978-1-7998-7422-5.ch004","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch004","url":null,"abstract":"When a company encodes the creation and maintenance of knowledge into its values and behaviors in a way that supports continuous improvement and learning, they are truly knowledge-driven. These knowledge-driven organizations are proven to be better at making decisions. When companies make better and more transparent decisions, their employees are more engaged, and their customers are more successful. Ultimately, knowledge-driven cultures increase revenue, bring products to market more efficiently, streamline internal communications, and onboard new hires faster. The best companies in the world operate this way – learn how they do it.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126311692","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch012
Anindita Bose, C. Furness
A learning organization is one that is consistently capable of adaptive change in response to signals from its environment. However, knowledge management initiatives to enact learning organizations have not been uniformly successful. This chapter focuses on the role of the psychological environment of the individual in enabling or hampering organizational learning. Six theories drawn from multiple fields are reviewed to identify both opportunities and barriers to fostering change at the level of the individual. These include orientation to learning, motivation to act, and capacity for change. However, the authors argue that organizations ought to be regarded as complex social systems. Change strategies intended to foster a learning organization are more likely to succeed if they embrace the idea that designing change for complex social systems requires a special approach: design thinking. This is characterized by iterative prototyping, experimenting, trialing, and piloting changes to work processes, structures, and tasks.
{"title":"Towards a Learning Organization","authors":"Anindita Bose, C. Furness","doi":"10.4018/978-1-7998-7422-5.ch012","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch012","url":null,"abstract":"A learning organization is one that is consistently capable of adaptive change in response to signals from its environment. However, knowledge management initiatives to enact learning organizations have not been uniformly successful. This chapter focuses on the role of the psychological environment of the individual in enabling or hampering organizational learning. Six theories drawn from multiple fields are reviewed to identify both opportunities and barriers to fostering change at the level of the individual. These include orientation to learning, motivation to act, and capacity for change. However, the authors argue that organizations ought to be regarded as complex social systems. Change strategies intended to foster a learning organization are more likely to succeed if they embrace the idea that designing change for complex social systems requires a special approach: design thinking. This is characterized by iterative prototyping, experimenting, trialing, and piloting changes to work processes, structures, and tasks.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131200200","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch007
N. Chandler
This chapter considers the effect of subcultures in large complex organizations upon knowledge management. It is found that subcultures offer both advantages and disadvantages to organisations with knowledge management processes. On the one hand, the diversity of subcultures also offers a diversity of approaches and focus of knowledge management within subcultures. On the other, subcultures are found in the literature to present boundaries to cross-subcultural knowledge transfer. In essence, knowledge management is enhanced within subcultures, and there is a diversity of knowledge management processes as well as conversion of different types of knowledge specific to each subculture type, but knowledge sharing and transfer between subcultures is problematic. Through the examination of previous empirical studies and evidence from the author's own study, strategies are suggested along with a proposed model for managing knowledge across subcultures in large complex organisations, and further implications are highlighted for researchers and practitioners.
{"title":"Knowledge Management in Large Complex Organizations","authors":"N. Chandler","doi":"10.4018/978-1-7998-7422-5.ch007","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch007","url":null,"abstract":"This chapter considers the effect of subcultures in large complex organizations upon knowledge management. It is found that subcultures offer both advantages and disadvantages to organisations with knowledge management processes. On the one hand, the diversity of subcultures also offers a diversity of approaches and focus of knowledge management within subcultures. On the other, subcultures are found in the literature to present boundaries to cross-subcultural knowledge transfer. In essence, knowledge management is enhanced within subcultures, and there is a diversity of knowledge management processes as well as conversion of different types of knowledge specific to each subculture type, but knowledge sharing and transfer between subcultures is problematic. Through the examination of previous empirical studies and evidence from the author's own study, strategies are suggested along with a proposed model for managing knowledge across subcultures in large complex organisations, and further implications are highlighted for researchers and practitioners.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126752504","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch010
Ian R. Fry
Organisations know they should do lessons learned. Standards like ISO9001 and ISO30401 say they should. Many try; few succeed. Traditionally, the first answer to the question is “lessons were observed, but not learned,” which reflects meaningful action was not taken as a result of the reported lesson. A lesson may have been identified, but nothing changed. As a result, learning did not happen. So why is this so? It is important to identify the ways in which the process towards effective lesson learning is becoming lost within the stages and how knowledge practitioners and those responsible for lessons learned can best help. This chapter will attempt to drill down on this answer, concentrating on the processes deployed and the real-world issues around the lesson-learning process.
{"title":"Why Do Lessons Learned Often Fail?","authors":"Ian R. Fry","doi":"10.4018/978-1-7998-7422-5.ch010","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch010","url":null,"abstract":"Organisations know they should do lessons learned. Standards like ISO9001 and ISO30401 say they should. Many try; few succeed. Traditionally, the first answer to the question is “lessons were observed, but not learned,” which reflects meaningful action was not taken as a result of the reported lesson. A lesson may have been identified, but nothing changed. As a result, learning did not happen. So why is this so? It is important to identify the ways in which the process towards effective lesson learning is becoming lost within the stages and how knowledge practitioners and those responsible for lessons learned can best help. This chapter will attempt to drill down on this answer, concentrating on the processes deployed and the real-world issues around the lesson-learning process.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115244525","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch016
Kristy Popwell, K. Cauley
This chapter is a case study of the rebuild of Shopify's internal wiki (intranet) and describes the approach of updating the wiki and explores the elements that made the project a success. The problems with the existing tool are presented along with the strategies used to remedy these issues and rebuild the wiki. The project harnessed Shopify's culture of trust, accountability, and transparency to create a tool authentic to the needs of the company. At the heart of the project's approach is the people, process, and technology trifecta that the project team was built upon. This cross-functional team intersected change management, communications, knowledge management, and developers. Readers of this chapter will learn the approach and methodology of composing a project team based on this trifecta and how it led to the successful rebuild of Shopify's wiki. Although Shopify had the opportunity to build its tool internally, this chapter is not a showcase of the tool; the focus is on the approach and strategies of the project team, which can be applied to any intranet-like project.
{"title":"It's in the Vault","authors":"Kristy Popwell, K. Cauley","doi":"10.4018/978-1-7998-7422-5.ch016","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch016","url":null,"abstract":"This chapter is a case study of the rebuild of Shopify's internal wiki (intranet) and describes the approach of updating the wiki and explores the elements that made the project a success. The problems with the existing tool are presented along with the strategies used to remedy these issues and rebuild the wiki. The project harnessed Shopify's culture of trust, accountability, and transparency to create a tool authentic to the needs of the company. At the heart of the project's approach is the people, process, and technology trifecta that the project team was built upon. This cross-functional team intersected change management, communications, knowledge management, and developers. Readers of this chapter will learn the approach and methodology of composing a project team based on this trifecta and how it led to the successful rebuild of Shopify's wiki. Although Shopify had the opportunity to build its tool internally, this chapter is not a showcase of the tool; the focus is on the approach and strategies of the project team, which can be applied to any intranet-like project.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122228049","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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