Pub Date : 2024-02-07DOI: 10.1177/02750740241229989
A. Sullivan, Jungwon Yeo, Saerim Kim
To synthesize and examine the growing literature on mandated collaboration, we conducted a critical literature review of the growing literature on mandated collaboration, asking what the field of public administration knows about its purposes, mechanisms, contexts, and performances. Mandated collaboration occurs when a third party requires and enforces collaboration among other potential collaborators. We find four takeaways: (a) mandators require collaboration to address complex problems; (b) mandators enforce collaboration through hierarchical authority and market-based incentives; (c) mandated collaboration occurs across several policy contexts; and (d) the context surrounding the collaboration affects its success. We conclude with three unknowns, regarding how mandated collaboration achieves policy goals, if mandators are collaborators, and the willingness of participants required to collaborate. Our review enhances public administration's understanding of collaborative governance by offering insight into the governance tool of mandating collaboration, contexts under which it succeeds, and steps for future research.
{"title":"Am I My Brothers’ Keeper? A Critical Review of Mandated Collaboration Research","authors":"A. Sullivan, Jungwon Yeo, Saerim Kim","doi":"10.1177/02750740241229989","DOIUrl":"https://doi.org/10.1177/02750740241229989","url":null,"abstract":"To synthesize and examine the growing literature on mandated collaboration, we conducted a critical literature review of the growing literature on mandated collaboration, asking what the field of public administration knows about its purposes, mechanisms, contexts, and performances. Mandated collaboration occurs when a third party requires and enforces collaboration among other potential collaborators. We find four takeaways: (a) mandators require collaboration to address complex problems; (b) mandators enforce collaboration through hierarchical authority and market-based incentives; (c) mandated collaboration occurs across several policy contexts; and (d) the context surrounding the collaboration affects its success. We conclude with three unknowns, regarding how mandated collaboration achieves policy goals, if mandators are collaborators, and the willingness of participants required to collaborate. Our review enhances public administration's understanding of collaborative governance by offering insight into the governance tool of mandating collaboration, contexts under which it succeeds, and steps for future research.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"51 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139797209","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 : 2024-02-07DOI: 10.1177/02750740241229989
A. Sullivan, Jungwon Yeo, Saerim Kim
To synthesize and examine the growing literature on mandated collaboration, we conducted a critical literature review of the growing literature on mandated collaboration, asking what the field of public administration knows about its purposes, mechanisms, contexts, and performances. Mandated collaboration occurs when a third party requires and enforces collaboration among other potential collaborators. We find four takeaways: (a) mandators require collaboration to address complex problems; (b) mandators enforce collaboration through hierarchical authority and market-based incentives; (c) mandated collaboration occurs across several policy contexts; and (d) the context surrounding the collaboration affects its success. We conclude with three unknowns, regarding how mandated collaboration achieves policy goals, if mandators are collaborators, and the willingness of participants required to collaborate. Our review enhances public administration's understanding of collaborative governance by offering insight into the governance tool of mandating collaboration, contexts under which it succeeds, and steps for future research.
{"title":"Am I My Brothers’ Keeper? A Critical Review of Mandated Collaboration Research","authors":"A. Sullivan, Jungwon Yeo, Saerim Kim","doi":"10.1177/02750740241229989","DOIUrl":"https://doi.org/10.1177/02750740241229989","url":null,"abstract":"To synthesize and examine the growing literature on mandated collaboration, we conducted a critical literature review of the growing literature on mandated collaboration, asking what the field of public administration knows about its purposes, mechanisms, contexts, and performances. Mandated collaboration occurs when a third party requires and enforces collaboration among other potential collaborators. We find four takeaways: (a) mandators require collaboration to address complex problems; (b) mandators enforce collaboration through hierarchical authority and market-based incentives; (c) mandated collaboration occurs across several policy contexts; and (d) the context surrounding the collaboration affects its success. We conclude with three unknowns, regarding how mandated collaboration achieves policy goals, if mandators are collaborators, and the willingness of participants required to collaborate. Our review enhances public administration's understanding of collaborative governance by offering insight into the governance tool of mandating collaboration, contexts under which it succeeds, and steps for future research.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"30 9-10","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139857085","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 : 2024-01-31DOI: 10.1177/02750740231225437
Meena Subedi, Gao Liu
This study examines the impact of religious environments on the jurisdictional density of nonprofit organizations. It has been argued that religiosity can affect nonprofit activities by promoting prosocial attitudes, collectivism, collaborating and bonding, and business ethics. While prior research has investigated the effects of religiosity on various aspects associated with nonprofit activities, such as volunteering, generosity, nonprofit management, and prosocial attitudes, there remains a dearth of studies exploring the direct relationship between religious environment and the size of nonprofit sectors. Existing research yields mixed results with certain limitations. This research addresses these limitations and finds that a more vibrant religious environment contributes to a higher density of both religious and nonreligious nonprofit organizations. The study also finds that the effect is more pronounced in areas with a higher government presence. This finding is consistent with the prediction of interdependence theory but not government failure theory.
{"title":"Religious Environments, Governments, and the Density of Nonprofit Organizations","authors":"Meena Subedi, Gao Liu","doi":"10.1177/02750740231225437","DOIUrl":"https://doi.org/10.1177/02750740231225437","url":null,"abstract":"This study examines the impact of religious environments on the jurisdictional density of nonprofit organizations. It has been argued that religiosity can affect nonprofit activities by promoting prosocial attitudes, collectivism, collaborating and bonding, and business ethics. While prior research has investigated the effects of religiosity on various aspects associated with nonprofit activities, such as volunteering, generosity, nonprofit management, and prosocial attitudes, there remains a dearth of studies exploring the direct relationship between religious environment and the size of nonprofit sectors. Existing research yields mixed results with certain limitations. This research addresses these limitations and finds that a more vibrant religious environment contributes to a higher density of both religious and nonreligious nonprofit organizations. The study also finds that the effect is more pronounced in areas with a higher government presence. This finding is consistent with the prediction of interdependence theory but not government failure theory.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"6 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139954995","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 : 2023-12-28DOI: 10.1177/02750740231220020
C. Goodsell
Government bureaucracy is widely ignored, condemned, ridiculed, and misunderstood. In this article, combined stories by reporters for The New York Times and The Washington Post reveal that federal agencies seldom reach planned goals unambiguously without complication from external forces. A total of 28 articles is summarized, classified under five ideals, and equally divided between failures and successes. A later companion piece is entitled “Bureaucracy's Welcome News: More Women at the Helm,” based on data in successive editions of the United States Government Manual.
{"title":"Bureaucracy's Disquieting News: Entangled in Uncertainty","authors":"C. Goodsell","doi":"10.1177/02750740231220020","DOIUrl":"https://doi.org/10.1177/02750740231220020","url":null,"abstract":"Government bureaucracy is widely ignored, condemned, ridiculed, and misunderstood. In this article, combined stories by reporters for The New York Times and The Washington Post reveal that federal agencies seldom reach planned goals unambiguously without complication from external forces. A total of 28 articles is summarized, classified under five ideals, and equally divided between failures and successes. A later companion piece is entitled “Bureaucracy's Welcome News: More Women at the Helm,” based on data in successive editions of the United States Government Manual.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"276 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139152652","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 : 2023-12-06DOI: 10.1177/02750740231213407
Richard Callahan, Tim A. Mau
The long-standing discussion of the politics-administration dichotomy is as relevant in contemporary public administration as at any time in the past. The significant changing context and persistence of the discussion on the practice of the politics-administration dichotomy calls for addressing what Overeem observes as the need to better describe the highly complex relations between politicians and administrators. Two implicit assumptions drive the continued relevance of the discussion of political-administrative interactions. First, the discussion matters because the actors in question fulfill various public leadership roles. Second, the political-administrative dialogue matters to questions of constitutionalism, values of representative government, and facilitating institutions of democracy. In this article, we offer a model of public managers’ engagement in the “how” with a framework that explicitly outlines the range of relationships. We draw on empirical research to outline the current reality of at least five significant types of actors, often working collaboratively in multilateral relationships. The first section of the article discusses the genesis and implications of the politics-administration dichotomy. It then proceeds to establish its persistence over time, followed by an explanation of the logic of our approach. Next, the discussion shifts to the analytic advantage of a continuum model across five categories of actors within the governance process, each possessing the potential for public leadership, showing how this model illustrates paths for addressing the problem we have identified. Finally, we discuss the implications of our proposed model for future research design and practice.
{"title":"Reconceptualizing the Politics-Administration Dichotomy to Better Understand Public Leadership in the Twenty-First Century: A Multilateral Actors Model","authors":"Richard Callahan, Tim A. Mau","doi":"10.1177/02750740231213407","DOIUrl":"https://doi.org/10.1177/02750740231213407","url":null,"abstract":"The long-standing discussion of the politics-administration dichotomy is as relevant in contemporary public administration as at any time in the past. The significant changing context and persistence of the discussion on the practice of the politics-administration dichotomy calls for addressing what Overeem observes as the need to better describe the highly complex relations between politicians and administrators. Two implicit assumptions drive the continued relevance of the discussion of political-administrative interactions. First, the discussion matters because the actors in question fulfill various public leadership roles. Second, the political-administrative dialogue matters to questions of constitutionalism, values of representative government, and facilitating institutions of democracy. In this article, we offer a model of public managers’ engagement in the “how” with a framework that explicitly outlines the range of relationships. We draw on empirical research to outline the current reality of at least five significant types of actors, often working collaboratively in multilateral relationships. The first section of the article discusses the genesis and implications of the politics-administration dichotomy. It then proceeds to establish its persistence over time, followed by an explanation of the logic of our approach. Next, the discussion shifts to the analytic advantage of a continuum model across five categories of actors within the governance process, each possessing the potential for public leadership, showing how this model illustrates paths for addressing the problem we have identified. Finally, we discuss the implications of our proposed model for future research design and practice.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"38 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138595236","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 : 2023-11-22DOI: 10.1177/02750740231213995
Nathan Favero
Representative bureaucracy theory posits that the demographic makeup of a bureaucracy can affect how policy is implemented, especially when bureaucrats engage in “active representation” or behavior that directly advances the interests of a particular group in society. It is often assumed that active representation is motivated by the unique beliefs, convictions, or affinities experienced by bureaucrats holding particular social identities. But few studies of representative bureaucracy have attempted to directly measure the attitudes of bureaucrats, and even fewer studies examine whether such attitudes are meaningfully linked to policy outcomes. This study examines the social identities, self-perceived roles, and political preferences of local school administrators in Texas. The results confirm a link between bureaucratic managers’ social identities and distributional policy outcomes, while also suggesting that distinctive bureaucratic attitudes (as observed here) can offer at best a partial explanation for why the social identities of bureaucrats are linked to policy outcomes.
{"title":"Bureaucratic Beliefs and Representation: Linking Social Identities, Attitudes, and Client Outcomes","authors":"Nathan Favero","doi":"10.1177/02750740231213995","DOIUrl":"https://doi.org/10.1177/02750740231213995","url":null,"abstract":"Representative bureaucracy theory posits that the demographic makeup of a bureaucracy can affect how policy is implemented, especially when bureaucrats engage in “active representation” or behavior that directly advances the interests of a particular group in society. It is often assumed that active representation is motivated by the unique beliefs, convictions, or affinities experienced by bureaucrats holding particular social identities. But few studies of representative bureaucracy have attempted to directly measure the attitudes of bureaucrats, and even fewer studies examine whether such attitudes are meaningfully linked to policy outcomes. This study examines the social identities, self-perceived roles, and political preferences of local school administrators in Texas. The results confirm a link between bureaucratic managers’ social identities and distributional policy outcomes, while also suggesting that distinctive bureaucratic attitudes (as observed here) can offer at best a partial explanation for why the social identities of bureaucrats are linked to policy outcomes.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"18 11","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139247692","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 : 2023-11-14DOI: 10.1177/02750740231213093
Deborah A. Carroll, Jungwon Yeo
In this paper, we ask whether principles—relevant institutions, including administrative reform, legal and judicial support, and information and communication technology (ICT)—and principals—ordinary people that are capable, knowledgeable, and willing—can help enhance accountability of street-level bureaucrats (SLBs) by mitigating unwarranted discretionary behaviors. We examined the New York City Police Department by constructing and analyzing a unique dataset drawn from multiple sources and by using the SLB literature to inform our empirical model specification. Fixed effects regression analysis revealed the potential of principles and principals in motivating or reducing police officers’ use of force resulting in substantiated civilian complaints. Specifically, proactive policing strategies, exonerated civilian complaint dispositions, court summons following arrests, and ICT are the principles, and a low-poverty population served by police are the principals we found to influence discretionary police behavior.
{"title":"What Can Reform Street-Level Bureaucrats’ Unwarranted Discretionary Behaviors? Principles? Principals? Or Both?","authors":"Deborah A. Carroll, Jungwon Yeo","doi":"10.1177/02750740231213093","DOIUrl":"https://doi.org/10.1177/02750740231213093","url":null,"abstract":"In this paper, we ask whether principles—relevant institutions, including administrative reform, legal and judicial support, and information and communication technology (ICT)—and principals—ordinary people that are capable, knowledgeable, and willing—can help enhance accountability of street-level bureaucrats (SLBs) by mitigating unwarranted discretionary behaviors. We examined the New York City Police Department by constructing and analyzing a unique dataset drawn from multiple sources and by using the SLB literature to inform our empirical model specification. Fixed effects regression analysis revealed the potential of principles and principals in motivating or reducing police officers’ use of force resulting in substantiated civilian complaints. Specifically, proactive policing strategies, exonerated civilian complaint dispositions, court summons following arrests, and ICT are the principles, and a low-poverty population served by police are the principals we found to influence discretionary police behavior.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"7 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139276871","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 : 2023-11-14DOI: 10.1177/02750740231213949
Huafang Li, Elaine Yi Lu
To coproduce better policy outcomes, governments and citizens need to work together. However, information asymmetry between the two parties influences the coproduction adversely. Nowadays, the multiplicity of information and its potential incongruence add to information asymmetry and make the impact of information on coproduction trickier than ever. This study examines the effects of political message, policy, and factual information on citizens’ coproduction activities. Analyzing the effects of federal and state leaders’ tweets, New York City's COVID-19 policies, reported COVID-19 cases and deaths, and the city's visits and public transportation ridership, the findings show that politicians’ message, congruent or not, did not influence citizens’ coproduction activities as measured by visits and public transit ridership. Policy implementation information improved coproduction, and the perceptions of factual information contributed to intended coproduction.
{"title":"Which Matters More in Coproduction? Political Message, Policy, or Factual Information","authors":"Huafang Li, Elaine Yi Lu","doi":"10.1177/02750740231213949","DOIUrl":"https://doi.org/10.1177/02750740231213949","url":null,"abstract":"To coproduce better policy outcomes, governments and citizens need to work together. However, information asymmetry between the two parties influences the coproduction adversely. Nowadays, the multiplicity of information and its potential incongruence add to information asymmetry and make the impact of information on coproduction trickier than ever. This study examines the effects of political message, policy, and factual information on citizens’ coproduction activities. Analyzing the effects of federal and state leaders’ tweets, New York City's COVID-19 policies, reported COVID-19 cases and deaths, and the city's visits and public transportation ridership, the findings show that politicians’ message, congruent or not, did not influence citizens’ coproduction activities as measured by visits and public transit ridership. Policy implementation information improved coproduction, and the perceptions of factual information contributed to intended coproduction.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"24 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139277184","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 : 2023-11-14DOI: 10.1177/02750740231208033
Kim Moloney, Rupert Lewis
This paper engages the U.S.-focused social equity literature and its ahistorical understanding of its pre-1968 intellectual histories. We use racial contract theory to highlight the epistemological necessity of a disciplinary reconsideration. We suggest that intellectual histories bound to an exclusively academic voice negate a fuller understanding of lived realities. By engaging the work of a Jamaican-born activist like Marcus Garvey and his significant inroads into 1910s and 1920s America, we create an updated historical understanding of social equity that challenges the disciplinary script.
{"title":"Social Equity, Intellectual History, Black Movement Leaders, and Marcus Garvey","authors":"Kim Moloney, Rupert Lewis","doi":"10.1177/02750740231208033","DOIUrl":"https://doi.org/10.1177/02750740231208033","url":null,"abstract":"This paper engages the U.S.-focused social equity literature and its ahistorical understanding of its pre-1968 intellectual histories. We use racial contract theory to highlight the epistemological necessity of a disciplinary reconsideration. We suggest that intellectual histories bound to an exclusively academic voice negate a fuller understanding of lived realities. By engaging the work of a Jamaican-born activist like Marcus Garvey and his significant inroads into 1910s and 1920s America, we create an updated historical understanding of social equity that challenges the disciplinary script.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"103 10","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139276292","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 : 2023-11-08DOI: 10.1177/02750740231200448
Maayan Davidovitz, Tamar Shwartz-Ziv
The public administration literature has long observed the efforts of street-level bureaucrats to actively represent the clients with whom they share a social or demographic identity. However, it has not examined the responses that street-level bureaucrats receive when they represent minorities and how these responses shape how they use discretion in implementing policies. We explore these issues empirically through in-depth interviews with 23 Israeli Arab social and community workers and 32 Israeli LGBTQ+ teachers. This exploratory study reveals the variety of reactions that street-level bureaucrats encounter when representing minorities. Furthermore, it highlights the significant role of reactions from clients and organizations in encouraging, reducing, or impeding the efforts of minority street-level bureaucrats to represent those with whom they share an identity, which, in turn, underscores the importance of external responses for confirming and legitimizing active representation.
{"title":"The Role of Organizational and Client Reactions in Understanding Representative Bureaucracy","authors":"Maayan Davidovitz, Tamar Shwartz-Ziv","doi":"10.1177/02750740231200448","DOIUrl":"https://doi.org/10.1177/02750740231200448","url":null,"abstract":"The public administration literature has long observed the efforts of street-level bureaucrats to actively represent the clients with whom they share a social or demographic identity. However, it has not examined the responses that street-level bureaucrats receive when they represent minorities and how these responses shape how they use discretion in implementing policies. We explore these issues empirically through in-depth interviews with 23 Israeli Arab social and community workers and 32 Israeli LGBTQ+ teachers. This exploratory study reveals the variety of reactions that street-level bureaucrats encounter when representing minorities. Furthermore, it highlights the significant role of reactions from clients and organizations in encouraging, reducing, or impeding the efforts of minority street-level bureaucrats to represent those with whom they share an identity, which, in turn, underscores the importance of external responses for confirming and legitimizing active representation.","PeriodicalId":22370,"journal":{"name":"The American Review of Public Administration","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135392408","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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