Charity law is a hybrid of private and public law. Unlike private law’s starting position of freedom, public law typically requires that actions be justified by some positive law and so unfettered donor freedom is not an appropriate frame of reference. After all, charity law itself comprises a framework of rights and obligations that a donor/creator selects when creating a charity and that framework reflects a tension between respecting donor and charity controller intent and overriding donor/charity controller intent to achieve a greater or fairer public benefit. The framework of rights and obligations is usually more supportive of donors when it is a publicly controlled charity to which they donate, rather than a privately controlled charity. However, recent times have seen the rise, in the United States, Canada, Australia and other jurisdictions of public charities acting like private foundations, such as “donor advised funds” (“DAF”s). This article examines the issue of privately influenced public charities in the form of DAF sponsors. It does so by asking what the United States and Canada can learn from Australia’s approach to dealing with public charity philanthropic intermediaries. Although Australia took more than 50 years longer than the United States to introduce a specific regulatory regime for private charitable foundations, it relatively swiftly followed this step with rules for public charity intermediaries modelled on those applying to private foundations.
{"title":"Donor Advised Funds: What Can North America Learn from the Australian Approach?","authors":"I. Murray","doi":"10.2139/ssrn.3889449","DOIUrl":"https://doi.org/10.2139/ssrn.3889449","url":null,"abstract":"Charity law is a hybrid of private and public law. Unlike private law’s starting position of freedom, public law typically requires that actions be justified by some positive law and so unfettered donor freedom is not an appropriate frame of reference. After all, charity law itself comprises a framework of rights and obligations that a donor/creator selects when creating a charity and that framework reflects a tension between respecting donor and charity controller intent and overriding donor/charity controller intent to achieve a greater or fairer public benefit. The framework of rights and obligations is usually more supportive of donors when it is a publicly controlled charity to which they donate, rather than a privately controlled charity. However, recent times have seen the rise, in the United States, Canada, Australia and other jurisdictions of public charities acting like private foundations, such as “donor advised funds” (“DAF”s). This article examines the issue of privately influenced public charities in the form of DAF sponsors. It does so by asking what the United States and Canada can learn from Australia’s approach to dealing with public charity philanthropic intermediaries. Although Australia took more than 50 years longer than the United States to introduce a specific regulatory regime for private charitable foundations, it relatively swiftly followed this step with rules for public charity intermediaries modelled on those applying to private foundations.","PeriodicalId":246641,"journal":{"name":"BHNP: Management (Topic)","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121235470","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}
We investigate how non-governmental organizations (NGOs) can proactively seek collaboration with the business sector. We suggest a set of interrelated factors as an approach for effective collaboration strategy. Because these factors are derived from the three elements of strategy concept, using this concept to study public service providers might be criticized due to its manufacturing-rooted origin. Therefore, we employ the service management approach to demonstrate how our approach is still relevant to NGOs, thus enhancing its overall validity.
{"title":"On the Role of Proactiveness: Factors to Determine NGOs Effectiveness in Cross-Sector Collaboration","authors":"Omar Al‐Tabbaa","doi":"10.2139/ssrn.2943063","DOIUrl":"https://doi.org/10.2139/ssrn.2943063","url":null,"abstract":"We investigate how non-governmental organizations (NGOs) can proactively seek collaboration with the business sector. We suggest a set of interrelated factors as an approach for effective collaboration strategy. Because these factors are derived from the three elements of strategy concept, using this concept to study public service providers might be criticized due to its manufacturing-rooted origin. Therefore, we employ the service management approach to demonstrate how our approach is still relevant to NGOs, thus enhancing its overall validity.","PeriodicalId":246641,"journal":{"name":"BHNP: Management (Topic)","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134032799","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}
Activities of nonprofit organizations do not always align with their missions, a managerial problem termed as “mission drift.” Mission drift is difficult to operationalize and quantify thus, as a critical issue, only a few conceptual pieces or empirical case studies explored this topic. This paper develops innovative measures to operationalize “mission alignment” using data science methodology and examines how different revenue sources influence the mission alignment of Chinese foundations. Specifically, four measures of mission alignment are devised based on the cosine similarity of text between mission statement and program description (i.e., the sum cosine similarity, average cosine similarity, weighted sum cosine similarity, and weighted average cosine similarity). The text analysis of programs indicates that the majority of the foundations’ projects have educational purposes and for-profit businesses play a significant role in foundations’ projects and funding. The regression analysis shows that personal donation and service revenue can increase mission alignment while organizational donation and membership dues decrease mission alignment. The results suggest validity of the mission alignment measures.
{"title":"Predicting Mission Alignment and Preventing Mission Drift: How Revenue Sources Matter?","authors":"Ji Ma, Yizhi Jing, Jun Han","doi":"10.2139/ssrn.2915677","DOIUrl":"https://doi.org/10.2139/ssrn.2915677","url":null,"abstract":"Activities of nonprofit organizations do not always align with their missions, a managerial problem termed as “mission drift.” Mission drift is difficult to operationalize and quantify thus, as a critical issue, only a few conceptual pieces or empirical case studies explored this topic. This paper develops innovative measures to operationalize “mission alignment” using data science methodology and examines how different revenue sources influence the mission alignment of Chinese foundations. Specifically, four measures of mission alignment are devised based on the cosine similarity of text between mission statement and program description (i.e., the sum cosine similarity, average cosine similarity, weighted sum cosine similarity, and weighted average cosine similarity). The text analysis of programs indicates that the majority of the foundations’ projects have educational purposes and for-profit businesses play a significant role in foundations’ projects and funding. The regression analysis shows that personal donation and service revenue can increase mission alignment while organizational donation and membership dues decrease mission alignment. The results suggest validity of the mission alignment measures.","PeriodicalId":246641,"journal":{"name":"BHNP: Management (Topic)","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-01-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125527803","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}
Throughout history, people tried to regulate the relationship between a person and those around him and named it "etiquette" or behavioral manners among the people and the ethics of upscale conduct and gentle behavior. Delicate social behavior was considered the balance of progress among nations and virtues were considered the measure of this behavior. Since family is the basic unit in building any human society and it is the first school where children receive their knowledge and guidance; a person receives his first life lessons at home, then gradually grows up to school and then university, and finally degrades in the midst of public life where he receives his last lessons of expertise, experience and advice. Through all of these stages, family and school lives, a person finds himself in front of the ethics and rules of home, school, university and family. He must abide by its boundaries. As children have trends, whims and natures transferred to them by virtue of genetic heredity from their parents or the community, it is necessary for parents to reconcile between those genetic tendencies and acquisitive natures and what the ethics and life rules do as foundations of true and proper education that qualifies children to be useful members of the larger human society.
{"title":"Mothers’ Role in Developing Children Social Behavior 'Etiquette'","authors":"Dr. Munirah Aldhuhayyan, Dr. Wejdan Aloudah","doi":"10.2139/ssrn.2046606","DOIUrl":"https://doi.org/10.2139/ssrn.2046606","url":null,"abstract":"Throughout history, people tried to regulate the relationship between a person and those around him and named it \"etiquette\" or behavioral manners among the people and the ethics of upscale conduct and gentle behavior. Delicate social behavior was considered the balance of progress among nations and virtues were considered the measure of this behavior. Since family is the basic unit in building any human society and it is the first school where children receive their knowledge and guidance; a person receives his first life lessons at home, then gradually grows up to school and then university, and finally degrades in the midst of public life where he receives his last lessons of expertise, experience and advice. Through all of these stages, family and school lives, a person finds himself in front of the ethics and rules of home, school, university and family. He must abide by its boundaries. As children have trends, whims and natures transferred to them by virtue of genetic heredity from their parents or the community, it is necessary for parents to reconcile between those genetic tendencies and acquisitive natures and what the ethics and life rules do as foundations of true and proper education that qualifies children to be useful members of the larger human society.","PeriodicalId":246641,"journal":{"name":"BHNP: Management (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133505232","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}
What can be a strong signal in order to increase ticket revenues and attract private contributions in modern cultural firms? Intangible Assets.Though ticket revenues have not declined, the Italian State has not lost his aptitude of social father, taking care of merit goods such as Performing and Visual Arts. Though they are encouraging grant-making initiatives and stakeholders such as Banking Foundations, private citizens and entrepreneurs, Italian Cultural Firms are getting on a sweet privatization. Not confident of the Italian private vocation for arts financing and always estimating cultural goods as fundamentals of the Italian tradition and history, they don’t strongly invest in fundraising and advertising campaigns, in ultimate sense, intangibles and they only trust State and Local Administrations Funding.Revising communication and accounting practices could be a virtuous track in order to get on a tangible privatization.Here, it is given evidence of strategies and performance of Italian Cultural Foundations.
{"title":"Revising Accounting and Branding of Italian Cultural Firms: Intangible Assets","authors":"A. Besana, C. Gabbioneta, Chiara de Capoa","doi":"10.2139/ssrn.2028958","DOIUrl":"https://doi.org/10.2139/ssrn.2028958","url":null,"abstract":"What can be a strong signal in order to increase ticket revenues and attract private contributions in modern cultural firms? Intangible Assets.Though ticket revenues have not declined, the Italian State has not lost his aptitude of social father, taking care of merit goods such as Performing and Visual Arts. Though they are encouraging grant-making initiatives and stakeholders such as Banking Foundations, private citizens and entrepreneurs, Italian Cultural Firms are getting on a sweet privatization. Not confident of the Italian private vocation for arts financing and always estimating cultural goods as fundamentals of the Italian tradition and history, they don’t strongly invest in fundraising and advertising campaigns, in ultimate sense, intangibles and they only trust State and Local Administrations Funding.Revising communication and accounting practices could be a virtuous track in order to get on a tangible privatization.Here, it is given evidence of strategies and performance of Italian Cultural Foundations.","PeriodicalId":246641,"journal":{"name":"BHNP: Management (Topic)","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116667065","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}
Recent studies have demonstrated the importance of good management for firm performance. Here, we focus on management in not-for-profits (NFPs). We present a model predicting that management quality will be lower in NFPs compared to for-profits (FPs), but that outputs may not be worse if managers are altruistic. Using a tried and tested survey of management practices, we find that NFPs score lower than FPs but also that, while the relationship between management scores and outputs holds for FPs, the same is not true for NFPs. One implication is that management practices that work for FPs may be less effective in driving performance in NFPs.
{"title":"Management Practices: Are not for Profits Different?","authors":"J. Delfgaauw, Robert Dur, C. Propper, Sarah Smith","doi":"10.2139/ssrn.1886387","DOIUrl":"https://doi.org/10.2139/ssrn.1886387","url":null,"abstract":"Recent studies have demonstrated the importance of good management for firm performance. Here, we focus on management in not-for-profits (NFPs). We present a model predicting that management quality will be lower in NFPs compared to for-profits (FPs), but that outputs may not be worse if managers are altruistic. Using a tried and tested survey of management practices, we find that NFPs score lower than FPs but also that, while the relationship between management scores and outputs holds for FPs, the same is not true for NFPs. One implication is that management practices that work for FPs may be less effective in driving performance in NFPs.","PeriodicalId":246641,"journal":{"name":"BHNP: Management (Topic)","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123999987","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}
Several of the nation’s largest payment-card-issuing banks are working with public transit agencies to enable consumers to pay fares by using payment cards, and more such partnerships may be on the horizon. On April 23, 2009, the Payment Cards Center of the Federal Reserve Bank of Philadelphia hosted a workshop to discuss the potential adoption of electronic payments by transit agencies from the perspectives of several subject matter experts from J.P. Morgan Chase & Co. James Lock, vice president and senior adviser, Treasury Services Global Advisory Solutions group; Jameson Troutman, strategy manager with Chase Card Services; and Krista Gallagher, from Chase’s retail banking team, attended the workshop. This paper looks at several electronic transit-fare payment models and the potential opportunities these models present to transit agencies and payments firms - such as the opportunity for transit agencies to reduce costs and to operate a more efficient payments infrastructure or the opportunity for the payments industry to increase consumers’ use of contact-less payment technology. This paper also identifies significant obstacles to widespread adoption of systems that allow consumers to use their credit, debit, or prepaid cards to pay fares directly.
{"title":"The Electronification of Transit Fare Payments: Examining the Case for Partnerships between Payments Firms and Transit Agencies","authors":"P. Keitel","doi":"10.2139/ssrn.1908339","DOIUrl":"https://doi.org/10.2139/ssrn.1908339","url":null,"abstract":"Several of the nation’s largest payment-card-issuing banks are working with public transit agencies to enable consumers to pay fares by using payment cards, and more such partnerships may be on the horizon. On April 23, 2009, the Payment Cards Center of the Federal Reserve Bank of Philadelphia hosted a workshop to discuss the potential adoption of electronic payments by transit agencies from the perspectives of several subject matter experts from J.P. Morgan Chase & Co. James Lock, vice president and senior adviser, Treasury Services Global Advisory Solutions group; Jameson Troutman, strategy manager with Chase Card Services; and Krista Gallagher, from Chase’s retail banking team, attended the workshop. This paper looks at several electronic transit-fare payment models and the potential opportunities these models present to transit agencies and payments firms - such as the opportunity for transit agencies to reduce costs and to operate a more efficient payments infrastructure or the opportunity for the payments industry to increase consumers’ use of contact-less payment technology. This paper also identifies significant obstacles to widespread adoption of systems that allow consumers to use their credit, debit, or prepaid cards to pay fares directly.","PeriodicalId":246641,"journal":{"name":"BHNP: Management (Topic)","volume":"84 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115718516","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}
Gopal Naik, Basavarajappa K. P., Nageena Sultana, Rashmi K.K. Prasanna
The process of globalization coupled with continuous innovatrions in information and communication technology (ICT) has led to governments across the world experiencing increasing challenges to maintain a competitive economy, achieve technology convergence and effectively deliver public services (Burd and Currie, 2004). Having realized the benefits of the use of ICT through private sector offerings, citizens are demanding similar improvement in services provided by the government as well. There is recognition that improvements in efficiency and effectiveness in public service delivery could release limited public resources that could achieve Pareto efficient allocation and maximize social welfare (Burd and Currie, 2004).These pressures coupled with rising fiscal constraints are forcing governments to seek cooperation from private players to partner in delivering public services. Public-Private Partnerships (PPPs) is one form of cooperation between the private sector and governments created to design and deliver public services operating under constraints such as weakness in enabling policy and regulatory framework or lack of capacity in public institutions (CII, 2007).Private sector investments, knowledge and experience in the use of technology and customer interface capabilities are key attributes in countries like India. Thus PPPs have the potential of creating public value that neither of the two parties would be able to achieve alone (Kelly and Muers, 2003).
{"title":"Public Value Creation through Private Partnership: Lessons from Public Service Delivery in Karnataka, India","authors":"Gopal Naik, Basavarajappa K. P., Nageena Sultana, Rashmi K.K. Prasanna","doi":"10.2139/ssrn.2124372","DOIUrl":"https://doi.org/10.2139/ssrn.2124372","url":null,"abstract":"The process of globalization coupled with continuous innovatrions in information and communication technology (ICT) has led to governments across the world experiencing increasing challenges to maintain a competitive economy, achieve technology convergence and effectively deliver public services (Burd and Currie, 2004). Having realized the benefits of the use of ICT through private sector offerings, citizens are demanding similar improvement in services provided by the government as well. There is recognition that improvements in efficiency and effectiveness in public service delivery could release limited public resources that could achieve Pareto efficient allocation and maximize social welfare (Burd and Currie, 2004).These pressures coupled with rising fiscal constraints are forcing governments to seek cooperation from private players to partner in delivering public services. Public-Private Partnerships (PPPs) is one form of cooperation between the private sector and governments created to design and deliver public services operating under constraints such as weakness in enabling policy and regulatory framework or lack of capacity in public institutions (CII, 2007).Private sector investments, knowledge and experience in the use of technology and customer interface capabilities are key attributes in countries like India. Thus PPPs have the potential of creating public value that neither of the two parties would be able to achieve alone (Kelly and Muers, 2003).","PeriodicalId":246641,"journal":{"name":"BHNP: Management (Topic)","volume":"126 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129063689","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}
This article analyzed the participation data with respect to the four Governmental Accounting Standards Board Organization Committee (GASBOC) recommendations. It focused on the GASBOC Exposure Draft 1981 in order to examine the level of agreement (disagreement) between the GASBOC recommendations and the expressed preferences of the constituents. The clustering of the local and state government officials and accounting academicians on one side and the auditors and the FASB on the other side generally indicates a lack of consensus among the GASB constituents. It forecasted some of the the problems that GASB is likely to face in years to come.
{"title":"Group Participation in Governmental Accounting Standards Setting: A Cluster Analysis","authors":"Ehsan H. Feroz","doi":"10.2139/SSRN.1306684","DOIUrl":"https://doi.org/10.2139/SSRN.1306684","url":null,"abstract":"This article analyzed the participation data with respect to the four Governmental Accounting Standards Board Organization Committee (GASBOC) recommendations. It focused on the GASBOC Exposure Draft 1981 in order to examine the level of agreement (disagreement) between the GASBOC recommendations and the expressed preferences of the constituents. The clustering of the local and state government officials and accounting academicians on one side and the auditors and the FASB on the other side generally indicates a lack of consensus among the GASB constituents. It forecasted some of the the problems that GASB is likely to face in years to come.","PeriodicalId":246641,"journal":{"name":"BHNP: Management (Topic)","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126822809","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}
This paper examines the influence of social networks and value congruence on turnover intention among public and nonprofit employees. We argue that employees exist in social networks inside and outside their organization, and these networks shape employee attitudes and behavior. To illustrate this theory we use turnover intention. A strong and positive intraorganizational social network characterized by good relations with and a sense of obligation toward other staff is hypothesized to make it more likely that employees will stay. A strong social network external to the organization is hypothesized to increase the opportunities that employees have to leave. Our findings offer strong support for the role of intraorganizational networks, but relatively weak support for the effect of external networks. We also propose that person-organization fit shape turnover intention. Our results suggest that employees who experience a strong person-organization fit in terms of value congruence are more likely to offer a long-term commitment.
{"title":"The Ties that Bind: Social Networks, Person-Organization Fit and Turnover Intention","authors":"D. Moynihan, S. Pandey","doi":"10.2139/ssrn.975270","DOIUrl":"https://doi.org/10.2139/ssrn.975270","url":null,"abstract":"This paper examines the influence of social networks and value congruence on turnover intention among public and nonprofit employees. We argue that employees exist in social networks inside and outside their organization, and these networks shape employee attitudes and behavior. To illustrate this theory we use turnover intention. A strong and positive intraorganizational social network characterized by good relations with and a sense of obligation toward other staff is hypothesized to make it more likely that employees will stay. A strong social network external to the organization is hypothesized to increase the opportunities that employees have to leave. Our findings offer strong support for the role of intraorganizational networks, but relatively weak support for the effect of external networks. We also propose that person-organization fit shape turnover intention. Our results suggest that employees who experience a strong person-organization fit in terms of value congruence are more likely to offer a long-term commitment.","PeriodicalId":246641,"journal":{"name":"BHNP: Management (Topic)","volume":"50 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2007-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121764030","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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