Purpose – Considering lean thinking inside and beyond the organisation's boundaries, in the extended supply chain, this paper aims to fill a literature gap clearly stating some outsourcing practices as lean practices and establishing a deployment evolution parallel between both practices.Design/methodology/approach – A literature review was carried out collecting cases of lean deployment in healthcare, from both scientific and grey literature. Cases were classified according to lean deployment taxonomy in healthcare settings, showing some differences in lean journey stages in 15 countries.Findings – There is an alignment between SCM thinking in healthcare and lean thinking that places a SCM decision as outsourcing as a lean practice serving not only strategic intent but solving operational efficiency. There is a match between different outsourcing drivers (transactional, strategic and transformational) and lean maturity levels. The main constraint to deployment of both lean and outsourcing practices are c...
{"title":"Strategic outsourcing: a lean tool of healthcare supply chain management","authors":"C. Guimarães, José Crespo de Carvalho","doi":"10.1108/SO-11-2011-0035","DOIUrl":"https://doi.org/10.1108/SO-11-2011-0035","url":null,"abstract":"Purpose – Considering lean thinking inside and beyond the organisation's boundaries, in the extended supply chain, this paper aims to fill a literature gap clearly stating some outsourcing practices as lean practices and establishing a deployment evolution parallel between both practices.Design/methodology/approach – A literature review was carried out collecting cases of lean deployment in healthcare, from both scientific and grey literature. Cases were classified according to lean deployment taxonomy in healthcare settings, showing some differences in lean journey stages in 15 countries.Findings – There is an alignment between SCM thinking in healthcare and lean thinking that places a SCM decision as outsourcing as a lean practice serving not only strategic intent but solving operational efficiency. There is a match between different outsourcing drivers (transactional, strategic and transformational) and lean maturity levels. The main constraint to deployment of both lean and outsourcing practices are c...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121939343","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}
Purpose – Nearly all legal firms and in‐house counsels will have to consider the opportunities and risks afforded by the rapidly changing legal process outsourcing (LPO) market, estimated to be worth $2.4bn globally, and growing rapidly. The purpose of this Industry Insight is to assess the current LPO provider landscape by analyzing data on 27 LPO providers.Design/methodology/approach – The authors analyzed LPO provider data collected in 2011 by Orbys, a leading sourcing and transformation advisory firm based in Europe. The 27 providers in the sample include specialist LPO providers, full service LPO providers, and global BPO providers that offer LPO services. The authors assessed LPO provider services, provider competencies, geographic location, pricing, team composition, and staff turnover rates.Findings – The LPO providers in the sample provide a variety of services, including litigation, intellectual property, corporate, compliance, procurement, employment, property, and consulting services. LPO prov...
{"title":"Legal process outsourcing: the provider landscape","authors":"Mary C Lacity, L. Willcocks","doi":"10.1108/SO-11-2012-0021","DOIUrl":"https://doi.org/10.1108/SO-11-2012-0021","url":null,"abstract":"Purpose – Nearly all legal firms and in‐house counsels will have to consider the opportunities and risks afforded by the rapidly changing legal process outsourcing (LPO) market, estimated to be worth $2.4bn globally, and growing rapidly. The purpose of this Industry Insight is to assess the current LPO provider landscape by analyzing data on 27 LPO providers.Design/methodology/approach – The authors analyzed LPO provider data collected in 2011 by Orbys, a leading sourcing and transformation advisory firm based in Europe. The 27 providers in the sample include specialist LPO providers, full service LPO providers, and global BPO providers that offer LPO services. The authors assessed LPO provider services, provider competencies, geographic location, pricing, team composition, and staff turnover rates.Findings – The LPO providers in the sample provide a variety of services, including litigation, intellectual property, corporate, compliance, procurement, employment, property, and consulting services. LPO prov...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124255095","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 : 2012-11-16DOI: 10.1108/17538291211291765
B. Nicholson, A. Aman
Purpose – Managing attrition is a major challenge for outsourcing vendors. Literature on management control in offshore outsourcing is dominated by the formal approaches to control design, which do not adequately consider the influence of contextual factors. This article aims to adopt the lens of institutional theory, and use empirical data gathered from case studies in both the UK and India to improve the understanding of the institutional logics that shape the control of attrition.Design/methodology/approach – This article draws on in‐depth qualitative research undertaken with directors and senior managers in client and vendor firms engaged in outsourcing relationships that span both corporate and national boundaries. Drawing on empirical data from the UK and India, the interplay between the management control of attrition and contextual factors is analysed, and the practices adopted to manage these contextual factors are also identified and discussed.Findings – The analysis presents relevant aspects of...
{"title":"Managing Attrition in Offshore Finance and Accounting Outsourcing: Exploring the Interplay of Competing Institutional Logics","authors":"B. Nicholson, A. Aman","doi":"10.1108/17538291211291765","DOIUrl":"https://doi.org/10.1108/17538291211291765","url":null,"abstract":"Purpose – Managing attrition is a major challenge for outsourcing vendors. Literature on management control in offshore outsourcing is dominated by the formal approaches to control design, which do not adequately consider the influence of contextual factors. This article aims to adopt the lens of institutional theory, and use empirical data gathered from case studies in both the UK and India to improve the understanding of the institutional logics that shape the control of attrition.Design/methodology/approach – This article draws on in‐depth qualitative research undertaken with directors and senior managers in client and vendor firms engaged in outsourcing relationships that span both corporate and national boundaries. Drawing on empirical data from the UK and India, the interplay between the management control of attrition and contextual factors is analysed, and the practices adopted to manage these contextual factors are also identified and discussed.Findings – The analysis presents relevant aspects of...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128872138","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 : 2012-11-16DOI: 10.1108/17538291211291756
Andre McBeath, P. Ball
Purpose – The transfer of technical know‐how is now recognised as an essential component in the globalised expansion of multinational companies. As these companies offshore or outsource their operations the success of the new facility can depend on the ability to convey both tacit and explicit knowledge willingly during all phases of the transfer. There is a lack of clarity in current literature on the success factors for effective transfer of knowledge on production parts transfer and an absence of frameworks. The purpose of the research reported in this paper is to examine documented success factors and propose an integrated framework.Design/methodology/approach – Peer reviewed literature was used to establish dominant themes on knowledge‐sharing from which interview and survey were designed and undertaken to establish motivating factors.Findings – Five key themes required for successful knowledge transfer were established for moving parts to new production facilities: willingness to share information, ...
{"title":"Towards a framework for transferring technology knowledge between facilities","authors":"Andre McBeath, P. Ball","doi":"10.1108/17538291211291756","DOIUrl":"https://doi.org/10.1108/17538291211291756","url":null,"abstract":"Purpose – The transfer of technical know‐how is now recognised as an essential component in the globalised expansion of multinational companies. As these companies offshore or outsource their operations the success of the new facility can depend on the ability to convey both tacit and explicit knowledge willingly during all phases of the transfer. There is a lack of clarity in current literature on the success factors for effective transfer of knowledge on production parts transfer and an absence of frameworks. The purpose of the research reported in this paper is to examine documented success factors and propose an integrated framework.Design/methodology/approach – Peer reviewed literature was used to establish dominant themes on knowledge‐sharing from which interview and survey were designed and undertaken to establish motivating factors.Findings – Five key themes required for successful knowledge transfer were established for moving parts to new production facilities: willingness to share information, ...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123996558","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 : 2012-11-16DOI: 10.1108/17538291211291774
P. Murphy, Zhaohui Wu, H. Welsch, Daniel R. Heiser, S. Young, Bin Jiang
Purpose – Pursuing objectives despite limited internal resources and leveraging external resources despite non‐ownership are familiar hallmarks of entrepreneurial firms. Although outsourcing is the standard way for businesses to surmount these barriers, entrepreneurial firms often lack the resources to purchase outsourcing arrangements. The purpose of this paper is to shed light on how entrepreneurial firms can better procure and benefit from outsourcing arrangements.Design/methodology/approach – The paper examines six entrepreneurial firms in a Shanghai business incubator as they undertook a variety of outsourcing arrangements. It utilizes an integrative framework based on transaction cost theory, resource dependency theory, and the resource‐based view. It then cross‐hatches those three theory bases with four outsourcing modes (full, partial, spinout, inter‐outsourcing) and case study methodology.Findings – The paper's findings yield three novel propositions for strategic and ex ante entrepreneurial firm...
{"title":"Small firm entrepreneurial outsourcing: traditional problems, nontraditional solutions","authors":"P. Murphy, Zhaohui Wu, H. Welsch, Daniel R. Heiser, S. Young, Bin Jiang","doi":"10.1108/17538291211291774","DOIUrl":"https://doi.org/10.1108/17538291211291774","url":null,"abstract":"Purpose – Pursuing objectives despite limited internal resources and leveraging external resources despite non‐ownership are familiar hallmarks of entrepreneurial firms. Although outsourcing is the standard way for businesses to surmount these barriers, entrepreneurial firms often lack the resources to purchase outsourcing arrangements. The purpose of this paper is to shed light on how entrepreneurial firms can better procure and benefit from outsourcing arrangements.Design/methodology/approach – The paper examines six entrepreneurial firms in a Shanghai business incubator as they undertook a variety of outsourcing arrangements. It utilizes an integrative framework based on transaction cost theory, resource dependency theory, and the resource‐based view. It then cross‐hatches those three theory bases with four outsourcing modes (full, partial, spinout, inter‐outsourcing) and case study methodology.Findings – The paper's findings yield three novel propositions for strategic and ex ante entrepreneurial firm...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"50 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125952191","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 : 2012-11-16DOI: 10.1108/17538291211291747
V. Wickramasinghe, G. Perera
Purpose – The purpose of this paper is to investigate human resource management (HRM) practices adopted by firms during the recession period of 2008‐2010, their impact on employees' happiness at work, and whether there are any differences by the size of the firm.Design/methodology/approach – Two survey questionnaires were developed for the study, one targeting non‐managerial employees and the other targeting senior managers. Two random samples of non‐managerial employees (n=263) and senior managers (n=76) attached fulltime to globally distributed software development firms in Sri Lanka responded. For the data analysis, descriptive statistics, factor analysis, analysis of variance, and multiple regression were used.Findings – It was found that reduction in financial rewards, reduction in benefits, and training and development provision significantly vary by the size of the firm. Further, the communication of information, performance management, reduction in financial rewards, and reduction in benefits sign...
{"title":"HRM practices during the global recession (2008‐2010)","authors":"V. Wickramasinghe, G. Perera","doi":"10.1108/17538291211291747","DOIUrl":"https://doi.org/10.1108/17538291211291747","url":null,"abstract":"Purpose – The purpose of this paper is to investigate human resource management (HRM) practices adopted by firms during the recession period of 2008‐2010, their impact on employees' happiness at work, and whether there are any differences by the size of the firm.Design/methodology/approach – Two survey questionnaires were developed for the study, one targeting non‐managerial employees and the other targeting senior managers. Two random samples of non‐managerial employees (n=263) and senior managers (n=76) attached fulltime to globally distributed software development firms in Sri Lanka responded. For the data analysis, descriptive statistics, factor analysis, analysis of variance, and multiple regression were used.Findings – It was found that reduction in financial rewards, reduction in benefits, and training and development provision significantly vary by the size of the firm. Further, the communication of information, performance management, reduction in financial rewards, and reduction in benefits sign...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"61 7","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114016910","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 : 2012-06-22DOI: 10.1108/17538291211257600
Shaji Khan, Mary C Lacity
Purpose – Given the global economic recession, anti‐offshoring political campaign platforms and proposed anti‐offshoring legislation in many developed countries, organizations face pressure to keep jobs in their home country. The purpose of this study is to determine the extent to which organizations are responding to anti‐offshoring pressures. It aims to ask whether client organizations are changing their buying patterns for information technology outsourcing (ITO) and business process outsourcing (BPO) services because of anti‐offshoring pressures.Design/methodology/approach – A survey was administered to respondents representing 84 client organizations that purchase ITO and BPO services. Nine countries are represented, but the data primarily capture US client responses.Findings – Overall, it was found that client organizations are not changing their buying patterns because of anti‐offshoring pressures. Client respondents report strong satisfaction with offshore outsourcing of IT and business services. ...
{"title":"Survey results: are client organizations responding to anti‐offshoring pressures?","authors":"Shaji Khan, Mary C Lacity","doi":"10.1108/17538291211257600","DOIUrl":"https://doi.org/10.1108/17538291211257600","url":null,"abstract":"Purpose – Given the global economic recession, anti‐offshoring political campaign platforms and proposed anti‐offshoring legislation in many developed countries, organizations face pressure to keep jobs in their home country. The purpose of this study is to determine the extent to which organizations are responding to anti‐offshoring pressures. It aims to ask whether client organizations are changing their buying patterns for information technology outsourcing (ITO) and business process outsourcing (BPO) services because of anti‐offshoring pressures.Design/methodology/approach – A survey was administered to respondents representing 84 client organizations that purchase ITO and BPO services. Nine countries are represented, but the data primarily capture US client responses.Findings – Overall, it was found that client organizations are not changing their buying patterns because of anti‐offshoring pressures. Client respondents report strong satisfaction with offshore outsourcing of IT and business services. ...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132231959","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 : 2012-06-22DOI: 10.1108/17538291211257592
Jin Su, Vidyaranya B. Gargeya
Purpose – With the intense competition in the global textile and apparel industry and the uncertainty of the global textile and apparel business environment, sourcing has increasingly assumed a pivotal strategic role in textile and apparel supply chain management. Strategic sourcing is crucial for firms to obtain or sustain competitiveness in world marketplace. The purpose of this paper is to examine empirically how strategic sourcing and sourcing capability impact firm performance in the US textile and apparel industry.Design/methodology/approach – Empirical survey‐based research methodology was implemented to examine the research questions and model. Data were collected from the 152 firms in the US textile and apparel industry.Findings – The findings show that strategic sourcing leads to greater emphasis on sourcing capability and positively impacts firm performance.Originality/value – The study contributes to understanding of supply chain management using data from the US textile and apparel industry t...
{"title":"Strategic sourcing, sourcing capability and firm performance in the US textile and apparel industry","authors":"Jin Su, Vidyaranya B. Gargeya","doi":"10.1108/17538291211257592","DOIUrl":"https://doi.org/10.1108/17538291211257592","url":null,"abstract":"Purpose – With the intense competition in the global textile and apparel industry and the uncertainty of the global textile and apparel business environment, sourcing has increasingly assumed a pivotal strategic role in textile and apparel supply chain management. Strategic sourcing is crucial for firms to obtain or sustain competitiveness in world marketplace. The purpose of this paper is to examine empirically how strategic sourcing and sourcing capability impact firm performance in the US textile and apparel industry.Design/methodology/approach – Empirical survey‐based research methodology was implemented to examine the research questions and model. Data were collected from the 152 firms in the US textile and apparel industry.Findings – The findings show that strategic sourcing leads to greater emphasis on sourcing capability and positively impacts firm performance.Originality/value – The study contributes to understanding of supply chain management using data from the US textile and apparel industry t...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126962736","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 : 2012-06-22DOI: 10.1108/17538291211257619
E. Carmel
Purpose – The purpose of this paper is to answer the question asked by Buelen “What do we still need to learn about outsourcing across time zones?”.Design/methodology/approach – This paper serves as a response to the commentary by Erik Beulen in SOIJ Vol. 5 No. 1 titled “I'm working while they're sleeping: time zone separation challenges and solutions”.Findings – The paper finds that we are still very much at the beginning of the “era of time zone dependent work.”Originality/value – This futures analysis leads to the projection that many more individuals will be entering time zone dependent work. While technology may elevate some of the hardships of temporal separation, it will exacerbate others.
{"title":"The past and future of time zone challenges","authors":"E. Carmel","doi":"10.1108/17538291211257619","DOIUrl":"https://doi.org/10.1108/17538291211257619","url":null,"abstract":"Purpose – The purpose of this paper is to answer the question asked by Buelen “What do we still need to learn about outsourcing across time zones?”.Design/methodology/approach – This paper serves as a response to the commentary by Erik Beulen in SOIJ Vol. 5 No. 1 titled “I'm working while they're sleeping: time zone separation challenges and solutions”.Findings – The paper finds that we are still very much at the beginning of the “era of time zone dependent work.”Originality/value – This futures analysis leads to the projection that many more individuals will be entering time zone dependent work. While technology may elevate some of the hardships of temporal separation, it will exacerbate others.","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128316967","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 : 2012-06-22DOI: 10.1108/17538291211257583
Rui Fernandes, B. Gouveia, C. Pinho
Purpose – This paper intends to quantify the impact of anticipating a capacity expansion, treated as a risky investment in a strategic vertical integration.Design/methodology/approach – This paper adapts the real option methodology to a time frame model. It uses a case study to investigate the vertical integration approach.Findings – The integration value depends on the demand critical level under market volatility. The existence of demand positive jumps affects the demand critical value and the integration decision moment.Research limitations/implications – The numerical example is limited to a single organization, but the findings allow a generalization of the proposed framework.Practical implications – The model helps managers to more accurately decide to change from outsourcing to an integration strategy and defer commitment until future uncertainties, related with market and lack of information, can be partially solved. Finally, the paper provides a time framework for a strategic decision support sys...
{"title":"Vertical integration moment in dynamic markets","authors":"Rui Fernandes, B. Gouveia, C. Pinho","doi":"10.1108/17538291211257583","DOIUrl":"https://doi.org/10.1108/17538291211257583","url":null,"abstract":"Purpose – This paper intends to quantify the impact of anticipating a capacity expansion, treated as a risky investment in a strategic vertical integration.Design/methodology/approach – This paper adapts the real option methodology to a time frame model. It uses a case study to investigate the vertical integration approach.Findings – The integration value depends on the demand critical level under market volatility. The existence of demand positive jumps affects the demand critical value and the integration decision moment.Research limitations/implications – The numerical example is limited to a single organization, but the findings allow a generalization of the proposed framework.Practical implications – The model helps managers to more accurately decide to change from outsourcing to an integration strategy and defer commitment until future uncertainties, related with market and lack of information, can be partially solved. Finally, the paper provides a time framework for a strategic decision support sys...","PeriodicalId":319712,"journal":{"name":"Strategic Outsourcing: An International Journal","volume":"203 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132833964","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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