H. Chacko, Michael C. G. Davidson, Yvette N. J. Green
ABSTRACT This paper examines the issue of service quality in one of the top tourism and convention destinations in the United States. It focuses upon the hotel industry, in particular the mid to upscale market segment, using an expert panel approach to identify critical issues in service quality. In an increasingly competitive market for corporate, leisure and convention business, individual hotels and destinations have seen the need to address the issue of service quality as a means of differentiating themselves. The New Orleans market has several characteristics that set it apart from other destinations as is suggested by its colloquial name ‘The Big Easy.’ This name brings to mind connotations of a laid back and unhurried lifestyle often attributed, in music and verse, to the sultry southern climate of this historic city on the banks of the Mississippi river.
{"title":"The ‘Big Easy or the Hard Ask’: A Case Study of Service Quality in New Orleans Hotels","authors":"H. Chacko, Michael C. G. Davidson, Yvette N. J. Green","doi":"10.1300/J150v13n03_10","DOIUrl":"https://doi.org/10.1300/J150v13n03_10","url":null,"abstract":"ABSTRACT This paper examines the issue of service quality in one of the top tourism and convention destinations in the United States. It focuses upon the hotel industry, in particular the mid to upscale market segment, using an expert panel approach to identify critical issues in service quality. In an increasingly competitive market for corporate, leisure and convention business, individual hotels and destinations have seen the need to address the issue of service quality as a means of differentiating themselves. The New Orleans market has several characteristics that set it apart from other destinations as is suggested by its colloquial name ‘The Big Easy.’ This name brings to mind connotations of a laid back and unhurried lifestyle often attributed, in music and verse, to the sultry southern climate of this historic city on the banks of the Mississippi river.","PeriodicalId":341174,"journal":{"name":"Journal of Hospitality & Leisure Marketing","volume":"64 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127539482","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}
ABSTRACT At-destination referrals from local experts play a critical and complementary role in information sourcing and venue decision strategies by visitors of a destination. This context-specific form of word-of-mouth communication is widely practiced, yet remains an under-researched phenomenon when taking into consideration the broad range of locals utilized by visitors when making at-destination decisions on travel-related services. Most word-of-mouth studies have examined its influence on consumer's purchase behavior, but few attempts have been made to investigate the local experts' perspective. This exploratory study attempts to contribute to the understanding of the phenomenon from the local experts' perspective from two aspects: (1) examining the nature and significance of at-destination recommendations; and (2) developing and testing a motivational construct of locals making recommendations. The results provide further evidence of a broad range of residents within a community being involved in the provision of venue information and direct property referrals. A test of motivational scale items reveals that five themes emerge as the underlying constructs driving the local experts' referral behavior. Discussion and implications are also provided based on the study results.
{"title":"Examining the Nature and Dynamics of At-Destination Recommendations: The Local Experts' Perspective","authors":"Youcheng Wang, D. Severt, P. Rompf","doi":"10.1300/J150v13n03_08","DOIUrl":"https://doi.org/10.1300/J150v13n03_08","url":null,"abstract":"ABSTRACT At-destination referrals from local experts play a critical and complementary role in information sourcing and venue decision strategies by visitors of a destination. This context-specific form of word-of-mouth communication is widely practiced, yet remains an under-researched phenomenon when taking into consideration the broad range of locals utilized by visitors when making at-destination decisions on travel-related services. Most word-of-mouth studies have examined its influence on consumer's purchase behavior, but few attempts have been made to investigate the local experts' perspective. This exploratory study attempts to contribute to the understanding of the phenomenon from the local experts' perspective from two aspects: (1) examining the nature and significance of at-destination recommendations; and (2) developing and testing a motivational construct of locals making recommendations. The results provide further evidence of a broad range of residents within a community being involved in the provision of venue information and direct property referrals. A test of motivational scale items reveals that five themes emerge as the underlying constructs driving the local experts' referral behavior. Discussion and implications are also provided based on the study results.","PeriodicalId":341174,"journal":{"name":"Journal of Hospitality & Leisure Marketing","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123038120","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}
ABSTRACT In the literature and in management practice it is taken for granted that service quality is the most relevant factor for success of hotels. Quality-management instruments and practices measure and improve service quality as perceived by guests. Service quality is understood to enhance personal recommendations and customer loyalty–both of which create positive word-of-mouth communication. However, previous studies have neglected to research the link between the overall strategy of hotels and quality-management practices. This relationship is of importance because various competitive strategies might have different implications for quality management. The empirical results of the present study indicate that consistency between strategies and quality-management instruments can support perceived service quality. Therefore integrated quality management enhances positive word-of-mouth recommendation.
{"title":"Standardization and Individualization Strategies of Hotel Brands: Matching Strategy to Quality Management Instruments and Marketing in Germany","authors":"R. Bouncken, Constanze Pick, C. Hipp","doi":"10.1300/J150v13n03_03","DOIUrl":"https://doi.org/10.1300/J150v13n03_03","url":null,"abstract":"ABSTRACT In the literature and in management practice it is taken for granted that service quality is the most relevant factor for success of hotels. Quality-management instruments and practices measure and improve service quality as perceived by guests. Service quality is understood to enhance personal recommendations and customer loyalty–both of which create positive word-of-mouth communication. However, previous studies have neglected to research the link between the overall strategy of hotels and quality-management practices. This relationship is of importance because various competitive strategies might have different implications for quality management. The empirical results of the present study indicate that consistency between strategies and quality-management instruments can support perceived service quality. Therefore integrated quality management enhances positive word-of-mouth recommendation.","PeriodicalId":341174,"journal":{"name":"Journal of Hospitality & Leisure Marketing","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131902921","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}
ABSTRACT Recent research has shown that giving an informed choice to customers can be an effective pre-emptive strategy to offset the damaging effects of service failure. The principle behind this strategy is that customers given an informed choice have increased feelings of self-attributions, share the responsibility for the service failure, feel more regret and stay more loyal. The research has shown that this strategy of informed choice keeps customers more loyal, whether they choose a risky or safe alternative. However, does this strategy work when service failure occurs and the normal service recovery strategies of an apology and/or compensation are given? Would customers still feel some responsibility for the outcome and still be satisfied and stay more loyal? Or would an apology and/or compensation give a mixed signal that the service establishment alone was responsible for the service failure? An alternative perspective would be that by combining pre-emptive and service recovery strategies, customers would feel appreciation and respect for the service company for their disclosure and commitment to complete customer satisfaction. The principle finding was that customer satisfaction and loyalty were higher after a service failure when either the pre-emptive strategy of giving informed choice or the service recovery strategy of an apology and/or compensation were used, than when no choice, apology or compensation were offered. However, the highest ratings for customer satisfaction and loyalty were recorded when both strategies were employed together. Interestingly, the reasons for the higher customer satisfaction and loyalty differed for the individual strategies as well as for the combination of the two strategies. The results have practical implications for service managers.
{"title":"Service Recovery and Pre-Emptive Strategies for Service Failure: Both Lead to Customer Satisfaction and Loyalty, But for Different Reasons","authors":"D. Cranage, A. Mattila","doi":"10.1300/J150v13n03_09","DOIUrl":"https://doi.org/10.1300/J150v13n03_09","url":null,"abstract":"ABSTRACT Recent research has shown that giving an informed choice to customers can be an effective pre-emptive strategy to offset the damaging effects of service failure. The principle behind this strategy is that customers given an informed choice have increased feelings of self-attributions, share the responsibility for the service failure, feel more regret and stay more loyal. The research has shown that this strategy of informed choice keeps customers more loyal, whether they choose a risky or safe alternative. However, does this strategy work when service failure occurs and the normal service recovery strategies of an apology and/or compensation are given? Would customers still feel some responsibility for the outcome and still be satisfied and stay more loyal? Or would an apology and/or compensation give a mixed signal that the service establishment alone was responsible for the service failure? An alternative perspective would be that by combining pre-emptive and service recovery strategies, customers would feel appreciation and respect for the service company for their disclosure and commitment to complete customer satisfaction. The principle finding was that customer satisfaction and loyalty were higher after a service failure when either the pre-emptive strategy of giving informed choice or the service recovery strategy of an apology and/or compensation were used, than when no choice, apology or compensation were offered. However, the highest ratings for customer satisfaction and loyalty were recorded when both strategies were employed together. Interestingly, the reasons for the higher customer satisfaction and loyalty differed for the individual strategies as well as for the combination of the two strategies. The results have practical implications for service managers.","PeriodicalId":341174,"journal":{"name":"Journal of Hospitality & Leisure Marketing","volume":"105 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134390768","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}
ABSTRACT Total customer satisfaction is one of the most important strategic weapons of best-practice hotel organizations, because it reflects the effectiveness and efficiency of the hotel's service delivery system. To achieve total customer satisfaction, a hotel needs to build and sustain a loyal customer relationship. The establishment of a loyal customer relationship often starts with the monitoring of hotel employees who represent “internal customers” as a front-line, initial contact with hotel guests. With this in mind, this paper analyzes feedback of both hotel employees (internal customers) and guests (external customers), compares their perceived differences in the importance of service attributes to overall hotel service quality, identifies service gaps, and takes corrective action to reduce such gaps. Based on the longitudinal surveys of both hotel employees and guests who have stayed at first-class hotels in Korea, this paper develops customer retention and continuous service improvement strategies.
{"title":"The Comparative Evaluation of Hotel Service Quality from a Managerial Perspective","authors":"Hokey Min, H. Min","doi":"10.1300/J150v13n03_04","DOIUrl":"https://doi.org/10.1300/J150v13n03_04","url":null,"abstract":"ABSTRACT Total customer satisfaction is one of the most important strategic weapons of best-practice hotel organizations, because it reflects the effectiveness and efficiency of the hotel's service delivery system. To achieve total customer satisfaction, a hotel needs to build and sustain a loyal customer relationship. The establishment of a loyal customer relationship often starts with the monitoring of hotel employees who represent “internal customers” as a front-line, initial contact with hotel guests. With this in mind, this paper analyzes feedback of both hotel employees (internal customers) and guests (external customers), compares their perceived differences in the importance of service attributes to overall hotel service quality, identifies service gaps, and takes corrective action to reduce such gaps. Based on the longitudinal surveys of both hotel employees and guests who have stayed at first-class hotels in Korea, this paper develops customer retention and continuous service improvement strategies.","PeriodicalId":341174,"journal":{"name":"Journal of Hospitality & Leisure Marketing","volume":"104 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132182469","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}
ABSTRACT In the evolving and competitive global marketplace, hospitality firms have to seek new business models to enable them to customize their offer and to fulfil the specific needs of customers. Such needs are varied and complex, and it is often beyond the capacity of a single firm to fulfil them all. It has therefore become imperative that hospitality firms seek partnering firms to assist them in fulfilling the requirements of their customers. Through service-network partnerships with other firms, hospitality firms can effectively provide customers with end-to-end services from the initial contact through the entire cycle of the service experience. Hospitality firms are therefore increasingly using networks and outsourcing to assist them to serve customers whose requirements are outside a single firm's competency. However, in seeking guidance on how this can be managed effectively, existing theoretical knowledge in hospitality management has proved to be of limited use. The present paper proposes a conceptual framework for managing vertical networks for the purpose of value enhancement. This conceptual study examines how hospitality firms can strategically use service-network partners to outsource non-core services with a view enhancing the value of their service offer and gain a competitive advantage in the market.
{"title":"Service Networks: A Framework to Match Customer Needs, Service Offer, and Operational Activities","authors":"J. Kandampully, P. Promsivapallop","doi":"10.1300/J150v13n03_06","DOIUrl":"https://doi.org/10.1300/J150v13n03_06","url":null,"abstract":"ABSTRACT In the evolving and competitive global marketplace, hospitality firms have to seek new business models to enable them to customize their offer and to fulfil the specific needs of customers. Such needs are varied and complex, and it is often beyond the capacity of a single firm to fulfil them all. It has therefore become imperative that hospitality firms seek partnering firms to assist them in fulfilling the requirements of their customers. Through service-network partnerships with other firms, hospitality firms can effectively provide customers with end-to-end services from the initial contact through the entire cycle of the service experience. Hospitality firms are therefore increasingly using networks and outsourcing to assist them to serve customers whose requirements are outside a single firm's competency. However, in seeking guidance on how this can be managed effectively, existing theoretical knowledge in hospitality management has proved to be of limited use. The present paper proposes a conceptual framework for managing vertical networks for the purpose of value enhancement. This conceptual study examines how hospitality firms can strategically use service-network partners to outsource non-core services with a view enhancing the value of their service offer and gain a competitive advantage in the market.","PeriodicalId":341174,"journal":{"name":"Journal of Hospitality & Leisure Marketing","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126158822","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}
ABSTRACT Research on service management has been focused on a few strategies for retaining customer loyalty: improving service quality so that customers do not experience failure and recovering from failure, when it does occur. A third strategy is to protect against the ill effects of service failure by preemptive action. This is explored, in the research reported here, through an examination of the effects of giving customers an informed choice. Discovered is that an informed choice causes customers to share responsibility for a service failure and as a result stay more loyal and exit the service relationship less.
{"title":"Sharing the Responsibility for Service Failure with Customers: The Effects of Informed Choice and Outcome Foreseeability on Customer Loyalty and Exit","authors":"D. Cranage, H. Sujan, G. Godbey","doi":"10.1300/J150v13n03_11","DOIUrl":"https://doi.org/10.1300/J150v13n03_11","url":null,"abstract":"ABSTRACT Research on service management has been focused on a few strategies for retaining customer loyalty: improving service quality so that customers do not experience failure and recovering from failure, when it does occur. A third strategy is to protect against the ill effects of service failure by preemptive action. This is explored, in the research reported here, through an examination of the effects of giving customers an informed choice. Discovered is that an informed choice causes customers to share responsibility for a service failure and as a result stay more loyal and exit the service relationship less.","PeriodicalId":341174,"journal":{"name":"Journal of Hospitality & Leisure Marketing","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116910913","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}
ABSTRACT Although the Neuquen Province has experienced an important increase in hospitality demand since the Argentine currency was devalued in 2001, no studies concerning hotel service quality have been detected. This research deals with the perceived quality of high category hotels in two locations in this province. Highly structured interviews were held to measure levels of guests' expectations and perceptions, using a scale adapted to the service context. The paired sample T-test was used to analyse the resulting gaps of the three hotel quality dimensions and their 23 items. Factors influencing expectations levels were also analysed as well as behavioural consequences of perceived service quality. Finally, multi-item hotel quality scale reliability and validity assessment was also applied.
{"title":"Perceived Quality of Hotels in Neuquen Province, Argentina","authors":"Lucía Tamagni, Marina Zanfardini","doi":"10.1300/J150v13n03_05","DOIUrl":"https://doi.org/10.1300/J150v13n03_05","url":null,"abstract":"ABSTRACT Although the Neuquen Province has experienced an important increase in hospitality demand since the Argentine currency was devalued in 2001, no studies concerning hotel service quality have been detected. This research deals with the perceived quality of high category hotels in two locations in this province. Highly structured interviews were held to measure levels of guests' expectations and perceptions, using a scale adapted to the service context. The paired sample T-test was used to analyse the resulting gaps of the three hotel quality dimensions and their 23 items. Factors influencing expectations levels were also analysed as well as behavioural consequences of perceived service quality. Finally, multi-item hotel quality scale reliability and validity assessment was also applied.","PeriodicalId":341174,"journal":{"name":"Journal of Hospitality & Leisure Marketing","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132217176","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}
ABSTRACT Past service encounters provide powerful information about the future intentions of customers. This study examines 302 recalled customer service encounters and measures the differences in fairness perceptions of the service encounter outcome between new customers and previous customers, and then between customers with previous positive experiences and between customers with previous negative experiences. A significant difference existed between customers with previous positive experiences and those customers with previous negative experiences. Each group reported similar outcomes with their next visit, which leads towards a tendency of repeat performances for the business. The power of understanding the past experiences of the customer is valuable to service researchers and practitioners in understanding the importance of the perception the customer leaves with. It can govern the expectations the customers have as well as help predict the next experience the customer has with the business and influence what they tell others about the business.
{"title":"Prior Experience Satisfaction and Subsequent Fairness Perceptions Within the Service Experience","authors":"D. Severt, D. Tesone, S. Murrmann","doi":"10.1300/J150v13n03_07","DOIUrl":"https://doi.org/10.1300/J150v13n03_07","url":null,"abstract":"ABSTRACT Past service encounters provide powerful information about the future intentions of customers. This study examines 302 recalled customer service encounters and measures the differences in fairness perceptions of the service encounter outcome between new customers and previous customers, and then between customers with previous positive experiences and between customers with previous negative experiences. A significant difference existed between customers with previous positive experiences and those customers with previous negative experiences. Each group reported similar outcomes with their next visit, which leads towards a tendency of repeat performances for the business. The power of understanding the past experiences of the customer is valuable to service researchers and practitioners in understanding the importance of the perception the customer leaves with. It can govern the expectations the customers have as well as help predict the next experience the customer has with the business and influence what they tell others about the business.","PeriodicalId":341174,"journal":{"name":"Journal of Hospitality & Leisure Marketing","volume":"75 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129713670","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}
ABSTRACT Rebrandings have become commonplace on the hotel landscape. Research has not directly examined rebrandings from the employee's perspective, nor has previous research considered the impacts of rebranding on service quality and customer outcomes. In this paper we discuss the role of service climate and employee identification in hospitality organizations and propose a conceptual model that links service climate and employee identification with customer service and related outcomes such as word of mouth communication behaviours. As part of a larger project, 228 employees in three hotels in Australia completed a self-report survey. At the time of the survey, the hotels were undergoing rebranding processes. Hierarchical multiple regression analysis investigated the relationships between the variables of interest. Preliminary findings demonstrate the significant role of customer-contact aspects of service climate and the role of employee identification with their department in predicting employee perceptions of customer outcomes. Future research is proposed.
{"title":"Service Climate, Employee Identification, and Customer Outcomes in Hotel Property Rebrandings","authors":"David Solnet, Neil Paulsen","doi":"10.1300/J150v13n03_02","DOIUrl":"https://doi.org/10.1300/J150v13n03_02","url":null,"abstract":"ABSTRACT Rebrandings have become commonplace on the hotel landscape. Research has not directly examined rebrandings from the employee's perspective, nor has previous research considered the impacts of rebranding on service quality and customer outcomes. In this paper we discuss the role of service climate and employee identification in hospitality organizations and propose a conceptual model that links service climate and employee identification with customer service and related outcomes such as word of mouth communication behaviours. As part of a larger project, 228 employees in three hotels in Australia completed a self-report survey. At the time of the survey, the hotels were undergoing rebranding processes. Hierarchical multiple regression analysis investigated the relationships between the variables of interest. Preliminary findings demonstrate the significant role of customer-contact aspects of service climate and the role of employee identification with their department in predicting employee perceptions of customer outcomes. Future research is proposed.","PeriodicalId":341174,"journal":{"name":"Journal of Hospitality & Leisure Marketing","volume":"136 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130939676","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：