Pub Date : 2020-04-01DOI: 10.1177/237946152000600109
Jasmien Khattab
In “Synergy From Diversity: Managing Team Diversity to Enhance Performance,” Daan van Knippenberg, Lisa H. Nishii, and David J. G. Dwertmann observe that misalignment between diversity theory and actual diversity management practices often prevents organizations from achieving the systematic performance benefits diversity can bring.1 Whereas theory on diversity emphasizes the preconditions required to create synergy in groups that are diverse, diversity management practices have largely addressed legal concerns relating to discrimination and are rarely designed to promote the creative integration of diverse ideas. The authors suggest several helpful actions policymakers can take to increase synergy from diversity. These include developing specific procedures that spur teams to integrate diverse information and perspectives, leveraging the role of team leaders, establishing accountability structures for meeting diversity objectives, and implementing bundles of aligned practices. To those suggestions, I add two others, relating to the way organizations communicate about diversity practices.
Daan van Knippenberg、Lisa H.Nishii和David J.G。Dwertmann观察到，多样性理论与实际多样性管理实践之间的不一致往往会阻碍组织实现多样性所能带来的系统绩效效益。1而多样性理论强调在多样性群体中创造协同效应所需的先决条件，多样性管理实践在很大程度上解决了与歧视有关的法律问题，很少旨在促进多样性思想的创造性融合。作者提出了政策制定者可以采取的一些有益行动，以增强多样性的协同作用。其中包括制定具体程序，激励团队整合不同的信息和观点，利用团队领导者的作用，建立实现多样性目标的问责结构，以及实施一系列一致的做法。除此之外，我还补充了另外两项建议，涉及各组织就多样性做法进行沟通的方式。
{"title":"Article Commentary: The importance of organizational communications in employees’ responses to diversity practices","authors":"Jasmien Khattab","doi":"10.1177/237946152000600109","DOIUrl":"https://doi.org/10.1177/237946152000600109","url":null,"abstract":"In “Synergy From Diversity: Managing Team Diversity to Enhance Performance,” Daan van Knippenberg, Lisa H. Nishii, and David J. G. Dwertmann observe that misalignment between diversity theory and actual diversity management practices often prevents organizations from achieving the systematic performance benefits diversity can bring.1 Whereas theory on diversity emphasizes the preconditions required to create synergy in groups that are diverse, diversity management practices have largely addressed legal concerns relating to discrimination and are rarely designed to promote the creative integration of diverse ideas. The authors suggest several helpful actions policymakers can take to increase synergy from diversity. These include developing specific procedures that spur teams to integrate diverse information and perspectives, leveraging the role of team leaders, establishing accountability structures for meeting diversity objectives, and implementing bundles of aligned practices. To those suggestions, I add two others, relating to the way organizations communicate about diversity practices.","PeriodicalId":36971,"journal":{"name":"Behavioral Science and Policy","volume":"6 1","pages":"93 - 96"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43112105","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}
In “Designing More Effective Practices for Reducing Workplace Inequality,” Quinetta Roberson, Eden King, and Mikki Hebl suggest robust strategies for addressing inequality.1 They also list unanswered questions, such as whether any practices improve employment opportunities across all demographic groups or contexts. I see one potential answer: that organizational leaders and researchers look to intersectionality as a framework for addressing inequalities that occur inside and outside of organizations.23 An intersectionality framework considers the effects of belonging to multiple social groups simultaneously—for instance, the ways that being both Black and a woman can undercut opportunities beyond the independent ways that being Black or being a woman can. The failure to recognize how diversity policies affect people who belong to multiple disadvantaged groups will perpetuate inequalities rather than eliminate them.
{"title":"Article Commentary: The need for intersectional practices in addressing workplace diversity","authors":"Courtney McCluney","doi":"10.1353/bsp.2020.0004","DOIUrl":"https://doi.org/10.1353/bsp.2020.0004","url":null,"abstract":"In “Designing More Effective Practices for Reducing Workplace Inequality,” Quinetta Roberson, Eden King, and Mikki Hebl suggest robust strategies for addressing inequality.1 They also list unanswered questions, such as whether any practices improve employment opportunities across all demographic groups or contexts. I see one potential answer: that organizational leaders and researchers look to intersectionality as a framework for addressing inequalities that occur inside and outside of organizations.23 An intersectionality framework considers the effects of belonging to multiple social groups simultaneously—for instance, the ways that being both Black and a woman can undercut opportunities beyond the independent ways that being Black or being a woman can. The failure to recognize how diversity policies affect people who belong to multiple disadvantaged groups will perpetuate inequalities rather than eliminate them.","PeriodicalId":36971,"journal":{"name":"Behavioral Science and Policy","volume":"6 1","pages":"51 - 54"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45322019","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 : 2020-04-01DOI: 10.1177/237946152000600106
Evelyn R. Carter, I. Onyeador, Neil A. Lewis
Organizations invest nearly $8 billion annually in diversity training, but questions have arisen about whether training actually reduces biased attitudes, changes behavior, and increases diversity. In this article, we review the relevant evidence, noting that training should be explicitly aimed at increasing awareness of and concern about bias while at the same time providing strategies that attendees can use to change their behavior. After outlining five challenges to developing and delivering training that meets these goals, we provide evidence-based recommendations that organizations and facilitators can use as a blueprint for creating anti-bias training programs that work. One recommendation is to couple investment in anti-bias training with other diversity and inclusion initiatives to help ensure that the billions spent each year yield meaningful change.
{"title":"Developing & delivering effective anti-bias training: Challenges & recommendations","authors":"Evelyn R. Carter, I. Onyeador, Neil A. Lewis","doi":"10.1177/237946152000600106","DOIUrl":"https://doi.org/10.1177/237946152000600106","url":null,"abstract":"Organizations invest nearly $8 billion annually in diversity training, but questions have arisen about whether training actually reduces biased attitudes, changes behavior, and increases diversity. In this article, we review the relevant evidence, noting that training should be explicitly aimed at increasing awareness of and concern about bias while at the same time providing strategies that attendees can use to change their behavior. After outlining five challenges to developing and delivering training that meets these goals, we provide evidence-based recommendations that organizations and facilitators can use as a blueprint for creating anti-bias training programs that work. One recommendation is to couple investment in anti-bias training with other diversity and inclusion initiatives to help ensure that the billions spent each year yield meaningful change.","PeriodicalId":36971,"journal":{"name":"Behavioral Science and Policy","volume":"6 1","pages":"57 - 70"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46791082","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 : 2020-04-01DOI: 10.1177/237946152000600102
C. Graham, S. MacLennan
Nations routinely assess economic and social progress by measuring productivity, growth, longevity, and other objective indicators, and they then use the measures to guide policy. Yet the classic metrics do not directly assess an important goal of economic and social policies: improvements in people's own evaluations of their well-being. Improving people's feelings of well-being is important in its own right and can lead to enhanced personal and national economic prosperity. Today, governments at all levels—as well as businesses and community organizations—are increasingly complementing the standard measures with data from surveys that ask respondents about their day-to-day happiness, overall satisfaction with life, and sense of purpose. In this article, the authors describe many examples of how governments and other organizations are applying these measures of subjective well-being to inform and improve policy decisions.
{"title":"Policy insights from the new science of well-being","authors":"C. Graham, S. MacLennan","doi":"10.1177/237946152000600102","DOIUrl":"https://doi.org/10.1177/237946152000600102","url":null,"abstract":"Nations routinely assess economic and social progress by measuring productivity, growth, longevity, and other objective indicators, and they then use the measures to guide policy. Yet the classic metrics do not directly assess an important goal of economic and social policies: improvements in people's own evaluations of their well-being. Improving people's feelings of well-being is important in its own right and can lead to enhanced personal and national economic prosperity. Today, governments at all levels—as well as businesses and community organizations—are increasingly complementing the standard measures with data from surveys that ask respondents about their day-to-day happiness, overall satisfaction with life, and sense of purpose. In this article, the authors describe many examples of how governments and other organizations are applying these measures of subjective well-being to inform and improve policy decisions.","PeriodicalId":36971,"journal":{"name":"Behavioral Science and Policy","volume":"6 1","pages":"1 - 20"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43018506","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 : 2020-04-01DOI: 10.1177/237946152000600103
Bradley L Kirkman, Gilad Chen, J. Mathieu
Empowerment has been a buzzword in many companies for decades, and research shows that empowerment enhances individual, team, and company performance. In practice, though, empowerment programs often fail. People who institute the programs frequently have a narrow understanding of what empowerment is, and this limited view probably helps to account for the failures. Drawing on several decades of organizational-science research, we provide a more useful, robust definition of empowerment and describe obstacles that company leaders and other employees can throw in the path of empowerment initiatives. We then provide empirically driven, practical recommendations for overcoming the obstacles and for otherwise enhancing employee empowerment, such as having leaders model empowerment and changing the company climate to align with more empowering policies and procedures.
{"title":"Improving employee performance by developing empowering leaders & companies","authors":"Bradley L Kirkman, Gilad Chen, J. Mathieu","doi":"10.1177/237946152000600103","DOIUrl":"https://doi.org/10.1177/237946152000600103","url":null,"abstract":"Empowerment has been a buzzword in many companies for decades, and research shows that empowerment enhances individual, team, and company performance. In practice, though, empowerment programs often fail. People who institute the programs frequently have a narrow understanding of what empowerment is, and this limited view probably helps to account for the failures. Drawing on several decades of organizational-science research, we provide a more useful, robust definition of empowerment and describe obstacles that company leaders and other employees can throw in the path of empowerment initiatives. We then provide empirically driven, practical recommendations for overcoming the obstacles and for otherwise enhancing employee empowerment, such as having leaders model empowerment and changing the company climate to align with more empowering policies and procedures.","PeriodicalId":36971,"journal":{"name":"Behavioral Science and Policy","volume":"6 1","pages":"23 - 36"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41642114","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 : 2020-04-01DOI: 10.1177/237946152000600104
Q. Roberson, E. King, Mikki R. Hebl
To explore the effectiveness of behavioral policy interventions on workplace inequality, we focus on four categories of interventions: affirmative action practices, targeted human resource management, diversity training, and accountability and transparency practices. We assess the impact of each of these approaches on improving employment outcomes for women and underrepresented minorities, and we highlight the approaches’ key design features. On the basis of this review, we offer recommendations for developing and implementing organizational policies and practices to increase workforce diversity and career growth at all levels and to decrease discrimination in the workplace. We also suggest directions for researchers, organizations, policymakers, and regulatory bodies to pursue.
{"title":"Designing more effective practices for reducing workplace inequality","authors":"Q. Roberson, E. King, Mikki R. Hebl","doi":"10.1177/237946152000600104","DOIUrl":"https://doi.org/10.1177/237946152000600104","url":null,"abstract":"To explore the effectiveness of behavioral policy interventions on workplace inequality, we focus on four categories of interventions: affirmative action practices, targeted human resource management, diversity training, and accountability and transparency practices. We assess the impact of each of these approaches on improving employment outcomes for women and underrepresented minorities, and we highlight the approaches’ key design features. On the basis of this review, we offer recommendations for developing and implementing organizational policies and practices to increase workforce diversity and career growth at all levels and to decrease discrimination in the workplace. We also suggest directions for researchers, organizations, policymakers, and regulatory bodies to pursue.","PeriodicalId":36971,"journal":{"name":"Behavioral Science and Policy","volume":"6 1","pages":"39 - 49"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49585224","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 : 2020-04-01DOI: 10.1177/237946152000600107
Derek R. Avery
I commend Evelyn R. Carter, Ivuoma N. Onyeador, and Neil A. Lewis, Jr., on their thorough, compelling, and thought-provoking article, “Developing & Delivering Effective Anti-Bias Training: Challenges & Recommendations,” which reviewed the challenges that organizations face in using diversity training to develop employee competence at interacting with people who differ from them.1 Although I recognize each of the challenges they present and respect the solutions they offer, I want to address an additional important challenge to developing a workforce that embraces diversity—namely, that organizations are dependent on the labor market to provide prospective employees who possess the knowledge, skills, abilities, and other competencies needed to fulfill job responsibilities, yet too much of the labor force seems to start off with little inclination or skill for interacting constructively with diverse groups. Roughly 20 years have passed since Nancy E. Day and Betty J. Glick published the results of a national assessment detailing the level of employer satisfaction with the diversity-related competency of typical college graduates in the United States.2 They concluded that “HR managers who responded believe that college graduates do not possess the critical skills that are needed to handle diversity” and that “a minority of the organizations surveyed attempt to fill the diversity KSA [knowledge, skills, and abilities] gaps through corporate training.”2 A good deal of anecdotal evidence suggests that these conditions persist today; hence, one could argue that organizations are being forced to do the best they can with the little they have been given.
我赞扬Evelyn R. Carter, Ivuoma N. Onyeador和Neil A. Lewis, Jr.，他们写了一篇深入、引人注目、发人深省的文章，《发展和提供有效的反偏见培训:挑战和建议》，其中回顾了组织在使用多元化培训来培养员工与不同人群互动能力时所面临的挑战虽然我认识到他们提出的每一个挑战，并尊重他们提供的解决方案，但我想解决一个额外的重要挑战，即发展一支拥抱多样性的劳动力队伍，即组织依赖于劳动力市场提供具有履行工作职责所需的知识、技能、能力和其他胜任能力的潜在员工。然而，太多的劳动力似乎一开始就缺乏与不同群体进行建设性互动的倾向或技能。大约20年前，Nancy E. Day和Betty J. Glick发表了一项全国性的评估结果，详细描述了雇主对美国典型大学毕业生与多样性相关的能力的满意度。2他们得出的结论是，“受访的人力资源经理认为，大学毕业生不具备处理多样性所需的关键技能”，“在接受调查的组织中，只有少数人试图填补多样性知识。技能(和能力)在公司培训中的差距。“大量的轶事证据表明，这些情况今天仍然存在;因此，有人可能会说，组织是被迫用他们得到的很少的东西做到最好。
{"title":"Article Commentary: Another challenge worth acknowledging","authors":"Derek R. Avery","doi":"10.1177/237946152000600107","DOIUrl":"https://doi.org/10.1177/237946152000600107","url":null,"abstract":"I commend Evelyn R. Carter, Ivuoma N. Onyeador, and Neil A. Lewis, Jr., on their thorough, compelling, and thought-provoking article, “Developing & Delivering Effective Anti-Bias Training: Challenges & Recommendations,” which reviewed the challenges that organizations face in using diversity training to develop employee competence at interacting with people who differ from them.1 Although I recognize each of the challenges they present and respect the solutions they offer, I want to address an additional important challenge to developing a workforce that embraces diversity—namely, that organizations are dependent on the labor market to provide prospective employees who possess the knowledge, skills, abilities, and other competencies needed to fulfill job responsibilities, yet too much of the labor force seems to start off with little inclination or skill for interacting constructively with diverse groups. Roughly 20 years have passed since Nancy E. Day and Betty J. Glick published the results of a national assessment detailing the level of employer satisfaction with the diversity-related competency of typical college graduates in the United States.2 They concluded that “HR managers who responded believe that college graduates do not possess the critical skills that are needed to handle diversity” and that “a minority of the organizations surveyed attempt to fill the diversity KSA [knowledge, skills, and abilities] gaps through corporate training.”2 A good deal of anecdotal evidence suggests that these conditions persist today; hence, one could argue that organizations are being forced to do the best they can with the little they have been given.","PeriodicalId":36971,"journal":{"name":"Behavioral Science and Policy","volume":" ","pages":"71 - 73"},"PeriodicalIF":0.0,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45153358","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 : 2019-04-01DOI: 10.1177/237946151900500104
T. C. O'Brien, T. Tyler
In many societies around the world, segments of the public strongly distrust legal and political authorities. Regardless of how the distrust arises, it lessens the possibilities for future social cohesion, democratic governance, and successful economic development—factors that define strong communities. How can authorities build trust amid a legacy of distrust? In this review, the authors focus on relations between the police and communities and draw on two psychological literatures that articulate evidence-informed trust-building strategies. One, the procedural justice approach, concentrates on the fair and respectful exercise of authority during everyday interactions between individuals. The other, reconciliation, involves gestures that are carried out at the community level with the expressed intention of addressing past injustice and that promise changes in an authority's future relations with a community. This review concludes with policy recommendations, drawn from both literatures, describing a process of trust building that involves substantive improvements in procedural justice combined with reconciliatory gestures that signal a sincere intent to increase trust through service to communities.
{"title":"Rebuilding Trust between Police & Communities through Procedural Justice & Reconciliation","authors":"T. C. O'Brien, T. Tyler","doi":"10.1177/237946151900500104","DOIUrl":"https://doi.org/10.1177/237946151900500104","url":null,"abstract":"In many societies around the world, segments of the public strongly distrust legal and political authorities. Regardless of how the distrust arises, it lessens the possibilities for future social cohesion, democratic governance, and successful economic development—factors that define strong communities. How can authorities build trust amid a legacy of distrust? In this review, the authors focus on relations between the police and communities and draw on two psychological literatures that articulate evidence-informed trust-building strategies. One, the procedural justice approach, concentrates on the fair and respectful exercise of authority during everyday interactions between individuals. The other, reconciliation, involves gestures that are carried out at the community level with the expressed intention of addressing past injustice and that promise changes in an authority's future relations with a community. This review concludes with policy recommendations, drawn from both literatures, describing a process of trust building that involves substantive improvements in procedural justice combined with reconciliatory gestures that signal a sincere intent to increase trust through service to communities.","PeriodicalId":36971,"journal":{"name":"Behavioral Science and Policy","volume":"5 1","pages":"35 - 50"},"PeriodicalIF":0.0,"publicationDate":"2019-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46793853","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 : 2019-04-01DOI: 10.1177/237946151900500103
J. Jackson, M. Gelfand, N. Ayub, Jasmine L. Wheeler
Bringing groups into direct contact is a popular way to break down negative stereotypes but is logistically challenging when groups are geographically distant or otherwise isolated. To address this issue, we present the diary contact technique (DCT), a methodology designed to improve relations between such groups via positive contact. In the DCT., individuals read real diary entries written by a member of their own culture (the in-group) or another culture (the out-group), with the prediction that reading out-group diary entries will reduce stereotyping. In this randomized controlled study, we validate the DCT's effectiveness in samples of Americans and Pakistanis. Individuals who received out-group diaries perceived less cultural distance between the two groups after the intervention, whereas participants who received in-group diaries showed no change in perceived cultural distance. The reductions in perceived cultural distance mediated decreases in negative stereotyping of the out-groups. These results suggest that the DCT is a promising tool for improving relations between cultures.
{"title":"Together from afar: Introducing a Diary Contact Technique for Improving Intergroup Relations","authors":"J. Jackson, M. Gelfand, N. Ayub, Jasmine L. Wheeler","doi":"10.1177/237946151900500103","DOIUrl":"https://doi.org/10.1177/237946151900500103","url":null,"abstract":"Bringing groups into direct contact is a popular way to break down negative stereotypes but is logistically challenging when groups are geographically distant or otherwise isolated. To address this issue, we present the diary contact technique (DCT), a methodology designed to improve relations between such groups via positive contact. In the DCT., individuals read real diary entries written by a member of their own culture (the in-group) or another culture (the out-group), with the prediction that reading out-group diary entries will reduce stereotyping. In this randomized controlled study, we validate the DCT's effectiveness in samples of Americans and Pakistanis. Individuals who received out-group diaries perceived less cultural distance between the two groups after the intervention, whereas participants who received in-group diaries showed no change in perceived cultural distance. The reductions in perceived cultural distance mediated decreases in negative stereotyping of the out-groups. These results suggest that the DCT is a promising tool for improving relations between cultures.","PeriodicalId":36971,"journal":{"name":"Behavioral Science and Policy","volume":"5 1","pages":"15 - 33"},"PeriodicalIF":0.0,"publicationDate":"2019-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45526779","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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