Pub Date : 2002-07-01DOI: 10.1108/13287260280000767
O. Eljabiri, Davis Crowell, F. Deek
A field study was conducted to determine organizational readiness for implementing E‐business solutions by utilizing drivers suggested in the business process reengineering literature. Based on a literature review, we theorized a schematic framework to reflect the anticipated relationships between the independent variables of technology team capabilities, nature and scope of legacy business applications, high‐tech resources, value‐chain, management expertise, supply chain management and enterprise resource management, and the dependant variable of E‐Business readiness. A survey collection method comprised of a 29‐item questionnaire was used. The study was carried out with a sample population from employees in various departments of a large, multinational pharmaceutical company. Data analysis of project hypotheses showed that 47.7% of the variance of E‐Business readiness was explained by the five independent variables, and that management expertise had the most significant influence. Recommendations direct...
{"title":"A case study in e‐business process reengineering readiness","authors":"O. Eljabiri, Davis Crowell, F. Deek","doi":"10.1108/13287260280000767","DOIUrl":"https://doi.org/10.1108/13287260280000767","url":null,"abstract":"A field study was conducted to determine organizational readiness for implementing E‐business solutions by utilizing drivers suggested in the business process reengineering literature. Based on a literature review, we theorized a schematic framework to reflect the anticipated relationships between the independent variables of technology team capabilities, nature and scope of legacy business applications, high‐tech resources, value‐chain, management expertise, supply chain management and enterprise resource management, and the dependant variable of E‐Business readiness. A survey collection method comprised of a 29‐item questionnaire was used. The study was carried out with a sample population from employees in various departments of a large, multinational pharmaceutical company. Data analysis of project hypotheses showed that 47.7% of the variance of E‐Business readiness was explained by the five independent variables, and that management expertise had the most significant influence. Recommendations direct...","PeriodicalId":38615,"journal":{"name":"Journal of Systems and Information Technology","volume":"6 1","pages":"13-30"},"PeriodicalIF":0.0,"publicationDate":"2002-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/13287260280000767","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62339273","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 : 2001-06-01DOI: 10.1108/13287260180000758
K. Burke, K. Aytes
Organization efforts in groups generate interaction and procedural structures, or “rules of behavior”. The type and extent of structuring are affected by preexisting preferences among group members for a desired degree of procedural order, as well as by the communication media available in the meeting environment. Analysis of thirty partially‐distributed groups that met over a series of four sessions was conducted by using two methods. Questionnaires were administered to ascertain perceptions of satisfaction and procedural practices. Content analysis was used to determine actual procedural behavioral patterns. It appears that preferences for procedural order does affect structuring behaviors, but do not affect their satisfaction with the group process. Interestingly, and counter to the expectations elicited from a history of media richness theory and studies, results here indicate that interaction media (video conferencing vs. audio conferencing) have no affect on either members’ perceptions of procedural structuring, their satisfaction, or their actual procedural structuring practices. Implications of these results are discussed.
{"title":"Do media really affect perceptions and procedural structuring among partially‐distributed groups?","authors":"K. Burke, K. Aytes","doi":"10.1108/13287260180000758","DOIUrl":"https://doi.org/10.1108/13287260180000758","url":null,"abstract":"Organization efforts in groups generate interaction and procedural structures, or “rules of behavior”. The type and extent of structuring are affected by preexisting preferences among group members for a desired degree of procedural order, as well as by the communication media available in the meeting environment. Analysis of thirty partially‐distributed groups that met over a series of four sessions was conducted by using two methods. Questionnaires were administered to ascertain perceptions of satisfaction and procedural practices. Content analysis was used to determine actual procedural behavioral patterns. It appears that preferences for procedural order does affect structuring behaviors, but do not affect their satisfaction with the group process. Interestingly, and counter to the expectations elicited from a history of media richness theory and studies, results here indicate that interaction media (video conferencing vs. audio conferencing) have no affect on either members’ perceptions of procedural structuring, their satisfaction, or their actual procedural structuring practices. Implications of these results are discussed.","PeriodicalId":38615,"journal":{"name":"Journal of Systems and Information Technology","volume":"5 1","pages":"33-58"},"PeriodicalIF":0.0,"publicationDate":"2001-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/13287260180000758","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62338107","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 : 2001-06-01DOI: 10.1108/13287260180000760
Thomas W. Jackson, R. Dawson, D. Wilson
The use of email by employees at the Danwood Group was studied and it was found that the interrupt effect from emails is more than generally believed. Employees allowed themselves to be interrupted almost as frequently as telephone calls and the common reaction to the arrival of an email is to react almost as quickly as they would respond to telephone calls. This means the interrupt effect is comparable with that of a telephone call. The recovery time from an email interruption was found to be significantly less than the published recovery time for telephone calls. It is to be concluded, therefore, that while Email is still less disruptive than the telephone, the way the majority of users handle their incoming email has been shown to give far more interruption than expected. By analysing the data captured the authors have been able to create recommendations for a set of guidelines for email usage within the workplace that will increase employee efficiency by reducing the prominence of interruptions, restricting the use of email‐to‐all messages, setting‐up the email application to display three lines of the email and to check for email less frequently. It is recommended that training should be given to staff on how to use email more effectively to increase employee productivity.
{"title":"The cost of email interruption","authors":"Thomas W. Jackson, R. Dawson, D. Wilson","doi":"10.1108/13287260180000760","DOIUrl":"https://doi.org/10.1108/13287260180000760","url":null,"abstract":"The use of email by employees at the Danwood Group was studied and it was found that the interrupt effect from emails is more than generally believed. Employees allowed themselves to be interrupted almost as frequently as telephone calls and the common reaction to the arrival of an email is to react almost as quickly as they would respond to telephone calls. This means the interrupt effect is comparable with that of a telephone call. The recovery time from an email interruption was found to be significantly less than the published recovery time for telephone calls. It is to be concluded, therefore, that while Email is still less disruptive than the telephone, the way the majority of users handle their incoming email has been shown to give far more interruption than expected. By analysing the data captured the authors have been able to create recommendations for a set of guidelines for email usage within the workplace that will increase employee efficiency by reducing the prominence of interruptions, restricting the use of email‐to‐all messages, setting‐up the email application to display three lines of the email and to check for email less frequently. It is recommended that training should be given to staff on how to use email more effectively to increase employee productivity.","PeriodicalId":38615,"journal":{"name":"Journal of Systems and Information Technology","volume":"5 1","pages":"81-92"},"PeriodicalIF":0.0,"publicationDate":"2001-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/13287260180000760","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62338281","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 : 2001-06-01DOI: 10.1108/13287260180000759
P. Yoong, Brent Gallupe
Electronic meeting facilitation (e‐facilitation) continues to be a critical success factor in the use of information technology to support face‐to‐face collaborative work. Yet researchers and practitioners continue to struggle to understand the subtleties and difficulties in the application of meeting facilitation techniques in the ‘electronic’ context. To clarify that understanding, this paper develops a new theoretical framework that examines how technology interacts with human facilitator behavior in an electronic group meeting. This framework, The Dualities of E‐Facilitation, is composed of two dualities: the Duality of Computer and Human Interaction, and the Duality of Routine and Intuitive Actions. The framework emerged from an analysis of the e‐facilitation behaviors of newly trained face‐to‐face electronic meeting facilitators.
{"title":"The emergence of a theoretical framework for gss facilitation: The dualities of e‐facilitation","authors":"P. Yoong, Brent Gallupe","doi":"10.1108/13287260180000759","DOIUrl":"https://doi.org/10.1108/13287260180000759","url":null,"abstract":"Electronic meeting facilitation (e‐facilitation) continues to be a critical success factor in the use of information technology to support face‐to‐face collaborative work. Yet researchers and practitioners continue to struggle to understand the subtleties and difficulties in the application of meeting facilitation techniques in the ‘electronic’ context. To clarify that understanding, this paper develops a new theoretical framework that examines how technology interacts with human facilitator behavior in an electronic group meeting. This framework, The Dualities of E‐Facilitation, is composed of two dualities: the Duality of Computer and Human Interaction, and the Duality of Routine and Intuitive Actions. The framework emerged from an analysis of the e‐facilitation behaviors of newly trained face‐to‐face electronic meeting facilitators.","PeriodicalId":38615,"journal":{"name":"Journal of Systems and Information Technology","volume":"5 1","pages":"59-74"},"PeriodicalIF":0.0,"publicationDate":"2001-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/13287260180000759","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62338178","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 : 2001-06-01DOI: 10.1108/13287260180000757
S. Vranes, Branislav Opacic, F. Pizzio
Our multiparadigm software toolset (consisting of BATEV, DEBATER and CyberDELPHI software tools) enables a holistic forecasting exercise, combining some good aspects of various foresight paradigms, based on both panel activities (scenarios, recommendations, policy proposals, etc.) and a large scale e‐collaboration among wide expert base. The e‐collaboration encompasses “via‐net” Delphi survey and software mediation and facilitation, based upon intelligent group decision support paradigm. The combination of multiple paradigms supplies a firm foundation for addressing complex technology foresight problems more objectively. Following a brain‐storming process (assisted by BATEV technology repository, and DEBATER intelligent decision support system for technology assessment) in which potential future opportunities for scientific and technological advances are identified, panels engage in an extensive and collaborative consultation process, using the CyberDELPHI e‐collaboration software. The CyberDELPHI impleme...
{"title":"E‐collaboration tool for technology foresight exercise","authors":"S. Vranes, Branislav Opacic, F. Pizzio","doi":"10.1108/13287260180000757","DOIUrl":"https://doi.org/10.1108/13287260180000757","url":null,"abstract":"Our multiparadigm software toolset (consisting of BATEV, DEBATER and CyberDELPHI software tools) enables a holistic forecasting exercise, combining some good aspects of various foresight paradigms, based on both panel activities (scenarios, recommendations, policy proposals, etc.) and a large scale e‐collaboration among wide expert base. The e‐collaboration encompasses “via‐net” Delphi survey and software mediation and facilitation, based upon intelligent group decision support paradigm. The combination of multiple paradigms supplies a firm foundation for addressing complex technology foresight problems more objectively. Following a brain‐storming process (assisted by BATEV technology repository, and DEBATER intelligent decision support system for technology assessment) in which potential future opportunities for scientific and technological advances are identified, panels engage in an extensive and collaborative consultation process, using the CyberDELPHI e‐collaboration software. The CyberDELPHI impleme...","PeriodicalId":38615,"journal":{"name":"Journal of Systems and Information Technology","volume":"5 1","pages":"9-31"},"PeriodicalIF":0.0,"publicationDate":"2001-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/13287260180000757","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62338474","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 : 2001-06-01DOI: 10.1108/13287260180000762
D. Cecez-Kecmanovic
The paper investigates knowledge sharing and co‐creation in an organisation‐wide discussion supported by Computer‐Mediated Communication (CMC). The paper draws on the empirical evidence from a field study of a consultative process as part of a University strategic decision‐making. Informed by Habermas’s theory of communicative action, the investigation focuses on communicative practices in the CMC discussion and the ways participants interact, share knowledge and co‐create meanings in a particular situation. Communicative analysis of organisational discourse via CMC reveals hidden structures and mechanisms that impede knowledge sharing and inhibit cooperative meaning making. The issue here is whether CMC enables or disables some of these structures and mechanisms. By interpreting the CMC discussion as an argumentation process the paper aims to provide deeper insights into this issue. Among the lessons learned are requirements for new technologies to support knowledge sharing and meaning co‐creation.
{"title":"What enables and what prevents knowledge sharing via computer‐mediated communications?","authors":"D. Cecez-Kecmanovic","doi":"10.1108/13287260180000762","DOIUrl":"https://doi.org/10.1108/13287260180000762","url":null,"abstract":"The paper investigates knowledge sharing and co‐creation in an organisation‐wide discussion supported by Computer‐Mediated Communication (CMC). The paper draws on the empirical evidence from a field study of a consultative process as part of a University strategic decision‐making. Informed by Habermas’s theory of communicative action, the investigation focuses on communicative practices in the CMC discussion and the ways participants interact, share knowledge and co‐create meanings in a particular situation. Communicative analysis of organisational discourse via CMC reveals hidden structures and mechanisms that impede knowledge sharing and inhibit cooperative meaning making. The issue here is whether CMC enables or disables some of these structures and mechanisms. By interpreting the CMC discussion as an argumentation process the paper aims to provide deeper insights into this issue. Among the lessons learned are requirements for new technologies to support knowledge sharing and meaning co‐creation.","PeriodicalId":38615,"journal":{"name":"Journal of Systems and Information Technology","volume":"5 1","pages":"115-133"},"PeriodicalIF":0.0,"publicationDate":"2001-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/13287260180000762","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62338644","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 : 2001-06-01DOI: 10.1108/13287260180000761
H. Fuks, Rodrigo Lemos de Assis
Questions related to perception in groupware systems have received a lot of attention in recent Computer Supported Cooperative Work (CSCW) studies. This paper presents a model of support of perception for a groupware approach based upon communication, coordination and cooperation. The suggested model is applied through learningware technology. The AulaNet learning environment was used as a source of experiences for development of the proposed model. The conception of a new service, implemented on AulaNet to illustrate the utilization of perception information, also is presented. Some of the problems that have been encountered, questions of implementation and difficulties derived from the addition of new functionalities, are highlighted throughout the paper.
{"title":"Facilitating Perception on Virtual Learningware based Environments","authors":"H. Fuks, Rodrigo Lemos de Assis","doi":"10.1108/13287260180000761","DOIUrl":"https://doi.org/10.1108/13287260180000761","url":null,"abstract":"Questions related to perception in groupware systems have received a lot of attention in recent Computer Supported Cooperative Work (CSCW) studies. This paper presents a model of support of perception for a groupware approach based upon communication, coordination and cooperation. The suggested model is applied through learningware technology. The AulaNet learning environment was used as a source of experiences for development of the proposed model. The conception of a new service, implemented on AulaNet to illustrate the utilization of perception information, also is presented. Some of the problems that have been encountered, questions of implementation and difficulties derived from the addition of new functionalities, are highlighted throughout the paper.","PeriodicalId":38615,"journal":{"name":"Journal of Systems and Information Technology","volume":"5 1","pages":"93-113"},"PeriodicalIF":0.0,"publicationDate":"2001-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/13287260180000761","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62338967","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 : 2001-06-01DOI: 10.1108/13287260180001059
N. Kock, R. Davison, R. Wazlawick, R. Ocker
The guest‐editors of the first Special Issue on E‐Collaboration provide an introduction to the issue. E‐collaboration is broadly defined as collaboration among individuals engaged in a common task using electronic technologies. A brief history of the evolution of e‐collaboration technologies is offered along with a discussion of research in the area. The paper concludes with a brief review of the contributions to the Special Issue and a look at one important future challenge for e‐collaboration researchers, the challenge of theoretical summarization.
{"title":"E‐collaboration: A look at past research and future challenges","authors":"N. Kock, R. Davison, R. Wazlawick, R. Ocker","doi":"10.1108/13287260180001059","DOIUrl":"https://doi.org/10.1108/13287260180001059","url":null,"abstract":"The guest‐editors of the first Special Issue on E‐Collaboration provide an introduction to the issue. E‐collaboration is broadly defined as collaboration among individuals engaged in a common task using electronic technologies. A brief history of the evolution of e‐collaboration technologies is offered along with a discussion of research in the area. The paper concludes with a brief review of the contributions to the Special Issue and a look at one important future challenge for e‐collaboration researchers, the challenge of theoretical summarization.","PeriodicalId":38615,"journal":{"name":"Journal of Systems and Information Technology","volume":"5 1","pages":"1-8"},"PeriodicalIF":0.0,"publicationDate":"2001-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/13287260180001059","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62338843","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 : 2001-01-01DOI: 10.1108/13287260180000763
J. Hanisch, T. Thanasankit, B. Corbitt
Requirements engineering is a crucial phase in software development. Software development in a virtual domain adds another dimension to the process of requirements engineering. There has been growing interest in virtual teams, and more specifically in virtual software development. While structured software development methods are the obvious first choice for project managers to ensure a virtual software development team remains on track, the social and cultural aspects of requirements engineering cannot be ignored. These social aspects are especially important across different cultures, and have been shown to affect the success of an information system. The discussion in this paper is centred around the requirements engineering processes of a virtual team in a Thai Software House. This paper explains the issues and challenges of requirements engineering in a virtual domain from a social and cultural perspective. Project managers need to encourage a balance between structured methods and social aspects in requirements engineering for virtual team members. Cultural and social aspects influence the relationship between the virtual team and the client.
{"title":"Exploring the cultural and social impacts on the requirements engineering processes ‐ highlighting some problems challenging virtual team relationships with clients","authors":"J. Hanisch, T. Thanasankit, B. Corbitt","doi":"10.1108/13287260180000763","DOIUrl":"https://doi.org/10.1108/13287260180000763","url":null,"abstract":"Requirements engineering is a crucial phase in software development. Software development in a virtual domain adds another dimension to the process of requirements engineering. There has been growing interest in virtual teams, and more specifically in virtual software development. While structured software development methods are the obvious first choice for project managers to ensure a virtual software development team remains on track, the social and cultural aspects of requirements engineering cannot be ignored. These social aspects are especially important across different cultures, and have been shown to affect the success of an information system. The discussion in this paper is centred around the requirements engineering processes of a virtual team in a Thai Software House. This paper explains the issues and challenges of requirements engineering in a virtual domain from a social and cultural perspective. Project managers need to encourage a balance between structured methods and social aspects in requirements engineering for virtual team members. Cultural and social aspects influence the relationship between the virtual team and the client.","PeriodicalId":38615,"journal":{"name":"Journal of Systems and Information Technology","volume":"5 1","pages":"1-19"},"PeriodicalIF":0.0,"publicationDate":"2001-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/13287260180000763","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62338997","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 : 2000-12-01DOI: 10.1108/13287260080000753
Marco C. Meier, P. Mertens
In order to improve decision support through knowledge management it is becoming increasingly important to combine internal and external as well as quantitative and qualitative management information. The Internet is already one of the most important media for accessing external data and it might continue to grow in significance. The article describes the concept and prototype of an “Editorial Workbench” that helps to manage knowledge spread in internal and external sources in order to distribute the right information to the responsible decision maker in time. SAP decided to use parts of the prototype for the development of their new product SAP Strategic Enterprise Management (SAP SEM)TM.
{"title":"Linking key figures and internet business news for personalized management information","authors":"Marco C. Meier, P. Mertens","doi":"10.1108/13287260080000753","DOIUrl":"https://doi.org/10.1108/13287260080000753","url":null,"abstract":"In order to improve decision support through knowledge management it is becoming increasingly important to combine internal and external as well as quantitative and qualitative management information. The Internet is already one of the most important media for accessing external data and it might continue to grow in significance. The article describes the concept and prototype of an “Editorial Workbench” that helps to manage knowledge spread in internal and external sources in order to distribute the right information to the responsible decision maker in time. SAP decided to use parts of the prototype for the development of their new product SAP Strategic Enterprise Management (SAP SEM)TM.","PeriodicalId":38615,"journal":{"name":"Journal of Systems and Information Technology","volume":"4 1","pages":"13-32"},"PeriodicalIF":0.0,"publicationDate":"2000-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/13287260080000753","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62338526","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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