Sarah Diamond, N. Drury, Anthony Lipp, Anthony Marshall, Shanker Ramamurthy, Likhit Wagle
Purpose To better understand where the banking industry is heading and how it can thrive in the new environment of converged industries and competition, the IBM Institute for Business Value, in collaboration with Oxford Economics, surveyed 850 banking and financial markets executives across all major geographies and a variety of C-suite roles. Design/methodology/approach The survey sought answers to three key questions: What impacts are the changing currents around ecosystems, business models and business economics having on banking and other financial services organizations? What strategies are likely to be most successful for banks to adopt over the next few years? What steps can banking leaders adopt today to accelerate their progress toward obtaining a leading competitive position? Findings Most senior executives surveyed – 72 percent – agree that platform business models – and the ecosystems that underpin them – are disruptive for the banking industry: 70 percent of executives say that platform business models are driving changes in traditional value chains across the industry. 69 percent acknowledge that platforms are disrupting their organization’s own business and operating models. Practical implications As many as 79 percent of banking executives globally say that adoption of platform business models will help them achieve sustainable differentiation and competitive advantage with benefits across multiple dimensions. They identify profitability, innovation and access to markets as the top-three areas where platform models can drive advantage. Originality/value Visionary banks believe engagement with partners across platforms should increase their commitment to innovation, especially relating to the search for new and more valuable product and service combinations. They realize that radical transformation is required across business and operating models and in the way resources, business processes and technologies are assembled to create value.
{"title":"The future of banking in the platform economy","authors":"Sarah Diamond, N. Drury, Anthony Lipp, Anthony Marshall, Shanker Ramamurthy, Likhit Wagle","doi":"10.1108/sl-09-2019-0139","DOIUrl":"https://doi.org/10.1108/sl-09-2019-0139","url":null,"abstract":"Purpose\u0000To better understand where the banking industry is heading and how it can thrive in the new environment of converged industries and competition, the IBM Institute for Business Value, in collaboration with Oxford Economics, surveyed 850 banking and financial markets executives across all major geographies and a variety of C-suite roles.\u0000\u0000Design/methodology/approach\u0000The survey sought answers to three key questions: What impacts are the changing currents around ecosystems, business models and business economics having on banking and other financial services organizations? What strategies are likely to be most successful for banks to adopt over the next few years? What steps can banking leaders adopt today to accelerate their progress toward obtaining a leading competitive position?\u0000\u0000Findings\u0000Most senior executives surveyed – 72 percent – agree that platform business models – and the ecosystems that underpin them – are disruptive for the banking industry: 70 percent of executives say that platform business models are driving changes in traditional value chains across the industry. 69 percent acknowledge that platforms are disrupting their organization’s own business and operating models.\u0000\u0000Practical implications\u0000As many as 79 percent of banking executives globally say that adoption of platform business models will help them achieve sustainable differentiation and competitive advantage with benefits across multiple dimensions. They identify profitability, innovation and access to markets as the top-three areas where platform models can drive advantage.\u0000\u0000Originality/value\u0000Visionary banks believe engagement with partners across platforms should increase their commitment to innovation, especially relating to the search for new and more valuable product and service combinations. They realize that radical transformation is required across business and operating models and in the way resources, business processes and technologies are assembled to create value.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-09-2019-0139","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47308047","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 The books, The Innovator’s Dilemma and Fooled by Randomness were best-sellers, and both books’ authors rightly have legions of followers. Nevertheless, the dynamics each author analyzed so well continue to plague many executives. Why? Is there some way to close the analytical loop between these two extremes? Put another way, is there a practical method of being productive and profitable in “normal” environments while at the same time working to capitalize on the impact of volatile disruption? This paper presents a practical approach for doing so that builds on prior research. Design/methodology/approach This paper differentiates between the normal, linear environment of “business as usual” (BaU) and the volatile, nonlinear environments of disruption to both upside and the downside. It then profiles how to navigate each environment, illustrated by way of examples. Findings Our findings, which are supported by historical and contemporary examples, are that leading executives consistently navigate the environments of BaU and disruption due to explicit strategic decisions based on an “information advantage,” which is knowledge that their competitors either do not have or choose to ignore. Such advantages are monetized by efficient operations in BaU and by economically, which is to say strategically, benefiting from disruptive volatility to the upside and/or avoiding it on the downside, over time. Practical implications Managerial focus should be directed to potentially disruptive innovations and other kinds of ambiguous threats, which could develop to be strategically significant over time, and these need to be tracked in a meaningful way. To benefit from an information advantage, executives must selectively – that is, strategically – make small investments that could either payoff dynamically or economically mitigate the risk of extreme losses over time. Originality/value This paper offers executives a practical explanation why the environments of BaU and disruption must be analyzed and planned for separately by different functions. Doing so facilitates the efficient realization of corporate goals and objectives over time in both normal (linear) and highly volatile (nonlinear) environments.
{"title":"Disruptive technologies, “Black Swans” and corporate innovation strategy","authors":"J. Calandro, Vivek Paharia","doi":"10.1108/sl-10-2019-0148","DOIUrl":"https://doi.org/10.1108/sl-10-2019-0148","url":null,"abstract":"\u0000Purpose\u0000The books, The Innovator’s Dilemma and Fooled by Randomness were best-sellers, and both books’ authors rightly have legions of followers. Nevertheless, the dynamics each author analyzed so well continue to plague many executives. Why? Is there some way to close the analytical loop between these two extremes? Put another way, is there a practical method of being productive and profitable in “normal” environments while at the same time working to capitalize on the impact of volatile disruption? This paper presents a practical approach for doing so that builds on prior research.\u0000\u0000\u0000Design/methodology/approach\u0000This paper differentiates between the normal, linear environment of “business as usual” (BaU) and the volatile, nonlinear environments of disruption to both upside and the downside. It then profiles how to navigate each environment, illustrated by way of examples.\u0000\u0000\u0000Findings\u0000Our findings, which are supported by historical and contemporary examples, are that leading executives consistently navigate the environments of BaU and disruption due to explicit strategic decisions based on an “information advantage,” which is knowledge that their competitors either do not have or choose to ignore. Such advantages are monetized by efficient operations in BaU and by economically, which is to say strategically, benefiting from disruptive volatility to the upside and/or avoiding it on the downside, over time.\u0000\u0000\u0000Practical implications\u0000Managerial focus should be directed to potentially disruptive innovations and other kinds of ambiguous threats, which could develop to be strategically significant over time, and these need to be tracked in a meaningful way. To benefit from an information advantage, executives must selectively – that is, strategically – make small investments that could either payoff dynamically or economically mitigate the risk of extreme losses over time.\u0000\u0000\u0000Originality/value\u0000This paper offers executives a practical explanation why the environments of BaU and disruption must be analyzed and planned for separately by different functions. Doing so facilitates the efficient realization of corporate goals and objectives over time in both normal (linear) and highly volatile (nonlinear) environments.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"29-35"},"PeriodicalIF":0.0,"publicationDate":"2019-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-10-2019-0148","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48657275","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 As information technology and digital networking advances, success increasingly means designing offerings that respond to customers as the unique individuals they are – whether consumers or corporations – with specific needs and preferences. “Customering seeks to create a customized offering that meets the individual wants, needs and desires of each particular customer, both at a specific moment in time and on into a future relationship”. Design/methodology/approach Customering starts with the customer – not the product – and pulls together intelligence about the wants, needs and desires of this individual customer before you determine what to sell. Findings To practice customering successfully companies pull intelligence from individual customers – so that the information will benefit that particular customer – and then pull the offerings through its own operations to meet an individual customer’s needs. Practical implications To practice customering, companies also must surround their offerings with experiences that draw potential customers in, engage them in the process of discovery and help them see the possibilities in the relationship. Originality/value Article introduces the reader to the concept of customering, a radical strategic model proposed by the author who introduced S&L readers to “mass customization” and “experience marketing.” Customering must be customer-centric: that means placing the one who pays you money at the center of everything you do.
{"title":"Customering: the mindset of a revolutionary model","authors":"B. J. Pine","doi":"10.1108/sl-08-2019-0124","DOIUrl":"https://doi.org/10.1108/sl-08-2019-0124","url":null,"abstract":"Purpose\u0000As information technology and digital networking advances, success increasingly means designing offerings that respond to customers as the unique individuals they are – whether consumers or corporations – with specific needs and preferences. “Customering seeks to create a customized offering that meets the individual wants, needs and desires of each particular customer, both at a specific moment in time and on into a future relationship”.\u0000\u0000Design/methodology/approach\u0000Customering starts with the customer – not the product – and pulls together intelligence about the wants, needs and desires of this individual customer before you determine what to sell.\u0000\u0000Findings\u0000To practice customering successfully companies pull intelligence from individual customers – so that the information will benefit that particular customer – and then pull the offerings through its own operations to meet an individual customer’s needs.\u0000\u0000Practical implications\u0000To practice customering, companies also must surround their offerings with experiences that draw potential customers in, engage them in the process of discovery and help them see the possibilities in the relationship.\u0000\u0000Originality/value\u0000Article introduces the reader to the concept of customering, a radical strategic model proposed by the author who introduced S&L readers to “mass customization” and “experience marketing.” Customering must be customer-centric: that means placing the one who pays you money at the center of everything you do.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-08-2019-0124","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47662928","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 The authors of “The Digital Fallacy” are interviewed by veteran strategist David Rader. They envision digital implementation as a learning journey rather than a time-boxed program. They name the journey “Digital Maturity.” Design/methodology/approach Explains how Digital Maturity is a way of applying digital technology – at first to promote efficiency and ultimately in creative ways to innovate new business models – an operation that continues to grow and evolve. Findings Digitally mature companies are more likely to be agile, experimental, risk tolerant, collaborative and learning organizations. Practical implications Getting started can begin with identifying leaders within the organization with characteristics exhibited by digitally mature organizations and tasking them and a team with an effort that allows them to test fast, learn fast and scale fast. Originality/value Companies often start by focusing on efficiency gains, then move to better use of data for decision making and then lastly to employ technology to transform their offerings and business models. The final stage is where the greatest value from digital maturity is achieved.
{"title":"Digital maturity – the new competitive goal","authors":"David Rader","doi":"10.1108/SL-06-2019-0084","DOIUrl":"https://doi.org/10.1108/SL-06-2019-0084","url":null,"abstract":"\u0000Purpose\u0000The authors of “The Digital Fallacy” are interviewed by veteran strategist David Rader. They envision digital implementation as a learning journey rather than a time-boxed program. They name the journey “Digital Maturity.”\u0000\u0000\u0000Design/methodology/approach\u0000Explains how Digital Maturity is a way of applying digital technology – at first to promote efficiency and ultimately in creative ways to innovate new business models – an operation that continues to grow and evolve.\u0000\u0000\u0000Findings\u0000Digitally mature companies are more likely to be agile, experimental, risk tolerant, collaborative and learning organizations.\u0000\u0000\u0000Practical implications\u0000Getting started can begin with identifying leaders within the organization with characteristics exhibited by digitally mature organizations and tasking them and a team with an effort that allows them to test fast, learn fast and scale fast.\u0000\u0000\u0000Originality/value\u0000Companies often start by focusing on efficiency gains, then move to better use of data for decision making and then lastly to employ technology to transform their offerings and business models. The final stage is where the greatest value from digital maturity is achieved.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/SL-06-2019-0084","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49439965","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 How can strategists and their companies learn to survive and thrive in this new “connected customer” competitive environment? This is the question that Nicholaj Siggelkow and Christian Terwiesch set out to address in their latest book, Connected Strategy: Building Continuous Customer Relationships for Competitive Advantage. Design/methodology/approach A guide to building better business models in a new “connected customer” competitive environment. Findings The key promise is that a connected strategy can allow a firm to increase the customer’s happiness – or ‘willingness to pay’ – while at the same time reducing the cost of creating this better experience. The efficiency frontier is the graphical representation of the trade-off between ‘willingness to pay’ and fulfillment cost. Practical implications Instead of selling a product, firms can sell an outcome by creating a pay-for-performance network. Originality/value The biggest potential of connected strategies is to be able to move up the hierarchy of needs of a customer. By learning more about a particular customer a firm is able to personalize the offering and create a better fit between the needs of a customer and the available product/service.
{"title":"Thriving in the era of the “connected customer”","authors":"B. Leavy","doi":"10.1108/SL-05-2019-0074","DOIUrl":"https://doi.org/10.1108/SL-05-2019-0074","url":null,"abstract":"\u0000Purpose\u0000How can strategists and their companies learn to survive and thrive in this new “connected customer” competitive environment? This is the question that Nicholaj Siggelkow and Christian Terwiesch set out to address in their latest book, Connected Strategy: Building Continuous Customer Relationships for Competitive Advantage.\u0000\u0000\u0000Design/methodology/approach\u0000A guide to building better business models in a new “connected customer” competitive environment.\u0000\u0000\u0000Findings\u0000The key promise is that a connected strategy can allow a firm to increase the customer’s happiness – or ‘willingness to pay’ – while at the same time reducing the cost of creating this better experience. The efficiency frontier is the graphical representation of the trade-off between ‘willingness to pay’ and fulfillment cost.\u0000\u0000\u0000Practical implications\u0000Instead of selling a product, firms can sell an outcome by creating a pay-for-performance network.\u0000\u0000\u0000Originality/value\u0000The biggest potential of connected strategies is to be able to move up the hierarchy of needs of a customer. By learning more about a particular customer a firm is able to personalize the offering and create a better fit between the needs of a customer and the available product/service.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/SL-05-2019-0074","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62371411","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 As the author defines “followership” followers cannot have authority. But, they can and increasingly they do have power and influence. Social media embolden followers to pressure leaders, to push leaders as they never have previously been pressured or pushed. The author explores the consequences of this new dynamic. Design/methodology/approach The author urges that a curriculum be developed by academics and trainers that includes teaching the fundamentals of followership and learning what constitutes a follower who is as ethical as effective. Findings History is replete with examples of what goes wrong when individual answerability is abdicated and followers have the responsibility learn how to use their power to pressure their organizations to act ethically and morally. Originality/value Implicit in the growing if still modest interest in followers by researchers and trainers is the implication that the leadership industry is now obliged – for moral, intellectual and practical reasons – to pay them some increased level of attention. This article makes the case that followers have more power than ever before and need to learn how to use it ethically and morally.
{"title":"The future of followership","authors":"B. Kellerman","doi":"10.1108/sl-07-2019-0109","DOIUrl":"https://doi.org/10.1108/sl-07-2019-0109","url":null,"abstract":"\u0000Purpose\u0000As the author defines “followership” followers cannot have authority. But, they can and increasingly they do have power and influence. Social media embolden followers to pressure leaders, to push leaders as they never have previously been pressured or pushed. The author explores the consequences of this new dynamic.\u0000\u0000\u0000Design/methodology/approach\u0000The author urges that a curriculum be developed by academics and trainers that includes teaching the fundamentals of followership and learning what constitutes a follower who is as ethical as effective.\u0000\u0000\u0000Findings\u0000History is replete with examples of what goes wrong when individual answerability is abdicated and followers have the responsibility learn how to use their power to pressure their organizations to act ethically and morally.\u0000\u0000\u0000Originality/value\u0000Implicit in the growing if still modest interest in followers by researchers and trainers is the implication that the leadership industry is now obliged – for moral, intellectual and practical reasons – to pay them some increased level of attention. This article makes the case that followers have more power than ever before and need to learn how to use it ethically and morally.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-08-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-07-2019-0109","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44660398","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}
{"title":"Editor’s letter","authors":"Robert M. Robert","doi":"10.1108/sl-07-2019-170","DOIUrl":"https://doi.org/10.1108/sl-07-2019-170","url":null,"abstract":"","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-07-2019-170","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44811438","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 Corporate innovation is an often misunderstood process, largely because managing it successfully requires inherently contradictory aims, such as control and freedom. This article looks at a variety of approaches by leading authorities. Design/methodology/approach A number of recent books have examined the paradoxical tensions at the heart of the innovation process. The article assesses the guidance they offer practitioners on how to manage a process replete with conflict and contradictions. Findings Several authors suggest unconventional approaches to unleash the talents of individuals and groups in ways that are productive for the organization. Practical implications One of the main challenges in leading innovation is to cultivate both cohesion and dissent. Originality/value This masterclass is a useful primer for practitioners leading an innovation initiative.
{"title":"Leading innovation – resolving creativity’s paradoxes","authors":"B. Leavy","doi":"10.1108/SL-04-2019-0053","DOIUrl":"https://doi.org/10.1108/SL-04-2019-0053","url":null,"abstract":"\u0000Purpose\u0000Corporate innovation is an often misunderstood process, largely because managing it successfully requires inherently contradictory aims, such as control and freedom. This article looks at a variety of approaches by leading authorities.\u0000\u0000\u0000Design/methodology/approach\u0000A number of recent books have examined the paradoxical tensions at the heart of the innovation process. The article assesses the guidance they offer practitioners on how to manage a process replete with conflict and contradictions.\u0000\u0000\u0000Findings\u0000Several authors suggest unconventional approaches to unleash the talents of individuals and groups in ways that are productive for the organization.\u0000\u0000\u0000Practical implications\u0000One of the main challenges in leading innovation is to cultivate both cohesion and dissent.\u0000\u0000\u0000Originality/value\u0000This masterclass is a useful primer for practitioners leading an innovation initiative.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/SL-04-2019-0053","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45780530","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 his new book,World Class: A Story of Adversity, Transformation and Success at NYU Langone Health, Dr. William A. Haseltine reports on a process that he thinks will improve health care quality and reduce costs through good leadership and strategic management of information technology. Moreover, he thinks the method can be used to solve technology and management problems in many other kinds of big organizations.
William A. Haseltine博士在他的新书《世界一流:纽约大学朗格尼医疗中心逆境、转型和成功的故事》中报告了一个过程，他认为通过良好的领导和信息技术的战略管理，可以提高医疗质量，降低成本。此外，他认为该方法可以用于解决许多其他类型的大型组织的技术和管理问题。
{"title":"When information technology succeeds as good medicine and effective strategy","authors":"R. Wood","doi":"10.1108/SL-07-2019-171","DOIUrl":"https://doi.org/10.1108/SL-07-2019-171","url":null,"abstract":"In his new book,World Class: A Story of Adversity, Transformation and Success at NYU Langone Health, Dr. William A. Haseltine reports on a process that he thinks will improve health care quality and reduce costs through good leadership and strategic management of information technology. Moreover, he thinks the method can be used to solve technology and management problems in many other kinds of big organizations.","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/SL-07-2019-171","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48752345","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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