Pub Date : 2023-08-28DOI: 10.1177/23220937231175601
M. Roopa, S. Lakshminarayanan, Prajwala Preema Rodrigues, Nandan Prabhu
The job performance of academics in the higher education context has transcended from the prime focus of teaching to the concurrence of learning facilitation, research and publication. These reforms address a central research question: What are the emerging factors influencing job performance in the Indian higher education context? This study adopts a qualitative research design to explore the emerging factors affecting job performance. Thirteen academic researchers from Indian universities participated in the focus group discussions. The results of focus group discussions unravel five themes: demographics, behaviours, motivation, context and skills. The focus group discussions foregrounded the debate on knowledge-sharing behaviours, organisational politics and networking skills. However, what remains unknown is whether the organisational actors’ political characteristics influence their knowledge sharing, affecting their job performance. In this regard, the authors propose a new model that binds organisational politics to knowledge sharing and its impact on job performance. This novel approach to examining job performance contributes to theory by providing insights into the emerging themes that affect job performance and emphasising the role of political characteristics in understanding the job performance of academic researchers.
{"title":"Positive Influence of Organisational Politics on Job Performance in Indian Higher Education Context: A Qualitative Inquiry","authors":"M. Roopa, S. Lakshminarayanan, Prajwala Preema Rodrigues, Nandan Prabhu","doi":"10.1177/23220937231175601","DOIUrl":"https://doi.org/10.1177/23220937231175601","url":null,"abstract":"The job performance of academics in the higher education context has transcended from the prime focus of teaching to the concurrence of learning facilitation, research and publication. These reforms address a central research question: What are the emerging factors influencing job performance in the Indian higher education context? This study adopts a qualitative research design to explore the emerging factors affecting job performance. Thirteen academic researchers from Indian universities participated in the focus group discussions. The results of focus group discussions unravel five themes: demographics, behaviours, motivation, context and skills. The focus group discussions foregrounded the debate on knowledge-sharing behaviours, organisational politics and networking skills. However, what remains unknown is whether the organisational actors’ political characteristics influence their knowledge sharing, affecting their job performance. In this regard, the authors propose a new model that binds organisational politics to knowledge sharing and its impact on job performance. This novel approach to examining job performance contributes to theory by providing insights into the emerging themes that affect job performance and emphasising the role of political characteristics in understanding the job performance of academic researchers.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"1 1","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65537876","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 : 2023-08-07DOI: 10.1177/23220937231185960
V. Chouhan
The article empirically investigates the relationship between work intensification (WI) and employee well-being by considering high-performance work systems (HPWS) and perceived organisational support (POS) as mediators. An integrated model is designed to discover the interactions between WIs, indicators of employee well-being (psychological health and work engagement), POS and HPWS. Our sample consists of 411 executives working in Indian IT organisations. Data analyses were performed by structural equation modelling. The research found that WI adversely impacts employee well-being. The findings revealed that POS and HPWS mediate the linkage between WI and employee well-being. The research findings make significant contributions by demonstrating how WI affects employee well-being and by assisting organisations in implementing sustainable HRM practices and constructing a congenial atmosphere. Finally, we sum up the impact of WI on workers, their families and society, and present a broad variety of implications for researchers and practitioners to comprehend sustainable HRM and its role in enhancing employee well-being.
{"title":"Is Too Much Work Intensification Harmful? Impact on Psychological Health and Work Engagement of Employees","authors":"V. Chouhan","doi":"10.1177/23220937231185960","DOIUrl":"https://doi.org/10.1177/23220937231185960","url":null,"abstract":"The article empirically investigates the relationship between work intensification (WI) and employee well-being by considering high-performance work systems (HPWS) and perceived organisational support (POS) as mediators. An integrated model is designed to discover the interactions between WIs, indicators of employee well-being (psychological health and work engagement), POS and HPWS. Our sample consists of 411 executives working in Indian IT organisations. Data analyses were performed by structural equation modelling. The research found that WI adversely impacts employee well-being. The findings revealed that POS and HPWS mediate the linkage between WI and employee well-being. The research findings make significant contributions by demonstrating how WI affects employee well-being and by assisting organisations in implementing sustainable HRM practices and constructing a congenial atmosphere. Finally, we sum up the impact of WI on workers, their families and society, and present a broad variety of implications for researchers and practitioners to comprehend sustainable HRM and its role in enhancing employee well-being.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46539482","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 : 2023-08-03DOI: 10.1177/23220937231185049
S. Tarab
Ignorance in cultivating a harmonious work culture and not addressing the negative misconduct at the workplace is highly undesirable for the organisations and taxing for individual and team-level performances. Drawing upon conservation of resources theory, a moderated mediation framework is hypothesised where workplace incivility predicts emotional exhaustion in employees, and organisational social capital is identified as a critical resource mediating the mechanism. In addition, irresponsible leadership is tested as a boundary condition influencing this relationship. A cross-sectional study using an online questionnaire collected data from a heterogeneous sample of 410 Indian service sector employees providing evidence for the hypothesised relationships. Results confirm that participants experiencing higher levels of incivility reported greater levels of emotional burnout. This outcome is affected by irresponsible leadership such that the higher the levels of irresponsible leadership, the more the social capital is undermined and emotional exhaustion rises in employees.
{"title":"Linking Workplace Incivility and Emotional Exhaustion: A Moderated Mediation Examination","authors":"S. Tarab","doi":"10.1177/23220937231185049","DOIUrl":"https://doi.org/10.1177/23220937231185049","url":null,"abstract":"Ignorance in cultivating a harmonious work culture and not addressing the negative misconduct at the workplace is highly undesirable for the organisations and taxing for individual and team-level performances. Drawing upon conservation of resources theory, a moderated mediation framework is hypothesised where workplace incivility predicts emotional exhaustion in employees, and organisational social capital is identified as a critical resource mediating the mechanism. In addition, irresponsible leadership is tested as a boundary condition influencing this relationship. A cross-sectional study using an online questionnaire collected data from a heterogeneous sample of 410 Indian service sector employees providing evidence for the hypothesised relationships. Results confirm that participants experiencing higher levels of incivility reported greater levels of emotional burnout. This outcome is affected by irresponsible leadership such that the higher the levels of irresponsible leadership, the more the social capital is undermined and emotional exhaustion rises in employees.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43767649","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 : 2023-08-03DOI: 10.1177/23220937231182061
Aishath Leeza, Shamala Kumar
In the Maldives, the tourism accommodations offer a unique working environment, which makes employees vulnerable to exploitation, abuse and likely to create its own profile of bullying. Therefore, this study places the spotlight on a setting about which little is known by the broader community of academics and professionals working in the field of human resource management. We used both quantitative and qualitative methods in this study to understand the phenomenon of workplace bullying, where participants faced an interview and then complete a questionnaire. Our study reveals that workplace bullying can be a strategy used by management to get work done in the short term. The managers’ primary goal is to achieve an organisational objective by leveraging the formal power and control structures they possess within the organisation. This approach gives off the impression of being unfair and inherently unjust towards those lower in the organisational hierarchy. As a result, individuals fail to report bullying incidents to the appropriate authorities and do not receive the necessary assistance; instead, they suffer in silence. Workers regard bullying as inherent to the system and ‘natural’ and ‘normal’ in this environment, as a result of the systems and the processes that they see operating.
{"title":"We’re Monitored Too Much! Workplace Bullying or Managerial Control in the Maldivian Tourist Resorts","authors":"Aishath Leeza, Shamala Kumar","doi":"10.1177/23220937231182061","DOIUrl":"https://doi.org/10.1177/23220937231182061","url":null,"abstract":"In the Maldives, the tourism accommodations offer a unique working environment, which makes employees vulnerable to exploitation, abuse and likely to create its own profile of bullying. Therefore, this study places the spotlight on a setting about which little is known by the broader community of academics and professionals working in the field of human resource management. We used both quantitative and qualitative methods in this study to understand the phenomenon of workplace bullying, where participants faced an interview and then complete a questionnaire. Our study reveals that workplace bullying can be a strategy used by management to get work done in the short term. The managers’ primary goal is to achieve an organisational objective by leveraging the formal power and control structures they possess within the organisation. This approach gives off the impression of being unfair and inherently unjust towards those lower in the organisational hierarchy. As a result, individuals fail to report bullying incidents to the appropriate authorities and do not receive the necessary assistance; instead, they suffer in silence. Workers regard bullying as inherent to the system and ‘natural’ and ‘normal’ in this environment, as a result of the systems and the processes that they see operating.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"1 1","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41621316","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 : 2023-08-03DOI: 10.1177/23220937231187479
R. Vijayaraghavan, Preeti Sharma, P. Jyothi
Understanding organisational citizenship behaviour at the team level has gained importance in recent years, as organisations place greater emphasis on teams and teamwork. Although contemporary literature acknowledges shared leadership as a significant antecedent of organisational citizenship behaviour, existing studies rarely consider the underlying mechanisms through which shared leadership produces organisational citizenship behaviour. This study investigates the influence of team psychological capital on the relationship between shared leadership and team citizenship behaviour using data collected from team members and supervisors belonging to 48 teams from diverse industries in India. An analysis using the team as the unit of analysis and partial least squares structural equation modelling technique revealed that team psychological capital acts as a partial mediator in the relationship between shared leadership and team citizenship behaviour. Based on the insights from this study, the authors suggest that managers should nurture both shared leadership and team psychological capital to promote team citizenship behaviour.
{"title":"Does Shared Leadership Inspire Team Citizenship Behaviour Through Team Psychological Capital?","authors":"R. Vijayaraghavan, Preeti Sharma, P. Jyothi","doi":"10.1177/23220937231187479","DOIUrl":"https://doi.org/10.1177/23220937231187479","url":null,"abstract":"Understanding organisational citizenship behaviour at the team level has gained importance in recent years, as organisations place greater emphasis on teams and teamwork. Although contemporary literature acknowledges shared leadership as a significant antecedent of organisational citizenship behaviour, existing studies rarely consider the underlying mechanisms through which shared leadership produces organisational citizenship behaviour. This study investigates the influence of team psychological capital on the relationship between shared leadership and team citizenship behaviour using data collected from team members and supervisors belonging to 48 teams from diverse industries in India. An analysis using the team as the unit of analysis and partial least squares structural equation modelling technique revealed that team psychological capital acts as a partial mediator in the relationship between shared leadership and team citizenship behaviour. Based on the insights from this study, the authors suggest that managers should nurture both shared leadership and team psychological capital to promote team citizenship behaviour.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45846863","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 : 2023-08-03DOI: 10.1177/23220937231173119
Maithily R, Devi Soumyaja
Idiosyncratic deals (i-deals) are personalised work arrangements negotiated between employees and employers. In most contemporary organisations, i-deals have achieved desirable employee behaviour and positive work-related outcomes. Although recent literature has given increased attention to i-deals, a lack of clarity exists regarding what drives i-deal negotiations and the perceived outcomes of such individualised negotiations in emerging economies like India, which falls in the middle zone of negotiability. Therefore, the study investigates what motivates employees for i-deal negotiations and the outcomes of such i-deals from an employee perspective by following a qualitative methodology. Data for the study were collected through in-depth interviews among 30 IT sector employees in India who successfully negotiated i-deals. Axial coding was used for data coding, resulting in two main themes for the study: motives for i-deal negotiation and outcomes of those negotiations. The study findings show that career advancement and job autonomy are the critical drivers of i-deal negotiations. Besides, the benefits experienced by the employees from such negotiations include reduced work–family conflict, enhanced work engagement and job satisfaction. Theoretical and managerial implications are also discussed.
{"title":"Why Do Employees Negotiate Personalised Work Arrangements? Examining the Motives and Outcomes of Idiosyncratic Deals in an Indian IT Industry Context","authors":"Maithily R, Devi Soumyaja","doi":"10.1177/23220937231173119","DOIUrl":"https://doi.org/10.1177/23220937231173119","url":null,"abstract":"Idiosyncratic deals (i-deals) are personalised work arrangements negotiated between employees and employers. In most contemporary organisations, i-deals have achieved desirable employee behaviour and positive work-related outcomes. Although recent literature has given increased attention to i-deals, a lack of clarity exists regarding what drives i-deal negotiations and the perceived outcomes of such individualised negotiations in emerging economies like India, which falls in the middle zone of negotiability. Therefore, the study investigates what motivates employees for i-deal negotiations and the outcomes of such i-deals from an employee perspective by following a qualitative methodology. Data for the study were collected through in-depth interviews among 30 IT sector employees in India who successfully negotiated i-deals. Axial coding was used for data coding, resulting in two main themes for the study: motives for i-deal negotiation and outcomes of those negotiations. The study findings show that career advancement and job autonomy are the critical drivers of i-deal negotiations. Besides, the benefits experienced by the employees from such negotiations include reduced work–family conflict, enhanced work engagement and job satisfaction. Theoretical and managerial implications are also discussed.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43437606","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 : 2023-08-03DOI: 10.1177/23220937231176164
M. N. Islam
The aim of this study is to investigate the influence of transformational leadership on employees’ change championing behaviour, and the mediating roles of employees’ trust in leadership and employees’ work engagement in the relationship between transformational leadership and employees’ change championing behaviour. The research was conducted among 379 employees in the banking sector of Bangladesh. The findings revealed a significant and positive impact of transformational leadership on employees’ change championing behaviour. Furthermore, the study identified that employees’ trust in leadership and WE play important mediating roles, individually and sequentially, in the relationship between transformational leadership and employees’ change championing behaviour during change management in the Bangladesh banking sector. This study contributes to our understanding of how transformational leadership promotes employees’ change championing behaviour and underscores the effectiveness of transformational leadership in fostering employees’ trust in leadership and work engagement. Additionally, this study emphasises the importance of employees’ trust in leadership and work engagement in the context of organisational change implementation.
{"title":"Leaders’ Part in Boosting Change Encouraging Attitude of Employee: The Sequential Mediation Model of Dealing Change in the Organisation","authors":"M. N. Islam","doi":"10.1177/23220937231176164","DOIUrl":"https://doi.org/10.1177/23220937231176164","url":null,"abstract":"The aim of this study is to investigate the influence of transformational leadership on employees’ change championing behaviour, and the mediating roles of employees’ trust in leadership and employees’ work engagement in the relationship between transformational leadership and employees’ change championing behaviour. The research was conducted among 379 employees in the banking sector of Bangladesh. The findings revealed a significant and positive impact of transformational leadership on employees’ change championing behaviour. Furthermore, the study identified that employees’ trust in leadership and WE play important mediating roles, individually and sequentially, in the relationship between transformational leadership and employees’ change championing behaviour during change management in the Bangladesh banking sector. This study contributes to our understanding of how transformational leadership promotes employees’ change championing behaviour and underscores the effectiveness of transformational leadership in fostering employees’ trust in leadership and work engagement. Additionally, this study emphasises the importance of employees’ trust in leadership and work engagement in the context of organisational change implementation.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47581575","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 : 2023-07-31DOI: 10.1177/23220937231186937
U. Jada, Deepika Swain, Tony John, L. K. Jena
The immediate establishment of ‘a new normal’ in response to the present global crisis made leaders relook into the well-being of their employees through a new lens. Hence, promoting empowering leadership in any organisation to attain employee well-being became the key to surviving the detrimental impact of endangered organisational productivity. In line with two promising theories (social exchange and social learning), we proposed to join empowering leadership and employee well-being through activity-enhancing, opportunity-enhancing, motivation-enhancing, work–life balance-enhancing and voice-enhancing related human resources management (HRM) practices. A two-phase exploratory sequential mixed-method process was designed to identify and analyse the role of HRM practices on promoting well-being during the onset of the new normal. Results of the multi-mediation model conducted on 328 executives of private banks in eastern India—demonstrated participative decision-making as a rewarding impact of autonomy and freedom. It highlighted achieving employee well-being as a flow experience. Our findings propose the techno-functionality of empowering leadership in redefining the holistic concept of well-being for socio-tropic continents like India, which may help establish actual well-being as a panacea to evolving work lives.
{"title":"Does Leadership Style and HRM Practices Promote Employee Well-being Post Onset of the New Normal? A Mixed-method Approach","authors":"U. Jada, Deepika Swain, Tony John, L. K. Jena","doi":"10.1177/23220937231186937","DOIUrl":"https://doi.org/10.1177/23220937231186937","url":null,"abstract":"The immediate establishment of ‘a new normal’ in response to the present global crisis made leaders relook into the well-being of their employees through a new lens. Hence, promoting empowering leadership in any organisation to attain employee well-being became the key to surviving the detrimental impact of endangered organisational productivity. In line with two promising theories (social exchange and social learning), we proposed to join empowering leadership and employee well-being through activity-enhancing, opportunity-enhancing, motivation-enhancing, work–life balance-enhancing and voice-enhancing related human resources management (HRM) practices. A two-phase exploratory sequential mixed-method process was designed to identify and analyse the role of HRM practices on promoting well-being during the onset of the new normal. Results of the multi-mediation model conducted on 328 executives of private banks in eastern India—demonstrated participative decision-making as a rewarding impact of autonomy and freedom. It highlighted achieving employee well-being as a flow experience. Our findings propose the techno-functionality of empowering leadership in redefining the holistic concept of well-being for socio-tropic continents like India, which may help establish actual well-being as a panacea to evolving work lives.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42329755","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 : 2023-05-29DOI: 10.1177/23220937231167630
{"title":"Peer Review Excellence Award Winners","authors":"","doi":"10.1177/23220937231167630","DOIUrl":"https://doi.org/10.1177/23220937231167630","url":null,"abstract":"","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"10 1","pages":"171 - 171"},"PeriodicalIF":1.7,"publicationDate":"2023-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49045195","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 : 2023-04-28DOI: 10.1177/23220937221138387
Prashant Sunil Borde, Ridhi Arora, S. Kakoty
{"title":"James M. Kouzes & Barry Z. Posner, Leadership in Higher Education: Practices That Make a Difference. Berret-Koehler Publishers, Inc., 2019, 208 pp., $18.99, ISBN 9781523087006.","authors":"Prashant Sunil Borde, Ridhi Arora, S. Kakoty","doi":"10.1177/23220937221138387","DOIUrl":"https://doi.org/10.1177/23220937221138387","url":null,"abstract":"","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2023-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44141128","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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