Pub Date : 2021-03-22DOI: 10.1177/2322093721995311
Rahul Sivarajan, Aparna M. Varma, Reshmi
As gig economy based firms increasingly rely upon algorithmic management to regulate their gig workers, we explore how driver-partners’ psychological contacts working for two major ridesharing platforms based on Mumbai evolve. The gig workers’ responses in how they adapt and thrive to the challenges posed by the information asymmetry brought about by the app’s algorithms are qualitatively captured using semi-structured interviews. From the thematic analysis that follows, we learn that the gig workers perceive psychological contract violation when repetitive attempts via problem-focused coping fail to resolve the psychological contract breach induced discrepancies. Though functional coping responses are persisted initially, we find that a collective influenced employee reaction follows soon. This collective attempt at resetting the power asymmetry leads the drivers to disengage with their organisations and resort to counterproductive work behaviour hacks. These temporary and significant quick fixes (identified as jugaad in the local culture) help the gig workers thrive amidst their disengagement states.
{"title":"To Jugaad or Not? How Mumbai’s Gig Workers Thrive Against Psychological Contract Discrepancies","authors":"Rahul Sivarajan, Aparna M. Varma, Reshmi","doi":"10.1177/2322093721995311","DOIUrl":"https://doi.org/10.1177/2322093721995311","url":null,"abstract":"As gig economy based firms increasingly rely upon algorithmic management to regulate their gig workers, we explore how driver-partners’ psychological contacts working for two major ridesharing platforms based on Mumbai evolve. The gig workers’ responses in how they adapt and thrive to the challenges posed by the information asymmetry brought about by the app’s algorithms are qualitatively captured using semi-structured interviews. From the thematic analysis that follows, we learn that the gig workers perceive psychological contract violation when repetitive attempts via problem-focused coping fail to resolve the psychological contract breach induced discrepancies. Though functional coping responses are persisted initially, we find that a collective influenced employee reaction follows soon. This collective attempt at resetting the power asymmetry leads the drivers to disengage with their organisations and resort to counterproductive work behaviour hacks. These temporary and significant quick fixes (identified as jugaad in the local culture) help the gig workers thrive amidst their disengagement states.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"85 1","pages":"103 - 132"},"PeriodicalIF":1.7,"publicationDate":"2021-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90047179","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 : 2020-11-16DOI: 10.1177/2322093720929259
Abinash Panda
{"title":"Anil K Khandelwal, CEO: Chess Master or Gardener?","authors":"Abinash Panda","doi":"10.1177/2322093720929259","DOIUrl":"https://doi.org/10.1177/2322093720929259","url":null,"abstract":"","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"12 1","pages":"315 - 319"},"PeriodicalIF":1.7,"publicationDate":"2020-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73361028","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 : 2020-11-16DOI: 10.1177/2322093720932084
Bhavya Kapoor
Rapidly changing times and the challenging work environment faced by organizations today, including cut-throat competition, paucity of talent, cheap resources, increasing customer demands and so on call for a strategic change in the mindset of present business leaders, which would lead to more focus on the human capital termed as “talent” in organizations. Ram Charan, Dominic Barton and Dennis Carey prompt organizational leaders to lead the transition from strategy-first to people-first. This forms the basic objective of the book, Talent Wins: The New Playbook for Putting People First, put together by these three renowned strategy and human resources (HR) domain experts. The book is based on a survey conducted by Deloitte and serves as a read for chief executive officers (CEOs), business leaders, HR practitioners, scholars and students interested in the area of HR and strategy. It explores how and why organizations that focus on people outperform those that do not. It also offers practical suggestions on how investing in people can fine-tune company performance and enhance the strategic value of employees. The authors interviewed top leaders from organizations such as Amgen, Aon, Apple, Blackstone, Blackrock, Google, Haier, PepsiCo, Telenor and so on, to come up with shared standard principles to deploy talent efficiently for driving growth in organizations. The book starts with a memo to the CEO entailing an easy-to-follow, seven-step process to transforming a company into a “people before strategy” organization. It reflects two major themes, namely, redefining the strategy, and rethinking and reinventing HR, that set the tone for the future of organizations.
{"title":"Ram Charan, Dominic Barton and Dennis Carey, Talent Wins: The New Playbook for Putting People First","authors":"Bhavya Kapoor","doi":"10.1177/2322093720932084","DOIUrl":"https://doi.org/10.1177/2322093720932084","url":null,"abstract":"Rapidly changing times and the challenging work environment faced by organizations today, including cut-throat competition, paucity of talent, cheap resources, increasing customer demands and so on call for a strategic change in the mindset of present business leaders, which would lead to more focus on the human capital termed as “talent” in organizations. Ram Charan, Dominic Barton and Dennis Carey prompt organizational leaders to lead the transition from strategy-first to people-first. This forms the basic objective of the book, Talent Wins: The New Playbook for Putting People First, put together by these three renowned strategy and human resources (HR) domain experts. The book is based on a survey conducted by Deloitte and serves as a read for chief executive officers (CEOs), business leaders, HR practitioners, scholars and students interested in the area of HR and strategy. It explores how and why organizations that focus on people outperform those that do not. It also offers practical suggestions on how investing in people can fine-tune company performance and enhance the strategic value of employees. The authors interviewed top leaders from organizations such as Amgen, Aon, Apple, Blackstone, Blackrock, Google, Haier, PepsiCo, Telenor and so on, to come up with shared standard principles to deploy talent efficiently for driving growth in organizations. The book starts with a memo to the CEO entailing an easy-to-follow, seven-step process to transforming a company into a “people before strategy” organization. It reflects two major themes, namely, redefining the strategy, and rethinking and reinventing HR, that set the tone for the future of organizations.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"41 1","pages":"320 - 324"},"PeriodicalIF":1.7,"publicationDate":"2020-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75360749","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 : 2020-11-16DOI: 10.1177/2322093720944270
Md. Asaduzzaman Khan, Katharine Brymer, K. Koch
This paper offers a view of working practices within the garment and textile (G&T) industry in Bangladesh. The G&T industry accounts for over 84 per cent of Bangladesh exports and is therefore viewed as key to the country’s economic development. This importance is seen in the creation of Export Processing Zones (EPZs), which were created by that state to encourage foreign investment by offering a congenial climate free from cumbersome procedures. Trade unions are outlawed in these areas. Health and safety are poor within the G&T industry. However, the Rana Plaza disaster of 2013, which caused 1,132 deaths and over 2,500 injuries, placed the issue of workplace safety on the international agenda. Arguably, this prompted a change of attitude within Bangladesh and the G&T industry towards health and safety. The presence of international managers appears to have played a significant role in improving health and safety in the working environment, however these international managers do face a range of cultural barriers, which include both language and a different perception of the value of health and safety in the workplace. This paper has adopted a mixed method of both qualitative and quantitative data, collected through interviews and questionnaire surveys within the G&T industry in Bangladesh.
{"title":"The Production of Garments and Textiles in Bangladesh: Trade Unions, International Managers and the Health and Safety of Workers","authors":"Md. Asaduzzaman Khan, Katharine Brymer, K. Koch","doi":"10.1177/2322093720944270","DOIUrl":"https://doi.org/10.1177/2322093720944270","url":null,"abstract":"This paper offers a view of working practices within the garment and textile (G&T) industry in Bangladesh. The G&T industry accounts for over 84 per cent of Bangladesh exports and is therefore viewed as key to the country’s economic development. This importance is seen in the creation of Export Processing Zones (EPZs), which were created by that state to encourage foreign investment by offering a congenial climate free from cumbersome procedures. Trade unions are outlawed in these areas. Health and safety are poor within the G&T industry. However, the Rana Plaza disaster of 2013, which caused 1,132 deaths and over 2,500 injuries, placed the issue of workplace safety on the international agenda. Arguably, this prompted a change of attitude within Bangladesh and the G&T industry towards health and safety. The presence of international managers appears to have played a significant role in improving health and safety in the working environment, however these international managers do face a range of cultural barriers, which include both language and a different perception of the value of health and safety in the workplace. This paper has adopted a mixed method of both qualitative and quantitative data, collected through interviews and questionnaire surveys within the G&T industry in Bangladesh.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"21 1","pages":"276 - 292"},"PeriodicalIF":1.7,"publicationDate":"2020-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91155432","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 : 2020-11-16DOI: 10.1177/2322093720958093
Naresh Khatri, S. Saha
{"title":"Guest Editorial: An Introduction to the Special Issue","authors":"Naresh Khatri, S. Saha","doi":"10.1177/2322093720958093","DOIUrl":"https://doi.org/10.1177/2322093720958093","url":null,"abstract":"","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"18 6 1","pages":"159 - 164"},"PeriodicalIF":1.7,"publicationDate":"2020-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82886722","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 : 2020-11-09DOI: 10.1177/2322093720967803
Lakhwinder Singh Kang, Gurpreet Kaur
The purpose of this article was to investigate the impact of career-related support in work and non-work domains on the aspirations of women for progression in career. Using multistage sampling technique, the data were collected from 438 female employees working in private sector banks and insurance companies in Punjab, a state in north India. AMOS-based structural equation modelling was performed, and the results revealed that family/spousal support in non-work domain and supervisory and organisational support in work domain significantly predicted the career aspirations of working women, whereas the impact of collegial support was not observed. Supervisor support was found to be the most significant source of support followed by family/spousal support and then organisational support. The present study is a pioneer work, which has empirically examined the role of various forms of contextual supports in work and non-work domains in determining the desired aspirations of working women in India. The study proposes that collective efforts on the part of women themselves, their families, supervisors, colleagues and organisations are required to enhance working women’s propensity to aspire and realise their aspirations for advancement in career.
{"title":"Contextual Support and Career Aspirations of Working Women","authors":"Lakhwinder Singh Kang, Gurpreet Kaur","doi":"10.1177/2322093720967803","DOIUrl":"https://doi.org/10.1177/2322093720967803","url":null,"abstract":"The purpose of this article was to investigate the impact of career-related support in work and non-work domains on the aspirations of women for progression in career. Using multistage sampling technique, the data were collected from 438 female employees working in private sector banks and insurance companies in Punjab, a state in north India. AMOS-based structural equation modelling was performed, and the results revealed that family/spousal support in non-work domain and supervisory and organisational support in work domain significantly predicted the career aspirations of working women, whereas the impact of collegial support was not observed. Supervisor support was found to be the most significant source of support followed by family/spousal support and then organisational support. The present study is a pioneer work, which has empirically examined the role of various forms of contextual supports in work and non-work domains in determining the desired aspirations of working women in India. The study proposes that collective efforts on the part of women themselves, their families, supervisors, colleagues and organisations are required to enhance working women’s propensity to aspire and realise their aspirations for advancement in career.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"54 1","pages":"54 - 78"},"PeriodicalIF":1.7,"publicationDate":"2020-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85099059","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 : 2020-11-06DOI: 10.1177/2322093720965326
S. Alwis, Patrik Hernvall
Workplaces today are more technologically pervasive than ever before, and communication devices such as smartphones have blurred traditional boundaries between work and non-work spheres of people. In fact, employers need to be mindful about this phenomenon when they have technology-based work expectations from their employees. Within this backdrop, this study attempts to reveal how the technological intensity at workplaces affects work–life conflict of employees who have different boundary preferences. The analysis based on 225 respondents shows that technological intensity is a significant mediator between work–life boundary preferences and work–life conflict of employees. Further, this study validates the findings of prior research based on Western samples on non-Western countries, followed by a discussion on the implications to practice and avenues for future research.
{"title":"Technology Intense Workplaces, Boundary Preferences and Work–Life Conflict: Evidence from Sri Lanka","authors":"S. Alwis, Patrik Hernvall","doi":"10.1177/2322093720965326","DOIUrl":"https://doi.org/10.1177/2322093720965326","url":null,"abstract":"Workplaces today are more technologically pervasive than ever before, and communication devices such as smartphones have blurred traditional boundaries between work and non-work spheres of people. In fact, employers need to be mindful about this phenomenon when they have technology-based work expectations from their employees. Within this backdrop, this study attempts to reveal how the technological intensity at workplaces affects work–life conflict of employees who have different boundary preferences. The analysis based on 225 respondents shows that technological intensity is a significant mediator between work–life boundary preferences and work–life conflict of employees. Further, this study validates the findings of prior research based on Western samples on non-Western countries, followed by a discussion on the implications to practice and avenues for future research.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"19 1","pages":"29 - 53"},"PeriodicalIF":1.7,"publicationDate":"2020-11-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84443127","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}
Drawing from the Job Demands-Resources (JD-R) theory, the study explores the relationship between goal clarity, trust in management, work–family conflict and intention to stay among managers in the IT and Information Technology Enabled Service sectors. It also analyses the mediating role of employee engagement in the relationship between job resources (i.e., goal clarity and trust in management), job demands (i.e., work–family conflict) and intention to stay. Data were collected through a structured questionnaire from 200 managerial level employees in India. The model was tested using structural equation modelling techniques. Results indicate that employee engagement fully mediates the relationship between goal clarity, trust in management and intention to stay. This study makes significant theoretical contributions by exploring and establishing the relationship between goal clarity and intention to stay. It also contributes to relevant literature by demonstrating the mediating effects of employee engagement with goal clarity, trust in management and intention to stay of managerial level employees. In addition, this article describes the practical implications of work engagement and intention to stay.
{"title":"Goal Clarity, Trust in Management and Intention to Stay: The Mediating Role of Work Engagement","authors":"Neha Bellamkonda, Nivethitha Santhanam, Murugan Pattusamy","doi":"10.1177/2322093720965322","DOIUrl":"https://doi.org/10.1177/2322093720965322","url":null,"abstract":"Drawing from the Job Demands-Resources (JD-R) theory, the study explores the relationship between goal clarity, trust in management, work–family conflict and intention to stay among managers in the IT and Information Technology Enabled Service sectors. It also analyses the mediating role of employee engagement in the relationship between job resources (i.e., goal clarity and trust in management), job demands (i.e., work–family conflict) and intention to stay. Data were collected through a structured questionnaire from 200 managerial level employees in India. The model was tested using structural equation modelling techniques. Results indicate that employee engagement fully mediates the relationship between goal clarity, trust in management and intention to stay. This study makes significant theoretical contributions by exploring and establishing the relationship between goal clarity and intention to stay. It also contributes to relevant literature by demonstrating the mediating effects of employee engagement with goal clarity, trust in management and intention to stay of managerial level employees. In addition, this article describes the practical implications of work engagement and intention to stay.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"9 1","pages":"9 - 28"},"PeriodicalIF":1.7,"publicationDate":"2020-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84152524","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 : 2020-10-19DOI: 10.1177/2322093720970014
N. Kengatharan
Drawing on the knowledge-based theory of the firm and organisational learning theory, the present study chiefly examines the impact of firm-specific human capital on organisational ambidexterity and the subsequent effect of organisational ambidexterity on productivity by integrating human capital theory with the theory of transaction cost. The data were garnered from 197 managers in Sri Lanka with self-reported questionnaires in a time-lagged approach. The results disclose strong significant relationships between the variables investigated: a chain of positive relationships between firm-specific human capital and organisational ambidexterity, organisational ambidexterity and productivity, and productivity and firm performance; and mediated relationships between firm-specific human capital and productivity through organisational ambidexterity, and between organisational ambidexterity and firm performance via productivity. The findings of the study push back the frontiers of human resource management literature in many ways. Notably, managers should be cognizant of the effects of firm-specific human capital, organisational ambidexterity, and productivity on firm performance.
{"title":"A Jack of All Trades Is a Master of None: The Nexus of Firm-specific Human Capital, Ambidexterity, Productivity and Firm Performance","authors":"N. Kengatharan","doi":"10.1177/2322093720970014","DOIUrl":"https://doi.org/10.1177/2322093720970014","url":null,"abstract":"Drawing on the knowledge-based theory of the firm and organisational learning theory, the present study chiefly examines the impact of firm-specific human capital on organisational ambidexterity and the subsequent effect of organisational ambidexterity on productivity by integrating human capital theory with the theory of transaction cost. The data were garnered from 197 managers in Sri Lanka with self-reported questionnaires in a time-lagged approach. The results disclose strong significant relationships between the variables investigated: a chain of positive relationships between firm-specific human capital and organisational ambidexterity, organisational ambidexterity and productivity, and productivity and firm performance; and mediated relationships between firm-specific human capital and productivity through organisational ambidexterity, and between organisational ambidexterity and firm performance via productivity. The findings of the study push back the frontiers of human resource management literature in many ways. Notably, managers should be cognizant of the effects of firm-specific human capital, organisational ambidexterity, and productivity on firm performance.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"24 1","pages":"79 - 102"},"PeriodicalIF":1.7,"publicationDate":"2020-10-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89610135","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 : 2020-09-13DOI: 10.1177/2322093720944275
Aman Jain, M. Maheshwari
Recent years have been transformational for organisations owing to growing generational diversity and the associated challenges of managing the different generations working together. This issue of generational diversity invites significant attention in the context of studying organisations that are going through massive transformations with the presence of different generations within the organisations at the same time (Baby Boomers, Generation X and Generation Y or Millennials). Each of the three generations, with their understanding of the business context, technology, and industry-specific knowledge, are influencing organisational learning landscapes. With this, both the organisations and individuals benefit from the exchange of expertise suited to the learning preferences of different generational cohorts. This qualitative research is an attempt to explore the aforementioned phenomenon by focusing on the nuances of the traits of different generations, their respective learning preferences and the dynamics of intergenerational learning in the context of Indian IT companies. Insights that emerge seek to unravel the observed facets of intergenerational learning by three diverse generations of IT Industry.
{"title":"An Exploratory Study on Intergenerational Learning in Indian IT Workspace","authors":"Aman Jain, M. Maheshwari","doi":"10.1177/2322093720944275","DOIUrl":"https://doi.org/10.1177/2322093720944275","url":null,"abstract":"Recent years have been transformational for organisations owing to growing generational diversity and the associated challenges of managing the different generations working together. This issue of generational diversity invites significant attention in the context of studying organisations that are going through massive transformations with the presence of different generations within the organisations at the same time (Baby Boomers, Generation X and Generation Y or Millennials). Each of the three generations, with their understanding of the business context, technology, and industry-specific knowledge, are influencing organisational learning landscapes. With this, both the organisations and individuals benefit from the exchange of expertise suited to the learning preferences of different generational cohorts. This qualitative research is an attempt to explore the aforementioned phenomenon by focusing on the nuances of the traits of different generations, their respective learning preferences and the dynamics of intergenerational learning in the context of Indian IT companies. Insights that emerge seek to unravel the observed facets of intergenerational learning by three diverse generations of IT Industry.","PeriodicalId":42119,"journal":{"name":"South Asian Journal of Human Resource Management","volume":"56 1","pages":"233 - 256"},"PeriodicalIF":1.7,"publicationDate":"2020-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79377510","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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