Islands of information are still common place in many organizations. Yet, the growth of electronic-business and the increased use of enterprise resource planning software suggest the transition to enterprise-wide information systems will be one of the most important challenges facing information technology organizations during this millenium.Facing a major "year 2000" software rewrite during the beginning of 1990, the organization in this case study decided to revamp their information systems using client/server technologies and establish a new way of doing business (PCISS Board Minutes, 1995). Their plan was to share data and software across organizational boundaries in an effort to reduce software development costs and increase data quality (PCTTP, 1995).Transitioning to this new paradigm required rethinking how the information technology organization was organized and managed. It also required updating the employee's skills (Lee, Trauth, & Farwell, 1995) and the building of team-based structures (DeSanctis & Jackson, 1994). This case study discusses the training program used to transition the employees to an enterprise-wide client/server computing model, a strategy that supports adult learning issues and fosters the creation of cross-functional teams.
{"title":"A training program for information technology organizations transitioning to enterprise-wide client/server computing","authors":"S. Galup","doi":"10.1145/568504.568506","DOIUrl":"https://doi.org/10.1145/568504.568506","url":null,"abstract":"Islands of information are still common place in many organizations. Yet, the growth of electronic-business and the increased use of enterprise resource planning software suggest the transition to enterprise-wide information systems will be one of the most important challenges facing information technology organizations during this millenium.Facing a major \"year 2000\" software rewrite during the beginning of 1990, the organization in this case study decided to revamp their information systems using client/server technologies and establish a new way of doing business (PCISS Board Minutes, 1995). Their plan was to share data and software across organizational boundaries in an effort to reduce software development costs and increase data quality (PCTTP, 1995).Transitioning to this new paradigm required rethinking how the information technology organization was organized and managed. It also required updating the employee's skills (Lee, Trauth, & Farwell, 1995) and the building of team-based structures (DeSanctis & Jackson, 1994). This case study discusses the training program used to transition the employees to an enterprise-wide client/server computing model, a strategy that supports adult learning issues and fosters the creation of cross-functional teams.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128828651","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}
The impact of Information Technology on managing enterprises continues unabated. Realizing the potential of IT has become a critical concern as the investments mount exponentially. The prosperity of organizations requires that IT resources are used productively by people.This study tests for constraints in the productive use of Information Technology by knowledge workers in organizations. The QRS® NUD*IST#8482; analysis package is used to analyze one hundred and twenty-five knowledge workers' written assessments. The non-directive assessments identified infrastructure, technical, information, and task categories of issues. The sub-categories of these issues lead to the identification of the structure of constraints.Information Technology can be better utilized to address users needs. The analyses reveal that infrastructure issues are critical. Organizations are not providing support necessary to utilize IT effectively. Technical issues are also important. The expected advantages of IT, such as speed and reliability, do not match knowledge workers expectations. Instead, they are perceived as constraints. The gap between expected and realized IT capabilities is much larger than expected. This leads to difficulties in alienation, anxiety, overload, and lower productivity. Knowledge workers offered their own solutions to resolving the principal, and sub-categories of constraints. Their views provide the basis for addressing practical problems and future research directions in improving knowledge worker productivity using Information Technology.
{"title":"Knowledge worker constraints in the productive use of information technology","authors":"D. Drury, A. Farhoomand","doi":"10.1145/568498.568500","DOIUrl":"https://doi.org/10.1145/568498.568500","url":null,"abstract":"The impact of Information Technology on managing enterprises continues unabated. Realizing the potential of IT has become a critical concern as the investments mount exponentially. The prosperity of organizations requires that IT resources are used productively by people.This study tests for constraints in the productive use of Information Technology by knowledge workers in organizations. The QRS® NUD*IST#8482; analysis package is used to analyze one hundred and twenty-five knowledge workers' written assessments. The non-directive assessments identified infrastructure, technical, information, and task categories of issues. The sub-categories of these issues lead to the identification of the structure of constraints.Information Technology can be better utilized to address users needs. The analyses reveal that infrastructure issues are critical. Organizations are not providing support necessary to utilize IT effectively. Technical issues are also important. The expected advantages of IT, such as speed and reliability, do not match knowledge workers expectations. Instead, they are perceived as constraints. The gap between expected and realized IT capabilities is much larger than expected. This leads to difficulties in alienation, anxiety, overload, and lower productivity. Knowledge workers offered their own solutions to resolving the principal, and sub-categories of constraints. Their views provide the basis for addressing practical problems and future research directions in improving knowledge worker productivity using Information Technology.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"95 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116708822","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}
This describes the implementation of an Information Resources Management course in a Small Business Management program at the School of Business and Economics, University of Maribor, Slovenia. The aim of the course is to provide students with knowledge and experience to deal with information technology in small business from a managerial perspective. The theoretical part of the course is conducted in a classroom and the practical part is experienced in mentor firms. Thus students have an opportunity to compare, combine and verify "theory" and "practice" instantly and develop capability to transfer the acquired knowledge and skills into practice.
{"title":"Implementing a small business information resource management course","authors":"D. Lesjak","doi":"10.1145/568498.568502","DOIUrl":"https://doi.org/10.1145/568498.568502","url":null,"abstract":"This describes the implementation of an Information Resources Management course in a Small Business Management program at the School of Business and Economics, University of Maribor, Slovenia. The aim of the course is to provide students with knowledge and experience to deal with information technology in small business from a managerial perspective. The theoretical part of the course is conducted in a classroom and the practical part is experienced in mentor firms. Thus students have an opportunity to compare, combine and verify \"theory\" and \"practice\" instantly and develop capability to transfer the acquired knowledge and skills into practice.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"257 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131888815","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}
S. Rivard, L. Raymond, F. Bergeron, Marie-Claude Aubin
Ever since firms started using computers for processing their business data, researchers and practitioners have been preoccupied by the successful implementation of information systems (IS). Over the years, researchers have studied several aspects of IS implementation, be it measuring success or developing and testing models that explain IS project success or failure. However, up to now, few IS implementation studies have focused on the role played by the project leader. This paper presents the results of a study of 139 IS project managers. The study examined both the tactics adopted by these project managers to influence people, and their level of decision authority. It then attempted to determine if these two characteristics varied along with the project's organizational structure. The findings of the study point to the mediating role played by project managers' level of decision authority in linking organization structures to influence tactics. While influence tactics used do not vary across project structures, they do so across various levels of decision authority. In turn, the level of authority of project leaders varies across structures and steadily increases on the functional-project continuum. Three influence profiles emerged from the study, namely, the humanist, the political and the authoritarian project manager, providing further interpretation to influence tactics and behavior in an IS development context.
{"title":"Project manager's influence tactics and authority: a comparison across project structures","authors":"S. Rivard, L. Raymond, F. Bergeron, Marie-Claude Aubin","doi":"10.1145/568498.568499","DOIUrl":"https://doi.org/10.1145/568498.568499","url":null,"abstract":"Ever since firms started using computers for processing their business data, researchers and practitioners have been preoccupied by the successful implementation of information systems (IS). Over the years, researchers have studied several aspects of IS implementation, be it measuring success or developing and testing models that explain IS project success or failure. However, up to now, few IS implementation studies have focused on the role played by the project leader. This paper presents the results of a study of 139 IS project managers. The study examined both the tactics adopted by these project managers to influence people, and their level of decision authority. It then attempted to determine if these two characteristics varied along with the project's organizational structure. The findings of the study point to the mediating role played by project managers' level of decision authority in linking organization structures to influence tactics. While influence tactics used do not vary across project structures, they do so across various levels of decision authority. In turn, the level of authority of project leaders varies across structures and steadily increases on the functional-project continuum. Three influence profiles emerged from the study, namely, the humanist, the political and the authoritarian project manager, providing further interpretation to influence tactics and behavior in an IS development context.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1999-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121505464","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}
Design and development of effective information technology (IT) based systems depends upon a staff of competent information technology professionals (ITPs). Due to the rapid pace of technological innovation, diverging application of IT, and changing role responsibilities of ITPs, it is becoming increasingly difficult for ITPs to maintain up-to-date professional competency.Although not extensively examined in IT research, professional obsolescence threats have been acknowledged and evaluated in referent research. Psychologists studying the engineering discipline have suggested individual characteristics, nature of work, and organizational climate as being important determinants of obsolescence.The purpose of this study was to evaluate the relationships between individual personality differences and manageable work context factors and the degree of professional competency, or conversely obsolescence of ITPs. Structural equation modeling was employed in evaluating the direct-effects model of professional competency. The study used questionnaires to obtain 161 usable self-report responses from systems analysts. The results suggest that individual personality differences and factors of the work environment do effect professional competency levels. Overall, the research model accounted for 44% of the variance in ITP competency.
{"title":"Factors affecting professional competence of information technology professionals","authors":"J. Blanton, Thomas P. Schambach, K. Trimmer","doi":"10.1145/311106.311107","DOIUrl":"https://doi.org/10.1145/311106.311107","url":null,"abstract":"Design and development of effective information technology (IT) based systems depends upon a staff of competent information technology professionals (ITPs). Due to the rapid pace of technological innovation, diverging application of IT, and changing role responsibilities of ITPs, it is becoming increasingly difficult for ITPs to maintain up-to-date professional competency.Although not extensively examined in IT research, professional obsolescence threats have been acknowledged and evaluated in referent research. Psychologists studying the engineering discipline have suggested individual characteristics, nature of work, and organizational climate as being important determinants of obsolescence.The purpose of this study was to evaluate the relationships between individual personality differences and manageable work context factors and the degree of professional competency, or conversely obsolescence of ITPs. Structural equation modeling was employed in evaluating the direct-effects model of professional competency. The study used questionnaires to obtain 161 usable self-report responses from systems analysts. The results suggest that individual personality differences and factors of the work environment do effect professional competency levels. Overall, the research model accounted for 44% of the variance in ITP competency.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123730348","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}
The issues faced by firms in today's telecommunications environment are outlined and are discussed in juxtaposition with an actual telecommuting case study of Trade Reporting and Data Exchange, Inc. (T.R.A.D.E.), a software engineering company located in San Mateo, CA. Telecommuting was successful for T.R.A.D.E in the short term because a) required technology was widely available, b)the candidate initiated the idea and had the necessary industry and company experience, c)the organization could provide the flexible work arrangement while retaining a valuable employee, d)the employee was able to live in a geographic area of their choice, e)overall costs could be shared by the company and the employee, f)the job category was an ideal fit, and g)existing procedures were in place for communicating and managing the geographically detached worker. In the long run the employee left the company to take a job with a local software company because he missed the everyday interaction with co-workers.
{"title":"From silicon valley to silicon prairie: a long distance telecommuting case study","authors":"Anthony R. Hendrickson, T. Strader","doi":"10.1145/311106.311108","DOIUrl":"https://doi.org/10.1145/311106.311108","url":null,"abstract":"The issues faced by firms in today's telecommunications environment are outlined and are discussed in juxtaposition with an actual telecommuting case study of Trade Reporting and Data Exchange, Inc. (T.R.A.D.E.), a software engineering company located in San Mateo, CA. Telecommuting was successful for T.R.A.D.E in the short term because a) required technology was widely available, b)the candidate initiated the idea and had the necessary industry and company experience, c)the organization could provide the flexible work arrangement while retaining a valuable employee, d)the employee was able to live in a geographic area of their choice, e)overall costs could be shared by the company and the employee, f)the job category was an ideal fit, and g)existing procedures were in place for communicating and managing the geographically detached worker. In the long run the employee left the company to take a job with a local software company because he missed the everyday interaction with co-workers.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133119656","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}
This article qualitatively analyzes the Critical Success Factors (CSFs) for Information Systems (IS) executive careers based on evidence gathered from five case studies carried out in 1997. Typical IS executive career paths are presented within a time series style and the CSFs are interpreted within a descriptive framework by synthesising the case data based on Social Cognitive Theory. The descriptive framework suggests that successful IS executive careers would most likely be achieved by well educated and experienced IS employees who have the right attitude towards both their career and work, together with good performance. They would also exhibit an ability for self-learning and to anticipate future IT uses, as well as having proficient IS management knowledge and skills while working with an appropriate organizational environment. Moreover, the framework systematically indicates the interactions between the coupling factors in the typical career development processes. This provides a benchmark for employees that are aiming at a senior IS executive career against which they can compare their own achievements and aspirations. It also raises propositions for further research on theory building.
{"title":"Critical success factors for IS executive careers—evidence from case studies","authors":"Nansi Shi, D. Bennett","doi":"10.1145/311106.311109","DOIUrl":"https://doi.org/10.1145/311106.311109","url":null,"abstract":"This article qualitatively analyzes the Critical Success Factors (CSFs) for Information Systems (IS) executive careers based on evidence gathered from five case studies carried out in 1997. Typical IS executive career paths are presented within a time series style and the CSFs are interpreted within a descriptive framework by synthesising the case data based on Social Cognitive Theory. The descriptive framework suggests that successful IS executive careers would most likely be achieved by well educated and experienced IS employees who have the right attitude towards both their career and work, together with good performance. They would also exhibit an ability for self-learning and to anticipate future IT uses, as well as having proficient IS management knowledge and skills while working with an appropriate organizational environment. Moreover, the framework systematically indicates the interactions between the coupling factors in the typical career development processes. This provides a benchmark for employees that are aiming at a senior IS executive career against which they can compare their own achievements and aspirations. It also raises propositions for further research on theory building.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122477401","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}
Research appearing in Computer Personnel has focused on a number of topics between April 1994 and January 1998, the most consistent topic concerned the careers of information systems professionals. In preparation of articles, researchers have used a variety of references for their work. A surprising number of texts have been cited; the number of text citations is about 30% of the number of journal citations.The time period studied represents the first four years of Computer Personnel being a blind, peer reviewed journal. This article will review citations during this four year period and will make comparisons of the citations to recent journal rankings in Communications of the ACM.
{"title":"Perspectives on computer personnel research","authors":"G. Schell","doi":"10.1145/292349.292350","DOIUrl":"https://doi.org/10.1145/292349.292350","url":null,"abstract":"Research appearing in Computer Personnel has focused on a number of topics between April 1994 and January 1998, the most consistent topic concerned the careers of information systems professionals. In preparation of articles, researchers have used a variety of references for their work. A surprising number of texts have been cited; the number of text citations is about 30% of the number of journal citations.The time period studied represents the first four years of Computer Personnel being a blind, peer reviewed journal. This article will review citations during this four year period and will make comparisons of the citations to recent journal rankings in Communications of the ACM.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"115 2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114384791","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}
Computer-Aided Software Engineering (CASE) technologies are tools that provide automated assistance for software development [3]. The goal of introducing CASE tools is the reduction of the time and cost of software development and the enhancement of the quality of the systems developed [3], [20]. This paper explores the use of CASE tools. We ask several questions. Are CASE tools being used? If yes, what features within the tool are being used? Next, we explore two potential reasons for the expected low use. Do CASE tools change the job of the systems developer in an unattractive way? And are the people who are expected to use CASE tools motivated to use them?233 systems developers were surveyed to answer these questions. We found that CASE tools are being used but not in many companies. Within the companies that have adopted CASE tools, few people are actually using the tools. The systems developers who use CASE tools are using formal methodologies more often than systems developers who do not use CASE tools. Systems developers allocate their time differently depending on whether they are using a CASE tool or not. Those who use the tools are using few of the functions within the tools. Finally we found that people were basically neutral on whether they enjoyed using the tool and whether the tool was useful.
{"title":"CASE tools: understanding the reasons for non-use","authors":"N. L. Chervany, Diane Lending","doi":"10.1145/292349.292353","DOIUrl":"https://doi.org/10.1145/292349.292353","url":null,"abstract":"Computer-Aided Software Engineering (CASE) technologies are tools that provide automated assistance for software development [3]. The goal of introducing CASE tools is the reduction of the time and cost of software development and the enhancement of the quality of the systems developed [3], [20]. This paper explores the use of CASE tools. We ask several questions. Are CASE tools being used? If yes, what features within the tool are being used? Next, we explore two potential reasons for the expected low use. Do CASE tools change the job of the systems developer in an unattractive way? And are the people who are expected to use CASE tools motivated to use them?233 systems developers were surveyed to answer these questions. We found that CASE tools are being used but not in many companies. Within the companies that have adopted CASE tools, few people are actually using the tools. The systems developers who use CASE tools are using formal methodologies more often than systems developers who do not use CASE tools. Systems developers allocate their time differently depending on whether they are using a CASE tool or not. Those who use the tools are using few of the functions within the tools. Finally we found that people were basically neutral on whether they enjoyed using the tool and whether the tool was useful.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"55 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122404461","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}
S. Sawyer, K. Eschenfelder, Andrew Diekema, C. McClure
This paper reports on a case study of the IT skills and needs at one site. The data is organized by assessing the members of BigCo's Corporate IT group regarding their present IT skill levels and the perception of skill needs both now and three years in the future. This work relies on a categorization drawn from both academic and professional literature regarding skill needs for IT professionals. In doing this work we draw on surveys, interviews, focus groups and archival documents to build a rich and detailed perspective on skill needs for the IT professionals at BigCo's Corporate IT group. Findings show that there is an implicit set of conceptual IT skills that IT professionals are expected to have. Further, the non-IT skill needs are presently very important and are expected to become even more important. Finally, there are important department-level, experience, and gender variations in the responses suggesting that IT roles are growing both more numerous and more specialized.
{"title":"Coporate IT skill needs: a case study of BigCo.","authors":"S. Sawyer, K. Eschenfelder, Andrew Diekema, C. McClure","doi":"10.1145/292349.292354","DOIUrl":"https://doi.org/10.1145/292349.292354","url":null,"abstract":"This paper reports on a case study of the IT skills and needs at one site. The data is organized by assessing the members of BigCo's Corporate IT group regarding their present IT skill levels and the perception of skill needs both now and three years in the future. This work relies on a categorization drawn from both academic and professional literature regarding skill needs for IT professionals. In doing this work we draw on surveys, interviews, focus groups and archival documents to build a rich and detailed perspective on skill needs for the IT professionals at BigCo's Corporate IT group. Findings show that there is an implicit set of conceptual IT skills that IT professionals are expected to have. Further, the non-IT skill needs are presently very important and are expected to become even more important. Finally, there are important department-level, experience, and gender variations in the responses suggesting that IT roles are growing both more numerous and more specialized.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"75 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1998-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116905191","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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