{"title":"Disruptive Megatrends","authors":"Allen C. Amason, A. Ward","doi":"10.4324/9781003000594-9","DOIUrl":"https://doi.org/10.4324/9781003000594-9","url":null,"abstract":"","PeriodicalId":43778,"journal":{"name":"Strategic Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2020-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87240758","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":"Tools of the Trade","authors":"Allen C. Amason, A. Ward","doi":"10.4324/9781003000594-3","DOIUrl":"https://doi.org/10.4324/9781003000594-3","url":null,"abstract":"","PeriodicalId":43778,"journal":{"name":"Strategic Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2020-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82661101","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":"Organizational Strengths and Weaknesses","authors":"Allen C. Amason, A. Ward","doi":"10.4324/9781003000594-5","DOIUrl":"https://doi.org/10.4324/9781003000594-5","url":null,"abstract":"","PeriodicalId":43778,"journal":{"name":"Strategic Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2020-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81459464","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 : 2020-07-10DOI: 10.46541/978-86-7233-386-2_4
József Poór, Agneš Slavić, M. Nikolić, Nemanja Berber
In the recent years the labor market of the Central and Eastern European (CEE) countries has changed a lot. One of the main business challenges in the CEE region is the worker shortage. The possible reasons of this phenomenon are the emigration of the labor force from the countries of the former Eastern Bloc to the Western countries, the negative demographic tendencies in the region, the effects of economic crisis and the significant wage differences in the countries of European Union. This paper presents the first results of an international research conducted in six countries from the CEE region (Austria, Czech Republic, Hungary, Romania, Serbia and Slovakia) on the reasons and managerial implications of the current labor force shortage. The research questionnaire was filled out in 797 companies and institutions in the CEE region. In our paper we will show the size, ownership and the sectoral distribution of our sample, as well as the average turnover rate, the average time to fill a position in, the positions hard to fill in, the possible reasons of labor shortage and the successful organizational and governmental programs to deal with labor market shortage. The obtained results may be a useful input for the formulation of human resource management programs in the organizations facing with labor market shortage in Serbia and other CEE countries.
{"title":"The managerial implications of the labor market and workplace shortage in Central Eastern Europe","authors":"József Poór, Agneš Slavić, M. Nikolić, Nemanja Berber","doi":"10.46541/978-86-7233-386-2_4","DOIUrl":"https://doi.org/10.46541/978-86-7233-386-2_4","url":null,"abstract":"In the recent years the labor market of the Central and Eastern European (CEE) countries has changed a lot. One of the main business challenges in the CEE region is the worker shortage. The possible reasons of this phenomenon are the emigration of the labor force from the countries of the former Eastern Bloc to the Western countries, the negative demographic tendencies in the region, the effects of economic crisis and the significant wage differences in the countries of European Union. This paper presents the first results of an international research conducted in six countries from the CEE region (Austria, Czech Republic, Hungary, Romania, Serbia and Slovakia) on the reasons and managerial implications of the current labor force shortage. The research questionnaire was filled out in 797 companies and institutions in the CEE region. In our paper we will show the size, ownership and the sectoral distribution of our sample, as well as the average turnover rate, the average time to fill a position in, the positions hard to fill in, the possible reasons of labor shortage and the successful organizational and governmental programs to deal with labor market shortage. The obtained results may be a useful input for the formulation of human resource management programs in the organizations facing with labor market shortage in Serbia and other CEE countries.","PeriodicalId":43778,"journal":{"name":"Strategic Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2020-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82731188","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 this paper the authors discuss organizational culture with focus on differences between characteristics of organizational culture in traditional economy and knowledge economy. In the literature, knowledge economy is considered to be a platform on which Industry 4.0 is based. In the knowledge economy, knowledge is the key resource while innovation capacity of employees is the key competitive advantage. That places people at the centre of research relating to the success of organizations in the knowledge economy. People are carriers of both; the key resource - knowledge, and the key capacity - innovation. Human capital is usually divided into three categories in scientific literature: 'traditional', 'convertible' and 'creative'. Creative human capital implies the ability to set the tasks independently, the ability to switch between various activities, high professional autonomy, continuing education, and knowledge sharing. Creative human capital is the accelerator of transition from developing economy to knowledge economy. The importance of human capital and the aforementioned key characteristics of the knowledge economy, and its specific aspects relating to knowledge sharing and autonomy of knowledge workers, place the organizational culture at the centre of our research. The main research question in this paper is: Is it possible to identify and measure perception of organizational culture and its various dimensions in Serbia and Southern California using Pareek's OCTAPACE instrument? From the main research question the research hypothesis emerged. In order to answer the research question and to support research hypothesis, the survey was conducted in which the organizations from Serbia were considered to be from transitional economy, and organizations from Southern California were considered to be the standard for the knowledge economy. This paper presents the results of survey conducted on a sample of383 executives and employees from organizations in Serbia and Southern California, using Pareek's instrument for the OCTAPACE model of organizational culture. Given that Industry 4.0 concept requires continuous innovation, education and knowledge sharing that not only depends on the people's skills and attitudes, but also on organizational culture, results from this research should be useful to organizations in transitional economy as they attempt to keep pace with organizations from knowledge economies.
{"title":"Comparison of organizational cultures from a transitional economy and a knowledge economy: Empirical study from Serbia and Southern California","authors":"Zoran Drašković,Đorđe Ćelić,Viktorija Petrov,Zorica Uzelac","doi":"10.5937/straman2004017d","DOIUrl":"https://doi.org/10.5937/straman2004017d","url":null,"abstract":"In this paper the authors discuss organizational culture with focus on differences between characteristics of organizational culture in traditional economy and knowledge economy. In the literature, knowledge economy is considered to be a platform on which Industry 4.0 is based. In the knowledge economy, knowledge is the key resource while innovation capacity of employees is the key competitive advantage. That places people at the centre of research relating to the success of organizations in the knowledge economy. People are carriers of both; the key resource - knowledge, and the key capacity - innovation. Human capital is usually divided into three categories in scientific literature: 'traditional', 'convertible' and 'creative'. Creative human capital implies the ability to set the tasks independently, the ability to switch between various activities, high professional autonomy, continuing education, and knowledge sharing. Creative human capital is the accelerator of transition from developing economy to knowledge economy. The importance of human capital and the aforementioned key characteristics of the knowledge economy, and its specific aspects relating to knowledge sharing and autonomy of knowledge workers, place the organizational culture at the centre of our research. The main research question in this paper is: Is it possible to identify and measure perception of organizational culture and its various dimensions in Serbia and Southern California using Pareek's OCTAPACE instrument? From the main research question the research hypothesis emerged. In order to answer the research question and to support research hypothesis, the survey was conducted in which the organizations from Serbia were considered to be from transitional economy, and organizations from Southern California were considered to be the standard for the knowledge economy. This paper presents the results of survey conducted on a sample of383 executives and employees from organizations in Serbia and Southern California, using Pareek's instrument for the OCTAPACE model of organizational culture. Given that Industry 4.0 concept requires continuous innovation, education and knowledge sharing that not only depends on the people's skills and attitudes, but also on organizational culture, results from this research should be useful to organizations in transitional economy as they attempt to keep pace with organizations from knowledge economies.","PeriodicalId":43778,"journal":{"name":"Strategic Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138503787","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}
Maja Strugar-Jelača, Radmila Bjekić, M. Aleksić, Nemanja Berber
Today's business environment imposes the need to continuously generate creative ideas not only for companies to grow, but also to survive in a hypercompetitive environment. Forming a creative model of organization and stimulating employees' creative behavior is one of the priorities, which can be achieved by establishing a parallel organizational culture and a creative climate. So far, some authors have identified these two terms as equal, while others emphasize the need for their separation. The paper indicates the differences in understanding of organizational culture on the one hand and climate on the other. The subject of the research is reflected in the analysis of the factors of importance for the formation of a creative organization. The paper aims to determine whether or not there is a positive relationship between the experimental climate and the dimensions that describe a creative organization model with a focus on organizational culture. The research hypotheses were generated and empirically analyzed based on a survey conducted on a sample of 145 employees in organizations in the territory of the Republic of Serbia. The survey was developed by combining two methodologies formulated by G. Ekwall, "Creative Climate Model," and T. Amabile, "Organizational Creativity Model." Statistical methods, such as correlation analysis and analysis of variance, ANOVA, were applied in the paper. The obtained results indicate that there is a positive statistically significant relationship between all three dimensions of creative organizational culture, such as flexible management system, motivation for greater achievements and freedom to use resources to form an experimental climate in the organization. Furthermore, by applying ANOVA, it was found that there was a statistically significant difference in the degree of experimental climate prevailing in the organization depending on its size, while no statistically significant difference between the organizations depending on their legal form was confirmed. Finally, the paper highlights management measures to encourage the creation of a creative work environment.
{"title":"An examination of the relationship between experimental climate and dimensions of the creative organization","authors":"Maja Strugar-Jelača, Radmila Bjekić, M. Aleksić, Nemanja Berber","doi":"10.5937/straman2004054s","DOIUrl":"https://doi.org/10.5937/straman2004054s","url":null,"abstract":"Today's business environment imposes the need to continuously generate creative ideas not only for companies to grow, but also to survive in a hypercompetitive environment. Forming a creative model of organization and stimulating employees' creative behavior is one of the priorities, which can be achieved by establishing a parallel organizational culture and a creative climate. So far, some authors have identified these two terms as equal, while others emphasize the need for their separation. The paper indicates the differences in understanding of organizational culture on the one hand and climate on the other. The subject of the research is reflected in the analysis of the factors of importance for the formation of a creative organization. The paper aims to determine whether or not there is a positive relationship between the experimental climate and the dimensions that describe a creative organization model with a focus on organizational culture. The research hypotheses were generated and empirically analyzed based on a survey conducted on a sample of 145 employees in organizations in the territory of the Republic of Serbia. The survey was developed by combining two methodologies formulated by G. Ekwall, \"Creative Climate Model,\" and T. Amabile, \"Organizational Creativity Model.\" Statistical methods, such as correlation analysis and analysis of variance, ANOVA, were applied in the paper. The obtained results indicate that there is a positive statistically significant relationship between all three dimensions of creative organizational culture, such as flexible management system, motivation for greater achievements and freedom to use resources to form an experimental climate in the organization. Furthermore, by applying ANOVA, it was found that there was a statistically significant difference in the degree of experimental climate prevailing in the organization depending on its size, while no statistically significant difference between the organizations depending on their legal form was confirmed. Finally, the paper highlights management measures to encourage the creation of a creative work environment.","PeriodicalId":43778,"journal":{"name":"Strategic Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89125867","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}
Corporate competitiveness is constantly being shaped by the Fourth Industrial Revolution, the explosive development of technology, the globalization and the hyper-competition. The VUCA status has now become a permanent reality: volatility and complexity cannot be traced to traditional corporate operations. The Industry 4.0 projects a physical, a digital and a biological megatrend such as advanced robotics, artificial intelligence, new materials, personalized healing, self-driving cars. Through usage of the resources and knowledge sharing, the global economy is experiencing mutations such as the sharing economy, the peer to peer economy, the gig economy in the labor market and the Big Data in planning. Meanwhile, the disruptive innovations are transforming industries and gaining exponentially competitive advantage. The special business concepts were born and whom cannot be handled by models of classic macro and micro economics: the largest taxi company in the world does not own any taxicab (Uber), the largest accommodation company does not own any property (Airbnb), the largest telecommunication company has no infrastructure (Skype), the world's most valuable retailer has no inventory (Alibaba), the most popular media doesn't create its own content (Facebook), the world's largest cinema doesn't have its own movie (Netflix). In the meantime, those are treasuring huge profits, business influence and information capital. The competitiveness of their agile way of working can be proved. These call for changes not only in the market, but also in organizational and individual terms. An adaptive corporate structure and leadership, a self-organizing group, an agile working method hold companies in the direction of growing track and changes in the future. My research about discovering some aspects of agile way of working versus traditional organization work. My hypothesis is that employees are more motivated, effective and committed in an agile team than in a classic hierarchy or matrix. I added own business and project-based worker as their flexible, effective work is a must. My hypotheses are partially fulfilled.
{"title":"The concept and competitiveness of agile organization in the fourth industrial revolution's drift","authors":"K. Balog","doi":"10.5937/straman2003014b","DOIUrl":"https://doi.org/10.5937/straman2003014b","url":null,"abstract":"Corporate competitiveness is constantly being shaped by the Fourth Industrial Revolution, the explosive development of technology, the globalization and the hyper-competition. The VUCA status has now become a permanent reality: volatility and complexity cannot be traced to traditional corporate operations. The Industry 4.0 projects a physical, a digital and a biological megatrend such as advanced robotics, artificial intelligence, new materials, personalized healing, self-driving cars. Through usage of the resources and knowledge sharing, the global economy is experiencing mutations such as the sharing economy, the peer to peer economy, the gig economy in the labor market and the Big Data in planning. Meanwhile, the disruptive innovations are transforming industries and gaining exponentially competitive advantage. The special business concepts were born and whom cannot be handled by models of classic macro and micro economics: the largest taxi company in the world does not own any taxicab (Uber), the largest accommodation company does not own any property (Airbnb), the largest telecommunication company has no infrastructure (Skype), the world's most valuable retailer has no inventory (Alibaba), the most popular media doesn't create its own content (Facebook), the world's largest cinema doesn't have its own movie (Netflix). In the meantime, those are treasuring huge profits, business influence and information capital. The competitiveness of their agile way of working can be proved. These call for changes not only in the market, but also in organizational and individual terms. An adaptive corporate structure and leadership, a self-organizing group, an agile working method hold companies in the direction of growing track and changes in the future. My research about discovering some aspects of agile way of working versus traditional organization work. My hypothesis is that employees are more motivated, effective and committed in an agile team than in a classic hierarchy or matrix. I added own business and project-based worker as their flexible, effective work is a must. My hypotheses are partially fulfilled.","PeriodicalId":43778,"journal":{"name":"Strategic Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85434652","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}
Nowadays, advanced interactive in-store technologies provide brick-and-mortar retailers with a wide range of opportunities to interact with customers. Based on a comprehensive review of the academic and practitioner literature, the purpose of this paper is to advance understanding of smart, innovative technologies in brickand-mortar retail settings, and to determine a framework for further analysis. In addition, a pilot survey was conducted to gain better understanding of self-service technology from the perspective of food retailers. Despite the perceived diminishing role, brick-and-mortar retailers have the potential to be powerful players in the future of shopping. Apart from adapting to the latest technology, the key to retailers’ success is introducing customers to the emerging technology within smart retail settings while encouraging their active digital engagement. Technological advancements help retailers gather various information on consumer behaviour, as well as their expectations, needs and preferences. By developing their technological capabilities, retailers will be able to create a unique in-store experience and make shopping in brick-and-mortar stores enjoyable.
{"title":"Brick-and-mortar retailers: Becoming smarter with innovative technologies","authors":"K. Vojvodić","doi":"10.5937/STRAMAN1902003V","DOIUrl":"https://doi.org/10.5937/STRAMAN1902003V","url":null,"abstract":"Nowadays, advanced interactive in-store technologies provide brick-and-mortar retailers with a wide range of opportunities to interact with customers. Based on a comprehensive review of the academic and practitioner literature, the purpose of this paper is to advance understanding of smart, innovative technologies in brickand-mortar retail settings, and to determine a framework for further analysis. In addition, a pilot survey was conducted to gain better understanding of self-service technology from the perspective of food retailers. Despite the perceived diminishing role, brick-and-mortar retailers have the potential to be powerful players in the future of shopping. Apart from adapting to the latest technology, the key to retailers’ success is introducing customers to the emerging technology within smart retail settings while encouraging their active digital engagement. Technological advancements help retailers gather various information on consumer behaviour, as well as their expectations, needs and preferences. By developing their technological capabilities, retailers will be able to create a unique in-store experience and make shopping in brick-and-mortar stores enjoyable.","PeriodicalId":43778,"journal":{"name":"Strategic Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2019-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73131192","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}
Executive remuneration is considered among most important mechanisms to align interests of managers and company owners. This paper examines the role of company ownership as a determinant of top management compensation. The aim of the research was to determine the impact of ownership origin, domestic or foreign, on top management remuneration practices in a post-transition economy country. The research is based on a survey of top management remuneration practices among 60 medium and large sized Croatian companies. Research results indicate that foreign owned companies provide more annual bonuses, long-term compensation and additional benefits to higher percentages of top managers than domestically owned companies. Companies with domestic owners provide annual bonuses at higher ratios of base pay compared to foreign owned companies and position managerial pay at higher levels relative to comparative firms in the sector with foreign owners. Top managers, investors and firm owners should be aware that in post-transition economies compensation practices greatly differ between domestic and foreign owned companies.
{"title":"Top management remuneration in a post-transition economy: Does company ownership make a difference?","authors":"Ivana Načinović-Braje, Lovorka Galetić","doi":"10.5937/STRAMAN1902034N","DOIUrl":"https://doi.org/10.5937/STRAMAN1902034N","url":null,"abstract":"Executive remuneration is considered among most important mechanisms to align interests of managers and company owners. This paper examines the role of company ownership as a determinant of top management compensation. The aim of the research was to determine the impact of ownership origin, domestic or foreign, on top management remuneration practices in a post-transition economy country. The research is based on a survey of top management remuneration practices among 60 medium and large sized Croatian companies. Research results indicate that foreign owned companies provide more annual bonuses, long-term compensation and additional benefits to higher percentages of top managers than domestically owned companies. Companies with domestic owners provide annual bonuses at higher ratios of base pay compared to foreign owned companies and position managerial pay at higher levels relative to comparative firms in the sector with foreign owners. Top managers, investors and firm owners should be aware that in post-transition economies compensation practices greatly differ between domestic and foreign owned companies.","PeriodicalId":43778,"journal":{"name":"Strategic Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2019-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84208925","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 the modern business environment, service companies face the challenge of continuous improvement of the quality of services. Retail managers must use an adequate system for evaluating the quality of the services they provide within the retail establishment. One of the tools that managers use is SERVQUAL analysis, which consists of five dimensions in the traditional model. The aim of this paper is to highlight the importance and necessity of measuring the dimensions of service quality in retail outlets. The subject of this paper is investigating the attitudes of customers in a retail store in Bosnia and Herzegovina, on the perception and expectations of the quality of services provided to them. The results of the study indicate that the gap between performance and expectations of all dimensions is negative, i.e. that none of the performance according to the dimensions of the SERVQUAL model exceeded respondents' expectations.
{"title":"Measuring dimensions of service quality","authors":"D. Tesic","doi":"10.5937/straman2001012t","DOIUrl":"https://doi.org/10.5937/straman2001012t","url":null,"abstract":"In the modern business environment, service companies face the challenge of continuous improvement of the quality of services. Retail managers must use an adequate system for evaluating the quality of the services they provide within the retail establishment. One of the tools that managers use is SERVQUAL analysis, which consists of five dimensions in the traditional model. The aim of this paper is to highlight the importance and necessity of measuring the dimensions of service quality in retail outlets. The subject of this paper is investigating the attitudes of customers in a retail store in Bosnia and Herzegovina, on the perception and expectations of the quality of services provided to them. The results of the study indicate that the gap between performance and expectations of all dimensions is negative, i.e. that none of the performance according to the dimensions of the SERVQUAL model exceeded respondents' expectations.","PeriodicalId":43778,"journal":{"name":"Strategic Management","volume":null,"pages":null},"PeriodicalIF":2.4,"publicationDate":"2019-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78851166","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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