{"title":"Does complementary role matter? An empirical study on paid search and social ads on purchase","authors":"Zongwei Li, X. Tian, Jianing Chen, Lingling Ren, Yanhui Zhang","doi":"10.4102/sajbm.v54i1.3472","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3472","url":null,"abstract":"","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2023-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45138206","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-21DOI: 10.4102/sajbm.v54i1.3646
F. Toerien, Chanel Breedt, P. de Jager
Purpose: This study examines the relationship between board gender diversity and environmental, social and governance (ESG) disclosure of companies listed on the Johannesburg Stock Exchange (JSE).Design/methodology/approach: Panel regressions were used to analyse an unbalanced sample of 92 companies (725 company years) listed on the JSE All Share Index during 2011 to 2021. Board gender diversity, measured as the percentage of women on a board, was regressed against aggregate and individual component Bloomberg ESG disclosure scores. ‘Critical mass theory’ was tested using a 30%+ female board representation dummy variable.Findings/results: Positive correlation is found between female board representation and both aggregate ESG and S-disclosure. This likely results from unexplained differences between company and overall economy level time effects, as no time series correlation remains between board gender diversity and ESG disclosure scores once these effects are controlled for. Little evidence is found in support of critical mass theory.Practical implications: The results, although not conclusive, provide support for the argument that greater female representation on South African corporate boards is desirable to attain higher ESG disclosure. However, both female board representation and ESG disclosure scores may be driven by the same non-modelled underlying process, likely controlled for by the fixed effects.Originality/value: This study adds to the growing ESG and board gender diversity research – specifically in South Africa, an interesting case of an emerging economy with well-developed governance and disclosure frameworks, where more equitable gender board representation and increasing ESG disclosure are topics of great practical and academic importance.
{"title":"Does board gender diversity improve environmental, social and governance disclosure? Evidence from South Africa","authors":"F. Toerien, Chanel Breedt, P. de Jager","doi":"10.4102/sajbm.v54i1.3646","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3646","url":null,"abstract":"Purpose: This study examines the relationship between board gender diversity and environmental, social and governance (ESG) disclosure of companies listed on the Johannesburg Stock Exchange (JSE).Design/methodology/approach: Panel regressions were used to analyse an unbalanced sample of 92 companies (725 company years) listed on the JSE All Share Index during 2011 to 2021. Board gender diversity, measured as the percentage of women on a board, was regressed against aggregate and individual component Bloomberg ESG disclosure scores. ‘Critical mass theory’ was tested using a 30%+ female board representation dummy variable.Findings/results: Positive correlation is found between female board representation and both aggregate ESG and S-disclosure. This likely results from unexplained differences between company and overall economy level time effects, as no time series correlation remains between board gender diversity and ESG disclosure scores once these effects are controlled for. Little evidence is found in support of critical mass theory.Practical implications: The results, although not conclusive, provide support for the argument that greater female representation on South African corporate boards is desirable to attain higher ESG disclosure. However, both female board representation and ESG disclosure scores may be driven by the same non-modelled underlying process, likely controlled for by the fixed effects.Originality/value: This study adds to the growing ESG and board gender diversity research – specifically in South Africa, an interesting case of an emerging economy with well-developed governance and disclosure frameworks, where more equitable gender board representation and increasing ESG disclosure are topics of great practical and academic importance.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2023-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43058014","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-17DOI: 10.4102/sajbm.v54i1.3811
L. Skelly
{"title":"Flipping the South African Journal of Business Management: The implications of going Open Access","authors":"L. Skelly","doi":"10.4102/sajbm.v54i1.3811","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3811","url":null,"abstract":"","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2023-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49466288","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-11DOI: 10.4102/sajbm.v54i1.3435
E. Ohu, C. Spitzmueller
{"title":"Greasing the wheel through bribes: interaction of national culture and local business conditions","authors":"E. Ohu, C. Spitzmueller","doi":"10.4102/sajbm.v54i1.3435","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3435","url":null,"abstract":"","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2023-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42428556","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: In heavy industries like mining, where safety is paramount, organisations need a well-functioning system of accountability. Yet to whom employees perceive they are accountable differs at varying hierarchical levels. This article reports on the findings from a study that investigated sources of accountability at different organisational levels in a certain mining operation and the mechanisms used to manage such accountability.Design/methodology/approach: An exploratory, qualitative research methodology was used in the study, underpinned by in-depth interviews with participants from three organisational levels: blue-collar workers, supervisors and managers. The data collected were analysed using thematic content analysis.Findings/results: Blue-collar workers and supervisors considered self-accountability and accountability to line managers to be the primary sources of accountability. However, managers stressed the importance of accountability to regulatory bodies and the legal implications of non-adherence to prescribed standards. All participants perceived their reputations to be heavily dependent on their accountability relationships. Mechanisms used in the organisation to promote accountability included clarifying roles and responsibilities, building open and honest interpersonal relationships, implementing standardised policies and procedures, and offering financial incentives.Practical implications: The findings from the study informed the development of a conceptual accountability model, which should help mining executives in other organisations to manage the accountability process and promote responsible and safe behaviour at all organisational levels.Originality/value: There is limited empirical research on sources of accountability in organisations. This study provides useful insights that help to fill this gap.
{"title":"Exploring accountability of individuals in the mining sector: A multi-level perspective","authors":"Tarryn Brandling, Hayley Pearson, Morris Mthombeni","doi":"10.4102/sajbm.v54i1.3085","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3085","url":null,"abstract":"Purpose: In heavy industries like mining, where safety is paramount, organisations need a well-functioning system of accountability. Yet to whom employees perceive they are accountable differs at varying hierarchical levels. This article reports on the findings from a study that investigated sources of accountability at different organisational levels in a certain mining operation and the mechanisms used to manage such accountability.Design/methodology/approach: An exploratory, qualitative research methodology was used in the study, underpinned by in-depth interviews with participants from three organisational levels: blue-collar workers, supervisors and managers. The data collected were analysed using thematic content analysis.Findings/results: Blue-collar workers and supervisors considered self-accountability and accountability to line managers to be the primary sources of accountability. However, managers stressed the importance of accountability to regulatory bodies and the legal implications of non-adherence to prescribed standards. All participants perceived their reputations to be heavily dependent on their accountability relationships. Mechanisms used in the organisation to promote accountability included clarifying roles and responsibilities, building open and honest interpersonal relationships, implementing standardised policies and procedures, and offering financial incentives.Practical implications: The findings from the study informed the development of a conceptual accountability model, which should help mining executives in other organisations to manage the accountability process and promote responsible and safe behaviour at all organisational levels.Originality/value: There is limited empirical research on sources of accountability in organisations. This study provides useful insights that help to fill this gap.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135832721","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-24DOI: 10.4102/sajbm.v54i1.3449
Jin Wang, Deli Wang, Hai Long, Yu Chen
Purpose: This research aims to investigate whether increasing the pension contributions of a firm leads to inefficient investments.Design/methodology/approach: Based on the 26 135 observations of the Chinese listed firms, this study employs ordinary least squares models to investigate the relationship between pension costs and inefficient investments.Findings/results: This study shows that Chinese listed firms’ pension contribution increments result in fewer investment opportunities and a decreased in investment efficiency. This is insignificant for the more profitable firms and state-owned enterprises. It suggests further that a firm’s pension cost is significantly associated with its investment inefficiency, particularly for cash flow dominated and financing–restricted firms. This indicates a negative association between pension contributions and cash flows, and several pension contributions may lead to a cash flow shortage in the firms.Practical implications: For managers, they should improve their investment efficiency within an affordable pension plan; for investors, increasing pension costs potentially decrease their investment returns.Originality/value: Some findings have reference values for some developing countries.
{"title":"Do firms’ pension contributions decrease their investment efficiency in Chinese context?","authors":"Jin Wang, Deli Wang, Hai Long, Yu Chen","doi":"10.4102/sajbm.v54i1.3449","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3449","url":null,"abstract":"Purpose: This research aims to investigate whether increasing the pension contributions of a firm leads to inefficient investments.Design/methodology/approach: Based on the 26 135 observations of the Chinese listed firms, this study employs ordinary least squares models to investigate the relationship between pension costs and inefficient investments.Findings/results: This study shows that Chinese listed firms’ pension contribution increments result in fewer investment opportunities and a decreased in investment efficiency. This is insignificant for the more profitable firms and state-owned enterprises. It suggests further that a firm’s pension cost is significantly associated with its investment inefficiency, particularly for cash flow dominated and financing–restricted firms. This indicates a negative association between pension contributions and cash flows, and several pension contributions may lead to a cash flow shortage in the firms.Practical implications: For managers, they should improve their investment efficiency within an affordable pension plan; for investors, increasing pension costs potentially decrease their investment returns.Originality/value: Some findings have reference values for some developing countries.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2023-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45599967","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-10DOI: 10.4102/sajbm.v53i1.3085
T. Brandling, H. Pearson, Morris Mthombeni
Purpose: In heavy industries like mining, where safety is paramount, organisations need a well-functioning system of accountability. Yet to whom employees perceive they are accountable differs at varying hierarchical levels. This article reports on the findings from a study that investigated sources of accountability at different organisational levels in a certain mining operation and the mechanisms used to manage such accountability.Design/methodology/approach: An exploratory, qualitative research methodology was used in the study, underpinned by in-depth interviews with participants from three organisational levels: blue-collar workers, supervisors and managers. The data collected were analysed using thematic content analysis.Findings/results: Blue-collar workers and supervisors considered self-accountability and accountability to line managers to be the primary sources of accountability. However, managers stressed the importance of accountability to regulatory bodies and the legal implications of non-adherence to prescribed standards. All participants perceived their reputations to be heavily dependent on their accountability relationships. Mechanisms used in the organisation to promote accountability included clarifying roles and responsibilities, building open and honest interpersonal relationships, implementing standardised policies and procedures, and offering financial incentives.Practical implications: The findings from the study informed the development of a conceptual accountability model, which should help mining executives in other organisations to manage the accountability process and promote responsible and safe behaviour at all organisational levels.Originality/value: There is limited empirical research on sources of accountability in organisations. This study provides useful insights that help to fill this gap.
{"title":"Exploring accountability of individuals in the mining sector: A multi-level perspective","authors":"T. Brandling, H. Pearson, Morris Mthombeni","doi":"10.4102/sajbm.v53i1.3085","DOIUrl":"https://doi.org/10.4102/sajbm.v53i1.3085","url":null,"abstract":"Purpose: In heavy industries like mining, where safety is paramount, organisations need a well-functioning system of accountability. Yet to whom employees perceive they are accountable differs at varying hierarchical levels. This article reports on the findings from a study that investigated sources of accountability at different organisational levels in a certain mining operation and the mechanisms used to manage such accountability.Design/methodology/approach: An exploratory, qualitative research methodology was used in the study, underpinned by in-depth interviews with participants from three organisational levels: blue-collar workers, supervisors and managers. The data collected were analysed using thematic content analysis.Findings/results: Blue-collar workers and supervisors considered self-accountability and accountability to line managers to be the primary sources of accountability. However, managers stressed the importance of accountability to regulatory bodies and the legal implications of non-adherence to prescribed standards. All participants perceived their reputations to be heavily dependent on their accountability relationships. Mechanisms used in the organisation to promote accountability included clarifying roles and responsibilities, building open and honest interpersonal relationships, implementing standardised policies and procedures, and offering financial incentives.Practical implications: The findings from the study informed the development of a conceptual accountability model, which should help mining executives in other organisations to manage the accountability process and promote responsible and safe behaviour at all organisational levels.Originality/value: There is limited empirical research on sources of accountability in organisations. This study provides useful insights that help to fill this gap.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2023-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47817478","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-09DOI: 10.4102/sajbm.v54i1.3437
Yiran Li, Shanshu He, M. Song, Jeong-Ho Jeon
{"title":"Exploring the effects of power distance orientation on unethical pro-organisational behaviour from the perspective of management","authors":"Yiran Li, Shanshu He, M. Song, Jeong-Ho Jeon","doi":"10.4102/sajbm.v54i1.3437","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3437","url":null,"abstract":"","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":null,"pages":null},"PeriodicalIF":1.3,"publicationDate":"2023-03-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47929206","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-03DOI: 10.4102/sajbm.v54i1.3148
Edson Badarai, Martina Kotze, Petrus Nel
Purpose: Poor leadership skills are often one reason for poor performance in emerging economies’ state-owned enterprises (SOEs). Research on transformational leadership’s (TL) effectiveness in the public sector is limited and sometimes contradictory and incomplete. The present study sought to develop and test a TL and organisational performance (OP) model that includes the role of soft influence tactics and leader–follower relationship quality.Design/methodology/approach: Quantitative predictive research was used. The Multifactor Leadership Questionnaire-5X, Influence Behaviour Questionnaire, Leader-Member Exchange Questionnaire, and an adapted measure of OP were used to collect data from 302 staff members from 12 SOEs and government officials from line Ministries in an emerging economy. Variance-based structural equation modelling was used in data analysis.Findings/results: The findings show that the relationship between TL and OP is complex. Although TL directly influences OP, it also does so through soft proactive influence tactics (sPIT) and leader–follower relationship quality. Transformational leadership, proactive influence tactics and leader–follower relationship quality combined explained 47% of the variance in OP.Practical implications: State-owned enterprise leaders and management should take note that TL, proactive influence tactics and the quality of leader–follower relationships can be integrated to influence OP positively and significantly.Originality/value: This research provides additional knowledge to the limited research available on SOEs in emerging economies. Furthermore, it reveals that sPITs and leader–follower relationship quality influence the relationship between TL and OP in these SOEs. This addresses a knowledge gap concerning the leadership-OP relationship.
{"title":"A leadership-organisational performance model for state-owned enterprises in emerging economies","authors":"Edson Badarai, Martina Kotze, Petrus Nel","doi":"10.4102/sajbm.v54i1.3148","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3148","url":null,"abstract":"Purpose: Poor leadership skills are often one reason for poor performance in emerging economies’ state-owned enterprises (SOEs). Research on transformational leadership’s (TL) effectiveness in the public sector is limited and sometimes contradictory and incomplete. The present study sought to develop and test a TL and organisational performance (OP) model that includes the role of soft influence tactics and leader–follower relationship quality.Design/methodology/approach: Quantitative predictive research was used. The Multifactor Leadership Questionnaire-5X, Influence Behaviour Questionnaire, Leader-Member Exchange Questionnaire, and an adapted measure of OP were used to collect data from 302 staff members from 12 SOEs and government officials from line Ministries in an emerging economy. Variance-based structural equation modelling was used in data analysis.Findings/results: The findings show that the relationship between TL and OP is complex. Although TL directly influences OP, it also does so through soft proactive influence tactics (sPIT) and leader–follower relationship quality. Transformational leadership, proactive influence tactics and leader–follower relationship quality combined explained 47% of the variance in OP.Practical implications: State-owned enterprise leaders and management should take note that TL, proactive influence tactics and the quality of leader–follower relationships can be integrated to influence OP positively and significantly.Originality/value: This research provides additional knowledge to the limited research available on SOEs in emerging economies. Furthermore, it reveals that sPITs and leader–follower relationship quality influence the relationship between TL and OP in these SOEs. This addresses a knowledge gap concerning the leadership-OP relationship.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135339443","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-24DOI: 10.4102/sajbm.v54i1.3139
Carolyn Easton, Renier Steyn
Purpose: The aim of this research was to test the assumption of differences between leadership styles adopted by leaders across generations, as perceived by their subordinates, on the premise that millennials hold different values from other generations, and that these values, in turn, have an impact on their leadership styles.Design/methodology/approach: This research was conducted in South Africa, in a variety of organisations, and by sampling employees across three generations, namely millennials, Generation X and baby boomers. Cross-sectional data were collected with an instrument based on the Pearce leadership typology of leadership styles. After confirming reliability and general factorial validity, mean scores were compared using analyses of variance.Findings/results: The results of the study found practically significant differences between millennial leaders and Generation X leaders in the extent to which they apply empowering and transformational leadership styles, as perceived by their subordinates. In absolute terms, millennial leaders display less leadership behaviour than do those of Generation X, with regard to these leadership approaches.Practical implications: Organisations involved in the development of millennial leaders should be aware that interventions should not blindly align to the stereotypes associated with this generation. Further research is also needed to determine which leadership styles are effective with millennial leaders.Originality/value: The millennial generation has emerged in the workplace as the new leadership pipeline, yet there appears to be a lack of research on how millennials want to lead. This study contributes to a nuanced understanding of and improved development of the millennial generation leaders.
{"title":"Millennial leaders and leadership styles displayed in the workplace","authors":"Carolyn Easton, Renier Steyn","doi":"10.4102/sajbm.v54i1.3139","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3139","url":null,"abstract":"Purpose: The aim of this research was to test the assumption of differences between leadership styles adopted by leaders across generations, as perceived by their subordinates, on the premise that millennials hold different values from other generations, and that these values, in turn, have an impact on their leadership styles.Design/methodology/approach: This research was conducted in South Africa, in a variety of organisations, and by sampling employees across three generations, namely millennials, Generation X and baby boomers. Cross-sectional data were collected with an instrument based on the Pearce leadership typology of leadership styles. After confirming reliability and general factorial validity, mean scores were compared using analyses of variance.Findings/results: The results of the study found practically significant differences between millennial leaders and Generation X leaders in the extent to which they apply empowering and transformational leadership styles, as perceived by their subordinates. In absolute terms, millennial leaders display less leadership behaviour than do those of Generation X, with regard to these leadership approaches.Practical implications: Organisations involved in the development of millennial leaders should be aware that interventions should not blindly align to the stereotypes associated with this generation. Further research is also needed to determine which leadership styles are effective with millennial leaders.Originality/value: The millennial generation has emerged in the workplace as the new leadership pipeline, yet there appears to be a lack of research on how millennials want to lead. This study contributes to a nuanced understanding of and improved development of the millennial generation leaders.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136122087","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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