Pub Date : 2021-01-01DOI: 10.5771/0935-9915-2021-3-219
R. Scholz
Can board-level co-determination promote Good Work? Good Work can be characterised by fair income, job security, opportunities for personal development, low stress and misuse, and high-quality work equipment. Good Work is not easy to measure, in part since it has a subjective aspect. For this reason, the indicators used in this paper are derived from data on corporate and personnel structures that are supportive of Good Work. Supplementing the numerous studies that exist on the impact of works councils on Good Work, this paper highlights how board-level co-determination can also have a strong positive influence. The paper uses data from the co-determination index (Mitbestimmungsindex), a new and innovative indicator that measures the extent to which co-determination is institutionally embedded within firms. Three examples illustrate the impact of board-level co-determination on Good Work: first, on the linking of elements of Good Work with the remuneration of directors in a highly co-determined corporation; second, on the independence of the member of the management board responsible for the personnel department; and third, on the level of vocational training in the companies.
{"title":"Labour in the Board and Good Work: How to Measure and Evidence From GermanyDate submitted: December 18, 2019Date accepted after double-blind review: May 3, 2021","authors":"R. Scholz","doi":"10.5771/0935-9915-2021-3-219","DOIUrl":"https://doi.org/10.5771/0935-9915-2021-3-219","url":null,"abstract":"Can board-level co-determination promote Good Work? Good Work can be characterised by fair income, job security, opportunities for personal development, low stress and misuse, and high-quality work equipment. Good Work is not easy to measure, in part since it has a subjective aspect. For this reason, the indicators used in this paper are derived from data on corporate and personnel structures that are supportive of Good Work. Supplementing the numerous studies that exist on the impact of works councils on Good Work, this paper highlights how board-level co-determination can also have a strong positive influence. The paper uses data from the co-determination index (Mitbestimmungsindex), a new and innovative indicator that measures the extent to which co-determination is institutionally embedded within firms. Three examples illustrate the impact of board-level co-determination on Good Work: first, on the linking of elements of Good Work with the remuneration of directors in a highly co-determined corporation; second, on the independence of the member of the management board responsible for the personnel department; and third, on the level of vocational training in the companies.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"1 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74773951","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 : 2021-01-01DOI: 10.5771/0935-9915-2021-3-244
Alexandra Manske
This paper explores how persistent gender inequalities of the old world of work are amplified by the new world of work. Focusing on the fashion industry of Berlin, the article offers insight into a female-dominated field of labour as a particular field of labour of the cultural and creative industries (CCI). The CCI is regarded as a role model for new work. However, they entail deep gender inequalities in terms of segregation, low status and low pay. The paper addresses the question of how these gendered inequalities in the fashion industry are intertwined with its professional mechanisms and training structures. Based on a qualitative study, I argue that the fashion industry is a modernised semi-profession, which has been undergoing a market-driven professionalisation. However, this new pathway into the fashion industry fails to fully professionalise that industry. On contrary, it erects new occupational barriers into the field of labour that help establish high qualified and low qualified fashion work that also aids in polarising the still mostly female workforce in terms of status and rewards. Overall, it should become clear that the fashion industry is torn between the old and new world of work which helps to maintain or even reinforce traditional gender inequalities.
{"title":"Torn between the Old and New World of Work: Insights into the Modernised Semi-Profession of the Fashion IndustryDate submitted: December 31, 2019Date accepted after double-blind review: February 1, 2021","authors":"Alexandra Manske","doi":"10.5771/0935-9915-2021-3-244","DOIUrl":"https://doi.org/10.5771/0935-9915-2021-3-244","url":null,"abstract":"This paper explores how persistent gender inequalities of the old world of work are amplified by the new world of work. Focusing on the fashion industry of Berlin, the article offers insight into a female-dominated field of labour as a particular field of labour of the cultural and creative industries (CCI). The CCI is regarded as a role model for new work. However, they entail deep gender inequalities in terms of segregation, low status and low pay. The paper addresses the question of how these gendered inequalities in the fashion industry are intertwined with its professional mechanisms and training structures. Based on a qualitative study, I argue that the fashion industry is a modernised semi-profession, which has been undergoing a market-driven professionalisation. However, this new pathway into the fashion industry fails to fully professionalise that industry. On contrary, it erects new occupational barriers into the field of labour that help establish high qualified and low qualified fashion work that also aids in polarising the still mostly female workforce in terms of status and rewards. Overall, it should become clear that the fashion industry is torn between the old and new world of work which helps to maintain or even reinforce traditional gender inequalities.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"35 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79955330","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 : 2021-01-01DOI: 10.5771/0935-9915-2021-4-297
Ralph Kattenbach, Barbara Kump, Johannes Moskaliuk
Much has changed since Frithjof Bergmann’s seminal thoughts on New Work (1994; 2004): For example, mobile devices as well as virtual communication and cooperation have entered the business world and have brought forth a new economy, agile work processes, new employment relationships, leadership styles, co-working tools, and an enhanced spatial and temporal flexibility (for a review, see Aroles et al., 2019). The present special issue on “New Work Arrangements” was initiated to revise and refine the underlying concepts and theories to account for these path-breaking developments. When we made our call for submissions in late 2019, our main observation was that research on work and leadership has been neglecting the pervasive presence of technology in organizational work (Orlikowski & Scott, 2017). We argued that these changes in work methods and organization are so profound that common theories and concepts need to be revisited to see if they still do justice to the changed situation. Shortly thereafter, the world was hit by the global COVID-19 pandemic. The corresponding restrictions on social contact and mobility catalysed, whether desired or not, the widespread use of virtual collaboration and communication tools, as well as flexible work arrangements that account for the various needs and duties of employees’ private lives (e.g., home-schooling). Much of what has been unthinkable in advance (e.g., video conferences instead of business trips, flexible forms of mobile work or home office) has proven beneficial for companies as well as employees. Hence, in the ‘new normal’ of the aftermath of the COVID-19 crisis in Western industrialized nations, it seems clear that many of the new approaches will be maintained. Revisiting forms of New Work, as well as related challenges and opportunities, is now more important than ever.
{"title":"New Work Arrangements — A Review of Concepts and Theories","authors":"Ralph Kattenbach, Barbara Kump, Johannes Moskaliuk","doi":"10.5771/0935-9915-2021-4-297","DOIUrl":"https://doi.org/10.5771/0935-9915-2021-4-297","url":null,"abstract":"Much has changed since Frithjof Bergmann’s seminal thoughts on New Work (1994; 2004): For example, mobile devices as well as virtual communication and cooperation have entered the business world and have brought forth a new economy, agile work processes, new employment relationships, leadership styles, co-working tools, and an enhanced spatial and temporal flexibility (for a review, see Aroles et al., 2019). The present special issue on “New Work Arrangements” was initiated to revise and refine the underlying concepts and theories to account for these path-breaking developments. When we made our call for submissions in late 2019, our main observation was that research on work and leadership has been neglecting the pervasive presence of technology in organizational work (Orlikowski & Scott, 2017). We argued that these changes in work methods and organization are so profound that common theories and concepts need to be revisited to see if they still do justice to the changed situation. Shortly thereafter, the world was hit by the global COVID-19 pandemic. The corresponding restrictions on social contact and mobility catalysed, whether desired or not, the widespread use of virtual collaboration and communication tools, as well as flexible work arrangements that account for the various needs and duties of employees’ private lives (e.g., home-schooling). Much of what has been unthinkable in advance (e.g., video conferences instead of business trips, flexible forms of mobile work or home office) has proven beneficial for companies as well as employees. Hence, in the ‘new normal’ of the aftermath of the COVID-19 crisis in Western industrialized nations, it seems clear that many of the new approaches will be maintained. Revisiting forms of New Work, as well as related challenges and opportunities, is now more important than ever.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"424 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76633555","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}
Today's workplace is strongly influenced by digital information and communication technologies (ICT). Remote work raises new demands regarding employees’ availability as well as work engagement and requires new rules. However, how social practices regulate smartphone use in organisations has seldom been investigated. This paper explores the use of smartphone technology in organisations and how to implement formal rules. The analysis of 12 qualitative in-depth interviews with employees in a profit-oriented and a public service organisation confirms and enriches the types of usage as suggested by Orlikowski’s work on information technologies in organisations. In addition, we suggest reframing the non-enactment of smartphone technology as a constructive practice of ensuring productivity and employee well-being instead of being caused by a lack of technical know-how, or fear of losing power. In addition, three different types of practices for formally governing work-related smartphone use in new work arrangements have been identified: a) formalising the implicit communication etiquette, b) designing rules for specific organisational contexts and c) making use of technical resources. From a practical point of view, we recommend managers introduce a participatory process to design a formal policy that builds on established social practices.
{"title":"Drawing the Line – Turning Social Practices of Smartphone Use Into (In)formal Rules and Regulations","authors":"Ute Rademacher, Ulrike Weber, Cassandra Tyana Zinn","doi":"10.5771/0935-9915-2021-4-366","DOIUrl":"https://doi.org/10.5771/0935-9915-2021-4-366","url":null,"abstract":"Today's workplace is strongly influenced by digital information and communication technologies (ICT). Remote work raises new demands regarding employees’ availability as well as work engagement and requires new rules. However, how social practices regulate smartphone use in organisations has seldom been investigated. This paper explores the use of smartphone technology in organisations and how to implement formal rules. The analysis of 12 qualitative in-depth interviews with employees in a profit-oriented and a public service organisation confirms and enriches the types of usage as suggested by Orlikowski’s work on information technologies in organisations. In addition, we suggest reframing the non-enactment of smartphone technology as a constructive practice of ensuring productivity and employee well-being instead of being caused by a lack of technical know-how, or fear of losing power. In addition, three different types of practices for formally governing work-related smartphone use in new work arrangements have been identified: a) formalising the implicit communication etiquette, b) designing rules for specific organisational contexts and c) making use of technical resources. From a practical point of view, we recommend managers introduce a participatory process to design a formal policy that builds on established social practices.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"97 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87945991","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 : 2021-01-01DOI: 10.5771/0935-9915-2021-4-318
Anja P. Schmitz, Kirsten Wüst, L. Fritz
Recruiting suitable talent has become increasingly difficult - including the recruitment of university graduates, members of the so-called millennial generation. Consequently, organizations are looking for ways to increase their organizational attractiveness. Many German companies are currently striving to implement the concept of new work with autonomy, meaningfulness, and self-actualization as its core attributes. While this concept has already drawn a lot of attention in the practitioner field, there is still a lack of controlled research on how these efforts affect organizational attractiveness for job seekers. This paper thus empirically investigates how millennials’ perception of organizational attractiveness is affected by the implementation of new work attributes in job advertisements. 214 business students participated in this experimental, randomized, preregistered two-group between-subjects design study. The results support the hypotheses that new work attributes in job advertisements significantly improve millennials’ appraisal of the perceived organizational attractiveness measured by perceived general attractiveness, intention to pursue and prestige of the organization. As expected, the effect was mediated by perceived person-organization fit. The study’s contribution lies in providing first empirical evidence for the positive effects of new work attributes on perceived organizational attractiveness.
{"title":"Influence of New Work Attributes in Job Advertisements on Perceived Organizational Attractiveness","authors":"Anja P. Schmitz, Kirsten Wüst, L. Fritz","doi":"10.5771/0935-9915-2021-4-318","DOIUrl":"https://doi.org/10.5771/0935-9915-2021-4-318","url":null,"abstract":"Recruiting suitable talent has become increasingly difficult - including the recruitment of university graduates, members of the so-called millennial generation. Consequently, organizations are looking for ways to increase their organizational attractiveness. Many German companies are currently striving to implement the concept of new work with autonomy, meaningfulness, and self-actualization as its core attributes. While this concept has already drawn a lot of attention in the practitioner field, there is still a lack of controlled research on how these efforts affect organizational attractiveness for job seekers. This paper thus empirically investigates how millennials’ perception of organizational attractiveness is affected by the implementation of new work attributes in job advertisements. 214 business students participated in this experimental, randomized, preregistered two-group between-subjects design study. The results support the hypotheses that new work attributes in job advertisements significantly improve millennials’ appraisal of the perceived organizational attractiveness measured by perceived general attractiveness, intention to pursue and prestige of the organization. As expected, the effect was mediated by perceived person-organization fit. The study’s contribution lies in providing first empirical evidence for the positive effects of new work attributes on perceived organizational attractiveness.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"28 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79545583","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 : 2021-01-01DOI: 10.5771/0935-9915-2021-3-152
Janis Cloos
Online employer review platforms (ERPs) enable employees to evaluate their current and former companies anonymously online. Job-seekers can use the aggregated reviews to obtain information about potentially attractive companies and thus limit the number of suitable companies. However, the matching process between job-seekers and companies can only be effective if the information provided on ERPs is representative and can be trusted. This paper investigates specific characteristics of ERPs using the two large ERPs Kununu and Glassdoor as examples. It is argued that the ERP environment is very different from the well-known and -studied reputation system environment of online marketplaces, and that specific factors can potentially bias reviews on ERPs. Based on a new data set containing the Kununu and Glassdoor reviews of 114 major German employers, it is analyzed if and how design aspects of ERPs and other specific factors affect reviews. Results show that overall (and industry-specific), average review scores on Kununu and Glassdoor differ significantly from each other. Further results indicate that factors such as employees’ awareness of their impact on a company’s reputation also affect reviews. Suggestions are made on how ERPs could reduce the influence of these factors in order to present the aggregated information more effectively.
{"title":"Employer Review Platforms – Do the Rating Environment and Platform Design affect the Informativeness of Reviews? Theory, Evidence, and SuggestionsDate submitted: December 29, 2019Date accepted after double-blind review: December 2, 2020","authors":"Janis Cloos","doi":"10.5771/0935-9915-2021-3-152","DOIUrl":"https://doi.org/10.5771/0935-9915-2021-3-152","url":null,"abstract":"Online employer review platforms (ERPs) enable employees to evaluate their current and former companies anonymously online. Job-seekers can use the aggregated reviews to obtain information about potentially attractive companies and thus limit the number of suitable companies. However, the matching process between job-seekers and companies can only be effective if the information provided on ERPs is representative and can be trusted. This paper investigates specific characteristics of ERPs using the two large ERPs Kununu and Glassdoor as examples. It is argued that the ERP environment is very different from the well-known and -studied reputation system environment of online marketplaces, and that specific factors can potentially bias reviews on ERPs. Based on a new data set containing the Kununu and Glassdoor reviews of 114 major German employers, it is analyzed if and how design aspects of ERPs and other specific factors affect reviews. Results show that overall (and industry-specific), average review scores on Kununu and Glassdoor differ significantly from each other. Further results indicate that factors such as employees’ awareness of their impact on a company’s reputation also affect reviews. Suggestions are made on how ERPs could reduce the influence of these factors in order to present the aggregated information more effectively.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"39 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79661553","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 : 2021-01-01DOI: 10.5771/0935-9915-2021-4-302
Maria Farkhondeh, Barbara Müller
Organizations have to act in environments that are constantly becoming more insecure, dynamic, and competitive. Practitioner and scholar literature continue to call for and explore new work arrangements. The concept of Holacracy - often referred to as a ‘new form of organizing’ - represents a reaction to the increasing complexity and environmental dynamics that organizations have to deal with. It promises a new way to run organizations and aims to replace traditional hierarchical and bureaucratic structures in organizations with decentralized authority and self-organization. This article looks beyond the recent hype about Holacracy and analyses what is actually novel about the concept. In specific, we aim at identifying the core principles of the concept and discuss them against the background of bureaucratic and post-bureaucratic approaches to review whether and how Holacracy deviates from these two approaches. We do so by applying a qualitative analysis method where the book ‘Holacracy’ was subjected to content analysis. The results of this paper demonstrate that - given the high degree of formal standardization - the concept itself is still bureaucratic, although with certain modifications, especially regarding participative decision-making processes. Further, our results demonstrate that Holacracy has a very unique and unprecedented interpretation of power and authority, which requires more intensive empirical research and analysis.
{"title":"Holacracy: A New Way of Organizing?","authors":"Maria Farkhondeh, Barbara Müller","doi":"10.5771/0935-9915-2021-4-302","DOIUrl":"https://doi.org/10.5771/0935-9915-2021-4-302","url":null,"abstract":"Organizations have to act in environments that are constantly becoming more insecure, dynamic, and competitive. Practitioner and scholar literature continue to call for and explore new work arrangements. The concept of Holacracy - often referred to as a ‘new form of organizing’ - represents a reaction to the increasing complexity and environmental dynamics that organizations have to deal with. It promises a new way to run organizations and aims to replace traditional hierarchical and bureaucratic structures in organizations with decentralized authority and self-organization. This article looks beyond the recent hype about Holacracy and analyses what is actually novel about the concept. In specific, we aim at identifying the core principles of the concept and discuss them against the background of bureaucratic and post-bureaucratic approaches to review whether and how Holacracy deviates from these two approaches. We do so by applying a qualitative analysis method where the book ‘Holacracy’ was subjected to content analysis. The results of this paper demonstrate that - given the high degree of formal standardization - the concept itself is still bureaucratic, although with certain modifications, especially regarding participative decision-making processes. Further, our results demonstrate that Holacracy has a very unique and unprecedented interpretation of power and authority, which requires more intensive empirical research and analysis.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"26 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84022988","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 : 2021-01-01DOI: 10.5771/0935-9915-2021-2-128
S. Bialkova, Emiel Ros
A growing concern for the future of organisations in the age of digital transformation challenges the existing theories and calls for new exploration. The current paper addresses this challenge looking at how virtual reality (VR), the most recently emerging technology could be best used to enhance employer branding. In particular, we asked potential job seekers to experience either a VR platform, online digital video, or both platforms combined to promote the employer. VR experience (i.e. naturalness, presence, engagement, liking) and employer evaluation (i.e. familiarity, image, reputation, perspectives, attractiveness) were addressed as dependent variables. The results are clear in showing that experience was evaluated and liked better when both, VR and digital video were presented, in comparison to a single platform experience. Employer image, reputation, and attractiveness were also higher when both VR and digital video were presented (than a single platform). The augmented employer evaluation further increased the intention to pursue a job with the employer. These results suggest that appropriate combination of VR and digital platforms could extend experiences, and thus, enhance the employer branding and job pursuit. Current outcomes could be directly implemented by managers to reshape not just the employer branding, but the future of organisations by implementing high tech VR platforms.
{"title":"Enhancing Employer Branding via High-Tech Platforms: VR and Digital, What Works Better and How?","authors":"S. Bialkova, Emiel Ros","doi":"10.5771/0935-9915-2021-2-128","DOIUrl":"https://doi.org/10.5771/0935-9915-2021-2-128","url":null,"abstract":"A growing concern for the future of organisations in the age of digital transformation challenges the existing theories and calls for new exploration. The current paper addresses this challenge looking at how virtual reality (VR), the most recently emerging technology could be best used to enhance employer branding. In particular, we asked potential job seekers to experience either a VR platform, online digital video, or both platforms combined to promote the employer. VR experience (i.e. naturalness, presence, engagement, liking) and employer evaluation (i.e. familiarity, image, reputation, perspectives, attractiveness) were addressed as dependent variables. The results are clear in showing that experience was evaluated and liked better when both, VR and digital video were presented, in comparison to a single platform experience. Employer image, reputation, and attractiveness were also higher when both VR and digital video were presented (than a single platform). The augmented employer evaluation further increased the intention to pursue a job with the employer. These results suggest that appropriate combination of VR and digital platforms could extend experiences, and thus, enhance the employer branding and job pursuit. Current outcomes could be directly implemented by managers to reshape not just the employer branding, but the future of organisations by implementing high tech VR platforms.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":"1 1","pages":""},"PeriodicalIF":7.6,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83757586","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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