Pub Date : 2023-03-04DOI: 10.1177/10525629231154896
J. Leigh, Melanie A. Robinson
One of the busiest times of the year for management-related conferences is upon us. As you book your travel arrangements and prepare for the meetings, you may be considering whether to develop your SoTL research and instructional innovations into journal submissions. In this editorial, we explore this process. We begin with a brief overview of helpful practices from literature, followed by some personal reflections. Next, we highlight some upcoming manuscript development opportunities at JME. Finally, we close with an introduction to the articles featured in this issue, including our first contribution to the Interviews section.
{"title":"Conference to Journal Article Pipeline: Myth or Muscle?","authors":"J. Leigh, Melanie A. Robinson","doi":"10.1177/10525629231154896","DOIUrl":"https://doi.org/10.1177/10525629231154896","url":null,"abstract":"One of the busiest times of the year for management-related conferences is upon us. As you book your travel arrangements and prepare for the meetings, you may be considering whether to develop your SoTL research and instructional innovations into journal submissions. In this editorial, we explore this process. We begin with a brief overview of helpful practices from literature, followed by some personal reflections. Next, we highlight some upcoming manuscript development opportunities at JME. Finally, we close with an introduction to the articles featured in this issue, including our first contribution to the Interviews section.","PeriodicalId":47308,"journal":{"name":"Journal of Management Education","volume":"47 1","pages":"159 - 165"},"PeriodicalIF":1.4,"publicationDate":"2023-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45070475","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 : 2023-02-21DOI: 10.1177/10525629231154891
Amanda Shantz, M. Sayer, Janice Byrne, Kiera Dempsey-Brench
Humanity is facing multiple grand challenges, compelling a myriad of diverse actors to interact, coordinate, and collaborate like never before. Business schools have a role to play in equipping future leaders to tackle them and we posit that to do so, leaders must be able to take multiple perspectives into consideration and look to the future while being morally aware. We carry out an in-depth audit of how MBA programs currently fare in this regard. We find that despite the urgency and salience of these transnational and intractable issues, little attention is paid to preparing MBA students to address grand challenges. We identify three barriers that may prevent educators from facilitating student acquisition of these competencies and conclude by proposing potential models of MBA programs for grand challenges.
{"title":"Grand Challenges and the MBA","authors":"Amanda Shantz, M. Sayer, Janice Byrne, Kiera Dempsey-Brench","doi":"10.1177/10525629231154891","DOIUrl":"https://doi.org/10.1177/10525629231154891","url":null,"abstract":"Humanity is facing multiple grand challenges, compelling a myriad of diverse actors to interact, coordinate, and collaborate like never before. Business schools have a role to play in equipping future leaders to tackle them and we posit that to do so, leaders must be able to take multiple perspectives into consideration and look to the future while being morally aware. We carry out an in-depth audit of how MBA programs currently fare in this regard. We find that despite the urgency and salience of these transnational and intractable issues, little attention is paid to preparing MBA students to address grand challenges. We identify three barriers that may prevent educators from facilitating student acquisition of these competencies and conclude by proposing potential models of MBA programs for grand challenges.","PeriodicalId":47308,"journal":{"name":"Journal of Management Education","volume":"47 1","pages":"292 - 323"},"PeriodicalIF":1.4,"publicationDate":"2023-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47412195","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 : 2023-01-21DOI: 10.1177/10525629221150794
Stephen D. Risavy, G. Deszca
With an unprecedently aging population and the abolition of mandatory retirement in many countries, management educators are remaining in their jobs longer than ever before; thus, it has never been more important to ask the question of: how can management educators remain effective and engaged while avoiding burnout throughout a career in the academy? The issue of aging well in management education is relatively under-acknowledged in the literature and we sought to move this topic into focus for higher education institutions and management educators. The interview we present focuses on the experiences of an accomplished management scholar and educator: Professor Emeritus and Full Professor, Gene Deszca. Dr. Deszca aged well as a management educator during his 37-year career at his institution until his retirement at the age of 69 and a half. The major themes from the interview suggest the benefits of interactions and relationships, autonomy, institutional support, and a willingness and ability to change. Based on these major themes, we provide implications for higher education institutions and management educators. It is our hope that management educators will engage with this interview and reflect on their own experiences while considering how they can age well throughout their career in the academy.
{"title":"Aging Well in Management Education: An Interview","authors":"Stephen D. Risavy, G. Deszca","doi":"10.1177/10525629221150794","DOIUrl":"https://doi.org/10.1177/10525629221150794","url":null,"abstract":"With an unprecedently aging population and the abolition of mandatory retirement in many countries, management educators are remaining in their jobs longer than ever before; thus, it has never been more important to ask the question of: how can management educators remain effective and engaged while avoiding burnout throughout a career in the academy? The issue of aging well in management education is relatively under-acknowledged in the literature and we sought to move this topic into focus for higher education institutions and management educators. The interview we present focuses on the experiences of an accomplished management scholar and educator: Professor Emeritus and Full Professor, Gene Deszca. Dr. Deszca aged well as a management educator during his 37-year career at his institution until his retirement at the age of 69 and a half. The major themes from the interview suggest the benefits of interactions and relationships, autonomy, institutional support, and a willingness and ability to change. Based on these major themes, we provide implications for higher education institutions and management educators. It is our hope that management educators will engage with this interview and reflect on their own experiences while considering how they can age well throughout their career in the academy.","PeriodicalId":47308,"journal":{"name":"Journal of Management Education","volume":"47 1","pages":"239 - 255"},"PeriodicalIF":1.4,"publicationDate":"2023-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43555026","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 : 2023-01-20DOI: 10.1177/10525629221150029
Terry A. Nelson
Teaching about race as an African American female instructor at a predominantly white university has its challenges, especially regarding classroom power and privilege dynamics. I use the concepts of intersectionality and positionality as frameworks to explain the experiences that I encountered in the classroom, usually as the only African American in the room. I share two scenarios that initiated my inquisitiveness to discover more about why the incidents occurred. At the conclusion of the paper, I reveal how the complementary value of intersectionality and positionality benefits all educators who desire to comprehend the hierarchical power and privilege that may interplay in the learning environment.
{"title":"Complementing Intersectionality Pedagogy With a Missing Component—Positionality","authors":"Terry A. Nelson","doi":"10.1177/10525629221150029","DOIUrl":"https://doi.org/10.1177/10525629221150029","url":null,"abstract":"Teaching about race as an African American female instructor at a predominantly white university has its challenges, especially regarding classroom power and privilege dynamics. I use the concepts of intersectionality and positionality as frameworks to explain the experiences that I encountered in the classroom, usually as the only African American in the room. I share two scenarios that initiated my inquisitiveness to discover more about why the incidents occurred. At the conclusion of the paper, I reveal how the complementary value of intersectionality and positionality benefits all educators who desire to comprehend the hierarchical power and privilege that may interplay in the learning environment.","PeriodicalId":47308,"journal":{"name":"Journal of Management Education","volume":"47 1","pages":"324 - 337"},"PeriodicalIF":1.4,"publicationDate":"2023-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42879136","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 : 2023-01-07DOI: 10.1177/10525629221145800
Jennifer Susan Anne Leigh, C. Rivers
“We are privileged in our role as management educators.”—A sentence that we hear often at conferences and business school gatherings. Rarely do we think about what the privilege we talk about might mean and it certainly means different things to different people. It depends on how our relationship with privilege was formed and developed, whether awareness of privilege exists, and what one’s experience with privilege has been. The lived experience of being privileged and living a privileged life is a complex social construct. Mostly, the term privilege is attached to wealth and high status (Petriglieri, 2012), yet there are many other ways of perceiving and experiencing privilege or the non-existence of it, although some might argue that we all have some kind of privilege (Jourdan, 2021). “Whether you have a little or a great amount, privilege gives you power to be heard, to shape norms, to give means and opportunities to others. That is, power to give access to privilege” (Petriglieri, 2012, para. 13). In this editorial, we offer some context for the standing conversations within management education and our wider society related to privilege. Additionally, we highlight two areas for our growth and professional development as management educators—namely self-awareness and systems’ knowledge. We conclude with brief descriptions of the seven articles in this special issue.
{"title":"Reflect, Rethink, and Redesign: Responses to Privilege in Management Education","authors":"Jennifer Susan Anne Leigh, C. Rivers","doi":"10.1177/10525629221145800","DOIUrl":"https://doi.org/10.1177/10525629221145800","url":null,"abstract":"“We are privileged in our role as management educators.”—A sentence that we hear often at conferences and business school gatherings. Rarely do we think about what the privilege we talk about might mean and it certainly means different things to different people. It depends on how our relationship with privilege was formed and developed, whether awareness of privilege exists, and what one’s experience with privilege has been. The lived experience of being privileged and living a privileged life is a complex social construct. Mostly, the term privilege is attached to wealth and high status (Petriglieri, 2012), yet there are many other ways of perceiving and experiencing privilege or the non-existence of it, although some might argue that we all have some kind of privilege (Jourdan, 2021). “Whether you have a little or a great amount, privilege gives you power to be heard, to shape norms, to give means and opportunities to others. That is, power to give access to privilege” (Petriglieri, 2012, para. 13). In this editorial, we offer some context for the standing conversations within management education and our wider society related to privilege. Additionally, we highlight two areas for our growth and professional development as management educators—namely self-awareness and systems’ knowledge. We conclude with brief descriptions of the seven articles in this special issue.","PeriodicalId":47308,"journal":{"name":"Journal of Management Education","volume":"47 1","pages":"3 - 10"},"PeriodicalIF":1.4,"publicationDate":"2023-01-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44486835","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 : 2022-12-13DOI: 10.1177/10525629221143758
Yifeng Fan, T. Hogan
There has been strong advocacy for educators to extensively examine pedagogical assumptions to design more inclusive and accessible classes. However, our assumptions about inclusivity and the interplay of privilege and students’ “common sense” have received little attention. As such, a common sense gap exists, where faculty may regard certain content or information as familiar to all students without considering the more profound effects of institutionalized privileges on the educational experiences of students without privileged backgrounds. Adopting a critical lens to examine foundational assumptions about common sense has meaningful implications for the ideal of higher education as a credible pathway to social mobility for all. This paper illustrates how the creation and dissemination of “common sense” are bounded by social class and socialization processes. We consider how blind spots about “common sense” in management learning and education shape the experience of less privileged students, which then helps create and perpetuate stigma and inequality in workplaces and society. Furthermore, we integrate the literature on stigma and higher education to confer suggestions for educators and institutions on how to destigmatize education and effectively design and deliver inclusive classroom experiences.
{"title":"Who Says It’s Common? Rethink Our Assumptions About Common Sense in Teaching","authors":"Yifeng Fan, T. Hogan","doi":"10.1177/10525629221143758","DOIUrl":"https://doi.org/10.1177/10525629221143758","url":null,"abstract":"There has been strong advocacy for educators to extensively examine pedagogical assumptions to design more inclusive and accessible classes. However, our assumptions about inclusivity and the interplay of privilege and students’ “common sense” have received little attention. As such, a common sense gap exists, where faculty may regard certain content or information as familiar to all students without considering the more profound effects of institutionalized privileges on the educational experiences of students without privileged backgrounds. Adopting a critical lens to examine foundational assumptions about common sense has meaningful implications for the ideal of higher education as a credible pathway to social mobility for all. This paper illustrates how the creation and dissemination of “common sense” are bounded by social class and socialization processes. We consider how blind spots about “common sense” in management learning and education shape the experience of less privileged students, which then helps create and perpetuate stigma and inequality in workplaces and society. Furthermore, we integrate the literature on stigma and higher education to confer suggestions for educators and institutions on how to destigmatize education and effectively design and deliver inclusive classroom experiences.","PeriodicalId":47308,"journal":{"name":"Journal of Management Education","volume":"47 1","pages":"117 - 134"},"PeriodicalIF":1.4,"publicationDate":"2022-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48533155","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 : 2022-12-10DOI: 10.1177/10525629221142556
Kevin D. Lo
With ongoing racial tensions, terms such as antiracism and diversity, equity, inclusion (DEI) are buzzwords on campuses across the United States. Yet resources, especially in management education, to teach privilege and intersectionality are limited. This article introduces four reflection exercises I have found valuable in facilitating students’ different understandings (contextual and experiential) of privilege as intersectional. In addition, I present a conceptual framework for thinking about the intersection of multiple identities simultaneously given contextual and experiential understandings of privilege. In this way, this article makes both pedagogical and theoretical contributions. The sharing of these exercises, personal reflections, and teaching suggestions are geared at stimulating dialogue for how we learn and teach privilege, intersectionality, diversity, and antiracism. Instructors, regardless of their backgrounds, are invited to reflect on their intersectionality and privilege and also to consider integrating these exercises into their own DEI teaching.
{"title":"Contextual and Experiential Understandings of Privilege as Intersectional","authors":"Kevin D. Lo","doi":"10.1177/10525629221142556","DOIUrl":"https://doi.org/10.1177/10525629221142556","url":null,"abstract":"With ongoing racial tensions, terms such as antiracism and diversity, equity, inclusion (DEI) are buzzwords on campuses across the United States. Yet resources, especially in management education, to teach privilege and intersectionality are limited. This article introduces four reflection exercises I have found valuable in facilitating students’ different understandings (contextual and experiential) of privilege as intersectional. In addition, I present a conceptual framework for thinking about the intersection of multiple identities simultaneously given contextual and experiential understandings of privilege. In this way, this article makes both pedagogical and theoretical contributions. The sharing of these exercises, personal reflections, and teaching suggestions are geared at stimulating dialogue for how we learn and teach privilege, intersectionality, diversity, and antiracism. Instructors, regardless of their backgrounds, are invited to reflect on their intersectionality and privilege and also to consider integrating these exercises into their own DEI teaching.","PeriodicalId":47308,"journal":{"name":"Journal of Management Education","volume":"47 1","pages":"79 - 103"},"PeriodicalIF":1.4,"publicationDate":"2022-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42866959","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 : 2022-11-13DOI: 10.1177/10525629221133369
J. Fulmore, Jude Olson, Rosemary Maellaro
A disconnect has long existed between what is typically taught in management education programs and what real-world organizations seek in their leadership candidates, particularly regarding interpersonal skills. Primary complaints from the business community revolve around issues of curriculum relevance and delivery methodologies that do not facilitate the transfer of skills learned in the classroom to the workplace. A review of the literature yields very few examples of business programs that have added courses, or topics within existing courses, that address interpersonal skills. We describe a graduate-level course designed to intentionally develop interpersonal skills to meet the needs of local hiring managers, maximize organizational outcomes, and enhance leaders’ career opportunities. The course is delivered via active, experiential instructional methodologies to facilitate the transfer of new knowledge and skills to the workplace. A pre- and post-test comparison of students’ results on a competency-based behavioral model of emotional intelligence showed an increase in students’ scores, indicating that the course has been effective in developing students’ practical interpersonal skills. This article describes the fundamental design and delivery elements of this successful leadership course that can be replicated and implemented at other universities to more effectively align what students learn with what organizations need.
{"title":"Aligning Leadership Education: Linking Interpersonal Skills Development to Business Needs","authors":"J. Fulmore, Jude Olson, Rosemary Maellaro","doi":"10.1177/10525629221133369","DOIUrl":"https://doi.org/10.1177/10525629221133369","url":null,"abstract":"A disconnect has long existed between what is typically taught in management education programs and what real-world organizations seek in their leadership candidates, particularly regarding interpersonal skills. Primary complaints from the business community revolve around issues of curriculum relevance and delivery methodologies that do not facilitate the transfer of skills learned in the classroom to the workplace. A review of the literature yields very few examples of business programs that have added courses, or topics within existing courses, that address interpersonal skills. We describe a graduate-level course designed to intentionally develop interpersonal skills to meet the needs of local hiring managers, maximize organizational outcomes, and enhance leaders’ career opportunities. The course is delivered via active, experiential instructional methodologies to facilitate the transfer of new knowledge and skills to the workplace. A pre- and post-test comparison of students’ results on a competency-based behavioral model of emotional intelligence showed an increase in students’ scores, indicating that the course has been effective in developing students’ practical interpersonal skills. This article describes the fundamental design and delivery elements of this successful leadership course that can be replicated and implemented at other universities to more effectively align what students learn with what organizations need.","PeriodicalId":47308,"journal":{"name":"Journal of Management Education","volume":"47 1","pages":"263 - 291"},"PeriodicalIF":1.4,"publicationDate":"2022-11-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42220796","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 : 2022-10-20DOI: 10.1177/10525629221114040
R. Vince
“Behind and Beyond Kolb’s Learning Cycle” first saw the light of day as a conference paper. It was presented at the “New Directions in Management Education” conference at Leeds University, UK in January 1995. I still have a strong visual image in my mind of my presentation. The room was full of people. Laptops and PowerPoint were not widely used at this time, so in the previous week I had prepared a transparency of Figure 1 to use on the Overhead Projector in the classroom. (An Overhead Projector or “OHP” and associated transparencies were standard classroom equipment at that time.) When the presentation was over, I was surprised at how many people wanted to talk with me about the paper. The ideas that informed the paper emerged from my use of experiential learning with public sector middle managers in two UK County Councils between 1989 and 1993. Kolb’s Learning Cycle helped me to explain my approach to the participants in my module. Working through various interlinked experiential exercises showed me that managers’ opportunities for development mobilized strong emotions, particularly anxieties, that had the potential to both promote and prevent learning. Breaking free from the constraints of existing knowledge meant letting go of secure, tried, and tested ways of thinking and behaving. Anxiety (the expectation that things would go wrong and reflect badly on the person) was an integral part of managers’ attempts to do things differently. It was also what inhibited managers’ learning because it underpinned their reluctance to
{"title":"Reflections on “Behind and Beyond Kolb’s Learning Cycle”","authors":"R. Vince","doi":"10.1177/10525629221114040","DOIUrl":"https://doi.org/10.1177/10525629221114040","url":null,"abstract":"“Behind and Beyond Kolb’s Learning Cycle” first saw the light of day as a conference paper. It was presented at the “New Directions in Management Education” conference at Leeds University, UK in January 1995. I still have a strong visual image in my mind of my presentation. The room was full of people. Laptops and PowerPoint were not widely used at this time, so in the previous week I had prepared a transparency of Figure 1 to use on the Overhead Projector in the classroom. (An Overhead Projector or “OHP” and associated transparencies were standard classroom equipment at that time.) When the presentation was over, I was surprised at how many people wanted to talk with me about the paper. The ideas that informed the paper emerged from my use of experiential learning with public sector middle managers in two UK County Councils between 1989 and 1993. Kolb’s Learning Cycle helped me to explain my approach to the participants in my module. Working through various interlinked experiential exercises showed me that managers’ opportunities for development mobilized strong emotions, particularly anxieties, that had the potential to both promote and prevent learning. Breaking free from the constraints of existing knowledge meant letting go of secure, tried, and tested ways of thinking and behaving. Anxiety (the expectation that things would go wrong and reflect badly on the person) was an integral part of managers’ attempts to do things differently. It was also what inhibited managers’ learning because it underpinned their reluctance to","PeriodicalId":47308,"journal":{"name":"Journal of Management Education","volume":"46 1","pages":"983 - 989"},"PeriodicalIF":1.4,"publicationDate":"2022-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43693504","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 : 2022-10-20DOI: 10.1177/10525629221129617
J. Leigh, Melanie A. Robinson
{"title":"Extra, Extra, Read All About It—New JME Co-Editor is Announced!","authors":"J. Leigh, Melanie A. Robinson","doi":"10.1177/10525629221129617","DOIUrl":"https://doi.org/10.1177/10525629221129617","url":null,"abstract":"","PeriodicalId":47308,"journal":{"name":"Journal of Management Education","volume":"46 1","pages":"979 - 982"},"PeriodicalIF":1.4,"publicationDate":"2022-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43428704","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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