This review analyzes the impact of knowledge management (KM) and information systems (IS) on knowledge ambidexterity and demonstrates how organizations can achieve knowledge ambidexterity. We conduct a systematic literature review of 65 journal articles from scholarly databases, from which we identify the antecedents of knowledge ambidexterity. Based on our critical review, we create a conceptual framework to achieve knowledge ambidexterity. Subsequently, we discuss the evolution of IS and its relationship with knowledge ambidexterity to demonstrate how organizations can achieve knowledge ambidexterity. The review shows a lack of studies that examine how firms can leverage the benefits of KM and IS to achieve knowledge ambidexterity. We propose that the combination of exploration and exploitation processes can achieve knowledge ambidexterity. Our framework proposes the use of contemporary IS tools such as Big Data to balance the knowledge exploration and exploitation processes. These recommendations have implications for promoting knowledge ambidexterity in organizations.
{"title":"A Conceptual Framework toward Knowledge Ambidexterity Using Information Systems and Knowledge Management","authors":"Anup Shrestha, Minu Saratchandra","doi":"10.2308/isys-2021-013","DOIUrl":"https://doi.org/10.2308/isys-2021-013","url":null,"abstract":"This review analyzes the impact of knowledge management (KM) and information systems (IS) on knowledge ambidexterity and demonstrates how organizations can achieve knowledge ambidexterity. We conduct a systematic literature review of 65 journal articles from scholarly databases, from which we identify the antecedents of knowledge ambidexterity. Based on our critical review, we create a conceptual framework to achieve knowledge ambidexterity. Subsequently, we discuss the evolution of IS and its relationship with knowledge ambidexterity to demonstrate how organizations can achieve knowledge ambidexterity. The review shows a lack of studies that examine how firms can leverage the benefits of KM and IS to achieve knowledge ambidexterity. We propose that the combination of exploration and exploitation processes can achieve knowledge ambidexterity. Our framework proposes the use of contemporary IS tools such as Big Data to balance the knowledge exploration and exploitation processes. These recommendations have implications for promoting knowledge ambidexterity in organizations.","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":null,"pages":null},"PeriodicalIF":9.5,"publicationDate":"2022-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80217638","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
With the growing role of Information Technology (IT), many organizations have incorporated IT governance practices that include keeping executives apprised of IT risks. To perform this function, organizations rely upon their internal audit staff to obtain an independent evaluation of IT risks. While both general auditors and IT auditors are involved in assessing IT risks, they may not be equally adept at identifying such risks. We draw on the expert vs non-expert perspective to understand how general auditors and IT auditors perceive IT risks differently. Through a quasi-experiment with 70 internal auditors of a financial institution, we found that general auditors perceived IT risks to be lower than their IT audit colleagues. We also found that personal risk preferences influenced the level of IT risks that general auditors perceived. Personal risk preferences did not affect the risk perceptions of IT auditors. Implications for both research and practice are discussed.
{"title":"Internal Auditors' Perceptions of Information Technology-Related Risks: A Comparison Between General Auditors and Information Technology Auditors","authors":"A. Nuijten, M. Keil, Bert Zwiers","doi":"10.2308/isys-2020-040","DOIUrl":"https://doi.org/10.2308/isys-2020-040","url":null,"abstract":"With the growing role of Information Technology (IT), many organizations have incorporated IT governance practices that include keeping executives apprised of IT risks. To perform this function, organizations rely upon their internal audit staff to obtain an independent evaluation of IT risks. While both general auditors and IT auditors are involved in assessing IT risks, they may not be equally adept at identifying such risks. We draw on the expert vs non-expert perspective to understand how general auditors and IT auditors perceive IT risks differently. Through a quasi-experiment with 70 internal auditors of a financial institution, we found that general auditors perceived IT risks to be lower than their IT audit colleagues. We also found that personal risk preferences influenced the level of IT risks that general auditors perceived. Personal risk preferences did not affect the risk perceptions of IT auditors. Implications for both research and practice are discussed.","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":null,"pages":null},"PeriodicalIF":9.5,"publicationDate":"2022-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83020927","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-21DOI: 10.1080/0960085x.2022.2147456
Zhen Shao, Xixi Li, Yumei Luo, Jose Benitez
{"title":"The differential impacts of top management support and transformational supervisory leadership on employees’ digital performance","authors":"Zhen Shao, Xixi Li, Yumei Luo, Jose Benitez","doi":"10.1080/0960085x.2022.2147456","DOIUrl":"https://doi.org/10.1080/0960085x.2022.2147456","url":null,"abstract":"","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":null,"pages":null},"PeriodicalIF":9.5,"publicationDate":"2022-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46619924","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-02DOI: 10.1080/0960085X.2022.2102713
Paul P. Tallon, M. Queiroz, T. Coltman
As we approach the twentieth anniversary of the publication of the now-classic paper on strategic agility by Sambamurthy et al. (2003), we are reminded that information technology (IT) executives continue to view strategic agility as one of their most enduring challenges (Kappelman et al., 2021). Defined as the extent to which organisations can respond to sudden, disruptive, and unanticipated market events with ease, speed, and dexterity (Sambamurthy et al., 2003; Tallon et al., 2019), strategic agility has come of age in an era where organisations face a host of threats and opportunities from forces both seen and unseen. If done correctly, digital-enabled strategic agility can enable rapid, scalable, and cost effective changes in products, services, and processes but, if done poorly, the price of rigidity and delays can be inordinately high as oncelauded industry giants such as Sears, General Electric, Xerox, and Kodak have discovered (Collins, 2009). Our motivation for pursuing this special issue was prompted, in part, by a dearth of research on the topic of strategic agility in the literature. When writing a review paper on the subject in 2018 (Tallon et al., 2019), we uncovered 83 papers published across a variety of premier information systems (IS) journals and conferences between 2000 and 2018; three-fourths of this number appeared after 2009. Even then, less than five papers have been published annually on a topic that is garnering increased attention from IT executives for its ability to deliver greater customer satisfaction, employee engagement, and operational effectiveness (Kappelman et al., 2021). Our focus on strategic agility assumed a new air of importance in spring 2020 for no sooner had we sent out our Call for Papers than the COVID-19 pandemic struck. Organisations’ subdued response to the pandemic brought into sharp relief the need for fresh thinking on what it means to be “agile”. Organisations who were slow to pivot were mercilessly punished; retailers who relied heavily on foot traffic such as Brooks Brothers, Neiman Marcus, and JC Penney were especially vulnerable. Others such as Zoom, Uber Eats, Home Depot, Netflix, and Disney were able to scale and innovate around their existing processes and business models in order to remain relevant. Perhaps this time is different for the pandemic exposed the limits of what organisations could really do. For those who say that organisations could never have foreseen this calamitous event and so could never have planned an effective response, perhaps we should reconsider that logic so that we are better prepared next time. So what could we have done differently? We might also ask whether efforts to boost strategic agility are seen as just another IT problem for the IS function to resolve or whether strategic agility is an opportunity that warrants serious attention from all organisational leaders.
在我们即将迎来Sambamurthy等人（2003）发表的关于战略敏捷性的经典论文20周年之际，我们被提醒，信息技术（IT）高管继续将战略敏捷性视为他们最持久的挑战之一（Kappelman等人，2021）。战略敏捷性被定义为组织能够轻松、快速、灵活地应对突发、破坏性和出乎意料的市场事件的程度（Sambamurthy et al.，2003；Tallon et al.，2019），在组织面临来自看得见和看不见的力量的大量威胁和机遇的时代，战略敏捷性已经成熟。如果做得正确，数字化战略灵活性可以实现产品、服务和流程的快速、可扩展和成本效益的变革，但如果做得不好，僵化和延迟的代价可能会高得离谱，正如西尔斯、通用电气、施乐和柯达等备受赞誉的行业巨头所发现的那样（Collins，2009）。我们追求这一特刊的动机在一定程度上是因为文献中缺乏对战略敏捷性主题的研究。在2018年撰写一篇关于该主题的综述论文时（Tallon et al.，2019），我们发现了2000年至2018年间在各种主要信息系统（IS）期刊和会议上发表的83篇论文；这一数字的四分之三出现在2009年之后。即便如此，每年发表的论文还不到五篇，这一主题因其提供更高客户满意度、员工敬业度和运营效率的能力而越来越受到IT高管的关注（Kappelman等人，2021）。2020年春季，我们对战略敏捷性的关注呈现出新的重要气氛，因为我们刚发出文件呼吁，新冠肺炎疫情就爆发了。各组织对疫情的反应迟缓，让人们对“敏捷”意味着什么有了新的思考。行动迟缓的组织受到了无情的惩罚；布鲁克斯兄弟（Brooks Brothers）、内曼·马库斯（Neiman Marcus）和JC Penney等严重依赖人流的零售商尤其容易受到影响。Zoom、优步饮食、家得宝、网飞和迪士尼等其他公司能够围绕其现有流程和商业模式进行扩展和创新，以保持相关性。也许这一次不同了，因为疫情暴露了组织真正能做的事情的局限性。对于那些说组织永远无法预见这一灾难性事件，因此永远无法计划有效应对的人来说，也许我们应该重新考虑这一逻辑，以便为下一次做好更好的准备。那么，我们本可以采取什么不同的做法呢？我们还可能会问，提高战略敏捷性的努力是否被视为IS职能部门需要解决的另一个IT问题，或者战略敏捷性是否是一个值得所有组织领导人认真关注的机会。
{"title":"Digital-Enabled Strategic Agility: The Next Frontier","authors":"Paul P. Tallon, M. Queiroz, T. Coltman","doi":"10.1080/0960085X.2022.2102713","DOIUrl":"https://doi.org/10.1080/0960085X.2022.2102713","url":null,"abstract":"As we approach the twentieth anniversary of the publication of the now-classic paper on strategic agility by Sambamurthy et al. (2003), we are reminded that information technology (IT) executives continue to view strategic agility as one of their most enduring challenges (Kappelman et al., 2021). Defined as the extent to which organisations can respond to sudden, disruptive, and unanticipated market events with ease, speed, and dexterity (Sambamurthy et al., 2003; Tallon et al., 2019), strategic agility has come of age in an era where organisations face a host of threats and opportunities from forces both seen and unseen. If done correctly, digital-enabled strategic agility can enable rapid, scalable, and cost effective changes in products, services, and processes but, if done poorly, the price of rigidity and delays can be inordinately high as oncelauded industry giants such as Sears, General Electric, Xerox, and Kodak have discovered (Collins, 2009). Our motivation for pursuing this special issue was prompted, in part, by a dearth of research on the topic of strategic agility in the literature. When writing a review paper on the subject in 2018 (Tallon et al., 2019), we uncovered 83 papers published across a variety of premier information systems (IS) journals and conferences between 2000 and 2018; three-fourths of this number appeared after 2009. Even then, less than five papers have been published annually on a topic that is garnering increased attention from IT executives for its ability to deliver greater customer satisfaction, employee engagement, and operational effectiveness (Kappelman et al., 2021). Our focus on strategic agility assumed a new air of importance in spring 2020 for no sooner had we sent out our Call for Papers than the COVID-19 pandemic struck. Organisations’ subdued response to the pandemic brought into sharp relief the need for fresh thinking on what it means to be “agile”. Organisations who were slow to pivot were mercilessly punished; retailers who relied heavily on foot traffic such as Brooks Brothers, Neiman Marcus, and JC Penney were especially vulnerable. Others such as Zoom, Uber Eats, Home Depot, Netflix, and Disney were able to scale and innovate around their existing processes and business models in order to remain relevant. Perhaps this time is different for the pandemic exposed the limits of what organisations could really do. For those who say that organisations could never have foreseen this calamitous event and so could never have planned an effective response, perhaps we should reconsider that logic so that we are better prepared next time. So what could we have done differently? We might also ask whether efforts to boost strategic agility are seen as just another IT problem for the IS function to resolve or whether strategic agility is an opportunity that warrants serious attention from all organisational leaders.","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":null,"pages":null},"PeriodicalIF":9.5,"publicationDate":"2022-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46149395","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-01DOI: 10.1080/0960085x.2022.2139770
Yu Zhang, X. Luo, B. Shao, Jose Benitez
{"title":"Technology-driven mandatory customer participation: a new recovery strategy to promote customers’ online post-recovery satisfaction","authors":"Yu Zhang, X. Luo, B. Shao, Jose Benitez","doi":"10.1080/0960085x.2022.2139770","DOIUrl":"https://doi.org/10.1080/0960085x.2022.2139770","url":null,"abstract":"","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":null,"pages":null},"PeriodicalIF":9.5,"publicationDate":"2022-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46646712","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-26DOI: 10.1080/0960085x.2022.2136542
Kazem Haki, Michael Blaschke, Stephan Aier, R. Winter, D. Tilson
{"title":"Dynamic capabilities for transitioning from product platform ecosystem to innovation platform ecosystem","authors":"Kazem Haki, Michael Blaschke, Stephan Aier, R. Winter, D. Tilson","doi":"10.1080/0960085x.2022.2136542","DOIUrl":"https://doi.org/10.1080/0960085x.2022.2136542","url":null,"abstract":"","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":null,"pages":null},"PeriodicalIF":9.5,"publicationDate":"2022-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47373427","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We examine how an IT service provider's persuasive communication related to SOC2 report findings influences management's (i.e., user entities') perceptions of the outsourced services. Within SOC2 reports, service providers can attempt to influence management's impressions of auditor-identified issues and, due to the report's limited audience, also follow-up with management about these issues. Using dual-process theories of persuasion, we predict the type of persuasion used by a service provider in a SOC2 report (contend or concede), and its consistency with follow-up persuasive appeals (contend or concede), will influence management's perceptions of the services provided. In an experiment, only when the service provider first contends the auditor's findings does a follow-up concession (rather than contention) result in more favorable perceptions. Persuasion tactics also influence management's processing of risk factors, which impact their trust in the service. Thus, IT service providers' initial and follow-up persuasive communications influence management's assessment of SOC2 auditor-identified issues.
{"title":"The Impact of Persuasive Response Sequence and Consistency When Information Technology Service Providers Address Auditor-Identified Issues in System and Organization Control 2 Reports","authors":"Mark D. Sheldon, Sudip Bhattacharjee, Reza Barkhi","doi":"10.2308/isys-2021-016","DOIUrl":"https://doi.org/10.2308/isys-2021-016","url":null,"abstract":"We examine how an IT service provider's persuasive communication related to SOC2 report findings influences management's (i.e., user entities') perceptions of the outsourced services. Within SOC2 reports, service providers can attempt to influence management's impressions of auditor-identified issues and, due to the report's limited audience, also follow-up with management about these issues. Using dual-process theories of persuasion, we predict the type of persuasion used by a service provider in a SOC2 report (contend or concede), and its consistency with follow-up persuasive appeals (contend or concede), will influence management's perceptions of the services provided. In an experiment, only when the service provider first contends the auditor's findings does a follow-up concession (rather than contention) result in more favorable perceptions. Persuasion tactics also influence management's processing of risk factors, which impact their trust in the service. Thus, IT service providers' initial and follow-up persuasive communications influence management's assessment of SOC2 auditor-identified issues.","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":null,"pages":null},"PeriodicalIF":9.5,"publicationDate":"2022-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72844237","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-21DOI: 10.1080/0960085x.2022.2137064
Stefan Tams, Alina Dulipovici
{"title":"The creativity model of age and innovation with IT: why older users are less innovative and what to do about it","authors":"Stefan Tams, Alina Dulipovici","doi":"10.1080/0960085x.2022.2137064","DOIUrl":"https://doi.org/10.1080/0960085x.2022.2137064","url":null,"abstract":"","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":null,"pages":null},"PeriodicalIF":9.5,"publicationDate":"2022-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44317062","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
While the role that information technology (IT) executives’ expertise has on firm outcomes is well-documented, little empirical work investigates the effect of the IT ability of non-IT executives on firm outcomes. We apply upper echelons theory and create a unique measure of Chief Executive Officer (CEO) IT ability to empirically investigate its impact on bank loan pricing and non-pricing terms. Examining a sample of firms between 2002 and 2017, we find that CEO IT ability is associated with lower cost of debt, less collateral, fewer loan covenants, and fewer credit ratings downgrades. Further, we show that our results are not driven by high tech firms and are incremental to firm-level IT capability. Our results extend upper echelons theory and suggest that IT ability is an important CEO characteristic that can be influential in improving lending outcomes.
{"title":"The Impact of CEO IT Ability on Bank Loan Terms","authors":"Tracie Frost, C. He, Jiwon Nam, R. Pinsker","doi":"10.2308/isys-2021-020","DOIUrl":"https://doi.org/10.2308/isys-2021-020","url":null,"abstract":"While the role that information technology (IT) executives’ expertise has on firm outcomes is well-documented, little empirical work investigates the effect of the IT ability of non-IT executives on firm outcomes. We apply upper echelons theory and create a unique measure of Chief Executive Officer (CEO) IT ability to empirically investigate its impact on bank loan pricing and non-pricing terms. Examining a sample of firms between 2002 and 2017, we find that CEO IT ability is associated with lower cost of debt, less collateral, fewer loan covenants, and fewer credit ratings downgrades. Further, we show that our results are not driven by high tech firms and are incremental to firm-level IT capability. Our results extend upper echelons theory and suggest that IT ability is an important CEO characteristic that can be influential in improving lending outcomes.","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":null,"pages":null},"PeriodicalIF":9.5,"publicationDate":"2022-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86552510","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Danielle R. Lombardi, J. Sipior, Steven Dannemiller
The increased development and use of automated and cognitive technologies at the Global Six, in conjunction with the increased availability of data and various levels of data structure, may exacerbate auditor judgment bias or give rise to new biases. We take a comprehensive approach to gain a new perspective by providing a 50-year trend analysis of auditor judgment bias which results from relying on judgmental heuristics and the potential effects that the use of cognitive and automated technologies, such as artificial intelligence, may have on judgment. We describe individual biases and identify specific areas of research, commonalities and differences, gaps in the literature, and research methods applied. We construct a conceptual framework as a point of departure to guide future research by focusing on the impact of emerging technology. We conclude by identifying opportunities for future research.
{"title":"Auditor Judgment Bias Research: A 50-Year Trend Analysis and Emerging Technology Use","authors":"Danielle R. Lombardi, J. Sipior, Steven Dannemiller","doi":"10.2308/isys-2020-079","DOIUrl":"https://doi.org/10.2308/isys-2020-079","url":null,"abstract":"The increased development and use of automated and cognitive technologies at the Global Six, in conjunction with the increased availability of data and various levels of data structure, may exacerbate auditor judgment bias or give rise to new biases. We take a comprehensive approach to gain a new perspective by providing a 50-year trend analysis of auditor judgment bias which results from relying on judgmental heuristics and the potential effects that the use of cognitive and automated technologies, such as artificial intelligence, may have on judgment. We describe individual biases and identify specific areas of research, commonalities and differences, gaps in the literature, and research methods applied. We construct a conceptual framework as a point of departure to guide future research by focusing on the impact of emerging technology. We conclude by identifying opportunities for future research.","PeriodicalId":50486,"journal":{"name":"European Journal of Information Systems","volume":null,"pages":null},"PeriodicalIF":9.5,"publicationDate":"2022-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76521001","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"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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