Pub Date : 2009-03-03DOI: 10.1504/IJCCM.2009.023598
P. Ong, Y. Kathawala
Guanxi, a Chinese term, which means special relationships or business connections, has been known to be a prerequisite in doing business successfully, especially in China. Today, this term is quite widely known and not only prevalent in China but is a universal phenomenon. This paper reports research on the study of competitive strategies in the marine industry in Singapore, China and the United Arab Emirates (UAE) and how good Guanxi could be an important competitive strategy. Guanxi can aid a distinctive strategic positioning in China's competitive environment, and thus it can become an important ingredient in business strategy. But it requires a careful strategy and implementation plan of its own that needs to be aligned with the firm's business strategy; like it must be managed before it becomes a liability. A good understanding of Guanxi is thus crucial for Western firms intending to succeed in business in China.
{"title":"Competitive advantage through good Guanxi in the marine industry","authors":"P. Ong, Y. Kathawala","doi":"10.1504/IJCCM.2009.023598","DOIUrl":"https://doi.org/10.1504/IJCCM.2009.023598","url":null,"abstract":"Guanxi, a Chinese term, which means special relationships or business connections, has been known to be a prerequisite in doing business successfully, especially in China. Today, this term is quite widely known and not only prevalent in China but is a universal phenomenon. This paper reports research on the study of competitive strategies in the marine industry in Singapore, China and the United Arab Emirates (UAE) and how good Guanxi could be an important competitive strategy. Guanxi can aid a distinctive strategic positioning in China's competitive environment, and thus it can become an important ingredient in business strategy. But it requires a careful strategy and implementation plan of its own that needs to be aligned with the firm's business strategy; like it must be managed before it becomes a liability. A good understanding of Guanxi is thus crucial for Western firms intending to succeed in business in China.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"2 1","pages":"28"},"PeriodicalIF":0.0,"publicationDate":"2009-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2009.023598","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716507","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 : 2009-03-03DOI: 10.1504/IJCCM.2009.023597
K. Kuo, Yi-Long Jaw, Chun-Liang Chen
Because of the increasing integration of the Greater China, this report is designed first to analyse the intra-firm trade strategies of Taiwan MNE's subsidiaries in China and due to the high performance of Japan's MNE in international industrial competitiveness, the Japan MNE's subsidiaries in China are included for comparison. The entry strategies in the Greater China market are found identical for both Taiwanese and Japanese manufacturing MNEs which carry out the intra-firm trade strategies with the purposes of maximising the effect of export substitution and at the same time bearing better effect of export creation. Moreover, the results reveal that investments from Japan MNE's subsidiaries in China can create better effect of export creation than that of Taiwan's. In the mean time, both Taiwan MNE's and Japan MNE's subsidiaries in China have substantially increased the degree of local contents by purchasing materials, parts and semi-products more from the local than from their home countries.
{"title":"A study on MNE's intra-firm trade strategies and export competitiveness: evidence from Taiwan's and Japan's subsidiaries in China","authors":"K. Kuo, Yi-Long Jaw, Chun-Liang Chen","doi":"10.1504/IJCCM.2009.023597","DOIUrl":"https://doi.org/10.1504/IJCCM.2009.023597","url":null,"abstract":"Because of the increasing integration of the Greater China, this report is designed first to analyse the intra-firm trade strategies of Taiwan MNE's subsidiaries in China and due to the high performance of Japan's MNE in international industrial competitiveness, the Japan MNE's subsidiaries in China are included for comparison. The entry strategies in the Greater China market are found identical for both Taiwanese and Japanese manufacturing MNEs which carry out the intra-firm trade strategies with the purposes of maximising the effect of export substitution and at the same time bearing better effect of export creation. Moreover, the results reveal that investments from Japan MNE's subsidiaries in China can create better effect of export creation than that of Taiwan's. In the mean time, both Taiwan MNE's and Japan MNE's subsidiaries in China have substantially increased the degree of local contents by purchasing materials, parts and semi-products more from the local than from their home countries.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"2 1","pages":"15"},"PeriodicalIF":0.0,"publicationDate":"2009-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2009.023597","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716466","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 : 2009-03-03DOI: 10.1504/IJCCM.2009.023601
Qingrui Xu, Jin Chen, B. Guo, Litian Chen
This paper discusses the evolutionary process of technology innovation and innovation management in Chinese enterprises since 1950. After a brief introduction of innovation environment in China, the transition from imitation to improvement and innovation, which is the vital technological development avenue for most of Chinese firms, is emphasised. To accomplish such innovation path efficiently and effectively requires the paradigm shift for secondary innovation to portfolio innovation during 1980s to 1990s. At the end of last century, the new paradigm of innovation, i.e. total innovation management (TIM), appeared in Chinese firm, which not merely emphasise the integration between technological innovation and non-technological innovation, but also includes all innovators and all time-space innovation. Case studies and survey results were discussed as the evidence of TIM in both large firm (as Haier) and SMEs. Finally, some brief remarks to emphasise the way of innovation taken by Chinese firms in the last 50 years.
{"title":"From secondary innovation to total innovation management – with the case of small and medium enterprises","authors":"Qingrui Xu, Jin Chen, B. Guo, Litian Chen","doi":"10.1504/IJCCM.2009.023601","DOIUrl":"https://doi.org/10.1504/IJCCM.2009.023601","url":null,"abstract":"This paper discusses the evolutionary process of technology innovation and innovation management in Chinese enterprises since 1950. After a brief introduction of innovation environment in China, the transition from imitation to improvement and innovation, which is the vital technological development avenue for most of Chinese firms, is emphasised. To accomplish such innovation path efficiently and effectively requires the paradigm shift for secondary innovation to portfolio innovation during 1980s to 1990s. At the end of last century, the new paradigm of innovation, i.e. total innovation management (TIM), appeared in Chinese firm, which not merely emphasise the integration between technological innovation and non-technological innovation, but also includes all innovators and all time-space innovation. Case studies and survey results were discussed as the evidence of TIM in both large firm (as Haier) and SMEs. Finally, some brief remarks to emphasise the way of innovation taken by Chinese firms in the last 50 years.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"32 1","pages":"83"},"PeriodicalIF":0.0,"publicationDate":"2009-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2009.023601","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716573","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 : 2009-01-01DOI: 10.1504/IJCCM.2009.031488
P. Peverelli
The core theme of this article is cross-border economic zones. Such zones are regarded as useful way to increase economic cooperation between the participating nations. However, not all zones live up to the expectations, while others seem to be able to continue forever. The author intends to offer a new methodology of analysing cross-border economic zones, embedded in organisation theory that is hoped to have a higher explanatory power to account for otherwise unexplainable failure or success. As an example, the Tumen River Area Development Zone, consisting of regions of three nations, China, Russia and North Korea has been selected. This zone seems to be very resilient, in spite of the turbulent history of the region and the difficult relationships between the three participating nations. The main conclusion of this study is that the zone also makes sense to another nation, which is not directly participating in the zone. The indirect support of that nation is probably the force behind the continuation of the zone.
{"title":"The Tumen River Project - sensemaking in multiple contexts","authors":"P. Peverelli","doi":"10.1504/IJCCM.2009.031488","DOIUrl":"https://doi.org/10.1504/IJCCM.2009.031488","url":null,"abstract":"The core theme of this article is cross-border economic zones. Such zones are regarded as useful way to increase economic cooperation between the participating nations. However, not all zones live up to the expectations, while others seem to be able to continue forever. The author intends to offer a new methodology of analysing cross-border economic zones, embedded in organisation theory that is hoped to have a higher explanatory power to account for otherwise unexplainable failure or success. As an example, the Tumen River Area Development Zone, consisting of regions of three nations, China, Russia and North Korea has been selected. This zone seems to be very resilient, in spite of the turbulent history of the region and the difficult relationships between the three participating nations. The main conclusion of this study is that the zone also makes sense to another nation, which is not directly participating in the zone. The indirect support of that nation is probably the force behind the continuation of the zone.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"2 1","pages":"308"},"PeriodicalIF":0.0,"publicationDate":"2009-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2009.031488","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716481","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 : 2009-01-01DOI: 10.1504/IJCCM.2009.031490
I. Chen, M. Easterby-Smith
"Today, a Chinese company bought IBM personal computers lock, stock and barrel. Chinese corporations have bought manufacturing, management and the brand, such as, Thomson and RCA televisions, Dirt Devil etc." (Dyson, 2005). Over the last few years, internationalisation has become a major objective for Asian companies, and it is important to study the strategies and processes that they are adopting. However, little research has been conducted so far on Taiwanese/Chinese internationalisation. The aim of this paper is to consider what Western models of HRM can learn from the practices of Taiwanese multinationals operating in the UK. Our study looks at how key characteristics in Chinese culture such as guanxi, familism, trust, and Sun-Tzu leadership affect the behaviours of expatriates. These characteristics provide a framework to investigate how Chinese expatriates adjust when working abroad, and have implications for how foreign expatriates can apply and/or adjust their human resource strategies and policies in foreign environments. Quantitative and qualitative research methods are used in order to triangulate the data. This paper concludes with a model of HRM for studying Chinese MNCs.
{"title":"Can Western HRM learn from Eastern MNCs? The case of Taiwanese/Chinese MNCs in the UK","authors":"I. Chen, M. Easterby-Smith","doi":"10.1504/IJCCM.2009.031490","DOIUrl":"https://doi.org/10.1504/IJCCM.2009.031490","url":null,"abstract":"\"Today, a Chinese company bought IBM personal computers lock, stock and barrel. Chinese corporations have bought manufacturing, management and the brand, such as, Thomson and RCA televisions, Dirt Devil etc.\" (Dyson, 2005). Over the last few years, internationalisation has become a major objective for Asian companies, and it is important to study the strategies and processes that they are adopting. However, little research has been conducted so far on Taiwanese/Chinese internationalisation. The aim of this paper is to consider what Western models of HRM can learn from the practices of Taiwanese multinationals operating in the UK. Our study looks at how key characteristics in Chinese culture such as guanxi, familism, trust, and Sun-Tzu leadership affect the behaviours of expatriates. These characteristics provide a framework to investigate how Chinese expatriates adjust when working abroad, and have implications for how foreign expatriates can apply and/or adjust their human resource strategies and policies in foreign environments. Quantitative and qualitative research methods are used in order to triangulate the data. This paper concludes with a model of HRM for studying Chinese MNCs.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"2 1","pages":"333"},"PeriodicalIF":0.0,"publicationDate":"2009-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2009.031490","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716500","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 : 2009-01-01DOI: 10.1504/IJCCM.2009.031491
M. Foster, Yingzhe Song
This paper explores two issues. The first is the patterns of FDI across China and their allied patterns of growth in regional/provincial economies. This analysis confirms the importance of FDI as a driver of the continuing pattern of growth in the economy. Because of that linkage, a second issue is to answer the question: what is the situation of those cities or regions, such as the autonomous region of Guangxi, who are less fortunate in terms of stocks to date of inward FDI? What might they do to enhance their potential to be local FDI attractors?
{"title":"FDI: differential fuel for Guangxi, a poorer Chinese region","authors":"M. Foster, Yingzhe Song","doi":"10.1504/IJCCM.2009.031491","DOIUrl":"https://doi.org/10.1504/IJCCM.2009.031491","url":null,"abstract":"This paper explores two issues. The first is the patterns of FDI across China and their allied patterns of growth in regional/provincial economies. This analysis confirms the importance of FDI as a driver of the continuing pattern of growth in the economy. Because of that linkage, a second issue is to answer the question: what is the situation of those cities or regions, such as the autonomous region of Guangxi, who are less fortunate in terms of stocks to date of inward FDI? What might they do to enhance their potential to be local FDI attractors?","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"2 1","pages":"352"},"PeriodicalIF":0.0,"publicationDate":"2009-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2009.031491","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716552","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 : 2009-01-01DOI: 10.1504/IJCCM.2009.031452
P. Koch, B. Koch
We examine the relationships between cultural values (harmony, collectivism and individualism) and behaviours (competitive and cooperative). Instrumental harmony is distinguished from value harmony to discriminate between harmony as the end goal of interaction and harmony as a means to some other end. Hong Kong businesspeople respondents' evaluation of cooperative and competitive scenarios is used in a correspondence analysis model to map cultural values onto competitive and cooperative behaviours. The results show that the instrumental harmony cultural value is the most significant cultural value for explaining competitive and cooperative behaviours. The often researched collectivism and individualism values had little significance in explaining competitive and cooperative behaviours.
{"title":"Competition and cooperation in Hong Kong: exploring the influences of collectivism and instrumental harmony","authors":"P. Koch, B. Koch","doi":"10.1504/IJCCM.2009.031452","DOIUrl":"https://doi.org/10.1504/IJCCM.2009.031452","url":null,"abstract":"We examine the relationships between cultural values (harmony, collectivism and individualism) and behaviours (competitive and cooperative). Instrumental harmony is distinguished from value harmony to discriminate between harmony as the end goal of interaction and harmony as a means to some other end. Hong Kong businesspeople respondents' evaluation of cooperative and competitive scenarios is used in a correspondence analysis model to map cultural values onto competitive and cooperative behaviours. The results show that the instrumental harmony cultural value is the most significant cultural value for explaining competitive and cooperative behaviours. The often researched collectivism and individualism values had little significance in explaining competitive and cooperative behaviours.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"2 1","pages":"291"},"PeriodicalIF":0.0,"publicationDate":"2009-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2009.031452","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716937","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 : 2009-01-01DOI: 10.1504/IJCCM.2009.031489
Ya huei Wang, C. Lai
With advanced medical technology, the aging population has risen rapidly worldwide. Thus, aging chronic illness and long-term illness have become an unavoidable issue in medical care management. Conventional medical care management has neglected chronic medical care due to lacking the know-how for handling the needs of aging chronic clients. Aging patients cannot obtain a close relationship with medical professionals. A collaborative medical relationship includes establishing a patient-centred medical process which considers patients' voices and needs. However, in traditional Chinese Confucian society, the patient-centred medical process involves not only the patient, but also the patient's family, which makes the entire medical decision-making process more complicated. This study investigates Chinese medical ethics to understand the complicated doctor-patient relationship among healthcare professionals, patients and patients' family members.
{"title":"Medical ethics response to chronic illness healthcare for aging people of Taiwan","authors":"Ya huei Wang, C. Lai","doi":"10.1504/IJCCM.2009.031489","DOIUrl":"https://doi.org/10.1504/IJCCM.2009.031489","url":null,"abstract":"With advanced medical technology, the aging population has risen rapidly worldwide. Thus, aging chronic illness and long-term illness have become an unavoidable issue in medical care management. Conventional medical care management has neglected chronic medical care due to lacking the know-how for handling the needs of aging chronic clients. Aging patients cannot obtain a close relationship with medical professionals. A collaborative medical relationship includes establishing a patient-centred medical process which considers patients' voices and needs. However, in traditional Chinese Confucian society, the patient-centred medical process involves not only the patient, but also the patient's family, which makes the entire medical decision-making process more complicated. This study investigates Chinese medical ethics to understand the complicated doctor-patient relationship among healthcare professionals, patients and patients' family members.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"2 1","pages":"322"},"PeriodicalIF":0.0,"publicationDate":"2009-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2009.031489","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716490","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 : 2009-01-01DOI: 10.1504/IJCCM.2009.031492
S. Su, H. Donker, S. Zahir
This paper examines the role of merger control regulations in emerging market economies with special emphasis on the Chinese example. We address the objectives of anticompetitive laws and merger control regulations in such economies and show how they differ from developed countries such as the USA and EU. We review China's recent merger control regulations vis-a-vis a transitional economy. We find evidence that socio-political objectives and to a lesser extent socio-economic policies of competition prevail in emerging markets and more so in China rather than financially viable and efficient transactions.
{"title":"Merger control regulations in emerging economies: the case of China","authors":"S. Su, H. Donker, S. Zahir","doi":"10.1504/IJCCM.2009.031492","DOIUrl":"https://doi.org/10.1504/IJCCM.2009.031492","url":null,"abstract":"This paper examines the role of merger control regulations in emerging market economies with special emphasis on the Chinese example. We address the objectives of anticompetitive laws and merger control regulations in such economies and show how they differ from developed countries such as the USA and EU. We review China's recent merger control regulations vis-a-vis a transitional economy. We find evidence that socio-political objectives and to a lesser extent socio-economic policies of competition prevail in emerging markets and more so in China rather than financially viable and efficient transactions.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"19 1","pages":"370"},"PeriodicalIF":0.0,"publicationDate":"2009-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2009.031492","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716605","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 : 2008-08-21DOI: 10.1504/IJCCM.2008.020006
Hongmei Gao
Based upon the textual analysis of over 2000 Chinese and English web pages, as well as on the author's ethnographic observations with three Chinese multinational corporations, six operational strategies and three communication challenges on the Chinese companies' global outreach and expansion are conceptualised. The operational strategies include Chinese companies establishing overseas production bases, closing global mergers and acquisitions, building up global brand names invested in technology and efficiency, acquiring a Zigzag route of starting from emerging markets, accumulating overseas capital from global stock markets and recruiting global talents. The three communication challenges that threaten the growth of the Chinese companies are their inefficient conflict management style, low proficiency in local cultures and lack of 24/7 communication channels with the customers.
{"title":"Chinese Companies Going Global: The Operational Strategies and Communication Challenges","authors":"Hongmei Gao","doi":"10.1504/IJCCM.2008.020006","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.020006","url":null,"abstract":"Based upon the textual analysis of over 2000 Chinese and English web pages, as well as on the author's ethnographic observations with three Chinese multinational corporations, six operational strategies and three communication challenges on the Chinese companies' global outreach and expansion are conceptualised. The operational strategies include Chinese companies establishing overseas production bases, closing global mergers and acquisitions, building up global brand names invested in technology and efficiency, acquiring a Zigzag route of starting from emerging markets, accumulating overseas capital from global stock markets and recruiting global talents. The three communication challenges that threaten the growth of the Chinese companies are their inefficient conflict management style, low proficiency in local cultures and lack of 24/7 communication channels with the customers.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"1 1","pages":"391"},"PeriodicalIF":0.0,"publicationDate":"2008-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.020006","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716191","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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