I augment the study of repeated interfirm exchanges with social cognition to expand the understanding of trust development and learning and how these combined forces shape subsequent contracts. Although scholars have extensively examined the independent effects of trust and learning on contracts in repeated exchanges, their coevolution and combined impact have received much less attention. I argue this omission occurs largely because social cognition is not typically considered in these literatures, even though both trust development and learning are sociocognitive processes influenced by each other, as well as by heuristics (contract frames) and cognitive biases (intergroup attribution bias). When these processes are examined in a positive exchange, the contract frame (prevention or promotion) influences initial reputation-based trust or prior development of knowledge-based trust (competence or integrity), which biases what is learned. This biased learning further impacts knowledge-based trust developmen...
{"title":"A Sociocognitive View of Repeated Interfirm Exchanges: How the Coevolution of Trust and Learning Impacts Subsequent Contracts","authors":"L. Weber","doi":"10.1287/orsc.2017.1139","DOIUrl":"https://doi.org/10.1287/orsc.2017.1139","url":null,"abstract":"I augment the study of repeated interfirm exchanges with social cognition to expand the understanding of trust development and learning and how these combined forces shape subsequent contracts. Although scholars have extensively examined the independent effects of trust and learning on contracts in repeated exchanges, their coevolution and combined impact have received much less attention. I argue this omission occurs largely because social cognition is not typically considered in these literatures, even though both trust development and learning are sociocognitive processes influenced by each other, as well as by heuristics (contract frames) and cognitive biases (intergroup attribution bias). When these processes are examined in a positive exchange, the contract frame (prevention or promotion) influences initial reputation-based trust or prior development of knowledge-based trust (competence or integrity), which biases what is learned. This biased learning further impacts knowledge-based trust developmen...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"21 1","pages":"744-759"},"PeriodicalIF":0.0,"publicationDate":"2017-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85796655","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}
Entrepreneurs in many emerging economies start their firms informally, without registering with the state. We examine how informality at the time of founding affected the performance of 12,146 firms in 18 countries across sub-Saharan Africa. Our findings indicate that entrepreneurs who registered their firms at founding enjoyed greater success in terms of sales and employment. But these benefits varied widely across countries. Consistent with the idea that legitimation processes account for these benefits, countries in which people trust their government more had larger advantages associated with being formal.
{"title":"Legitimacy and the Benefits of Firm Formalization","authors":"Valentina A. Assenova, O. Sorenson","doi":"10.1287/orsc.2017.1146","DOIUrl":"https://doi.org/10.1287/orsc.2017.1146","url":null,"abstract":"Entrepreneurs in many emerging economies start their firms informally, without registering with the state. We examine how informality at the time of founding affected the performance of 12,146 firms in 18 countries across sub-Saharan Africa. Our findings indicate that entrepreneurs who registered their firms at founding enjoyed greater success in terms of sales and employment. But these benefits varied widely across countries. Consistent with the idea that legitimation processes account for these benefits, countries in which people trust their government more had larger advantages associated with being formal.","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"51 1","pages":"804-818"},"PeriodicalIF":0.0,"publicationDate":"2017-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90796097","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}
Personal disclosure at work can help facilitate high-quality relationships; however, these results may depend on people’s reactions to them. We suggest that reactions to a disclosure—particularly supervisor reactions—can relate to abrupt and enduring changes in perceptions of relationship quality. Drawing on theory related to relationship-defining memories [Alea N, Vick SC (2010) The first sight of love: Relationship-defining memories and marital satisfaction across adulthood. Memory 18(7):730–742.], informational justice [Lind EA (2001) Fairness heuristic theory: Justice judgments as pivotal cognitions in organizational relations. Greenberg J, Cropanzano R, eds. Advances in Organizational Justice (Stanford University Press, Palo Alto, CA), 56–88.], and emotions [Van Kleef GA (2009) How emotions regulate social life. Current Directions Psych. Sci. 18(3):184–188.], we investigate the mechanisms through which supervisor reactions to pregnancy disclosure influence changes in employees’ perceived supervisor s...
{"title":"Make Them Feel: How the Disclosure of Pregnancy to a Supervisor Leads to Changes in Perceived Supervisor Support","authors":"L. Little, Amanda Hinojosa, J. Lynch","doi":"10.1287/orsc.2017.1136","DOIUrl":"https://doi.org/10.1287/orsc.2017.1136","url":null,"abstract":"Personal disclosure at work can help facilitate high-quality relationships; however, these results may depend on people’s reactions to them. We suggest that reactions to a disclosure—particularly supervisor reactions—can relate to abrupt and enduring changes in perceptions of relationship quality. Drawing on theory related to relationship-defining memories [Alea N, Vick SC (2010) The first sight of love: Relationship-defining memories and marital satisfaction across adulthood. Memory 18(7):730–742.], informational justice [Lind EA (2001) Fairness heuristic theory: Justice judgments as pivotal cognitions in organizational relations. Greenberg J, Cropanzano R, eds. Advances in Organizational Justice (Stanford University Press, Palo Alto, CA), 56–88.], and emotions [Van Kleef GA (2009) How emotions regulate social life. Current Directions Psych. Sci. 18(3):184–188.], we investigate the mechanisms through which supervisor reactions to pregnancy disclosure influence changes in employees’ perceived supervisor s...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"32 1","pages":"618-635"},"PeriodicalIF":0.0,"publicationDate":"2017-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85806186","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}
The link between organizational structure and innovation has been a longstanding interest of organizational scholars, yet the exact nature of the relationship has not been clearly established. Drawing on the behavioral theory of the firm, we take a process view and examine how hierarchy of authority—a fundamental element of organizational structure reflecting degree of managerial oversight—differentially influences behavior and performance in the idea generation versus idea selection phases of the innovation process. Using a multimethod approach that includes a field study and a lab experiment, we find that hierarchy of authority is detrimental to the idea generation phase of innovation, but that hierarchy can be beneficial during the screening or selection phase of innovation. We also identify a behavioral mechanism underlying the effect of hierarchy of authority on selection performance and propose that selection is a critical organizational capability that can be strategically developed and managed thr...
{"title":"The Influence of Hierarchy on Idea Generation and Selection in the Innovation Process","authors":"D. D. Keum, Kelly E. See","doi":"10.1287/orsc.2017.1142","DOIUrl":"https://doi.org/10.1287/orsc.2017.1142","url":null,"abstract":"The link between organizational structure and innovation has been a longstanding interest of organizational scholars, yet the exact nature of the relationship has not been clearly established. Drawing on the behavioral theory of the firm, we take a process view and examine how hierarchy of authority—a fundamental element of organizational structure reflecting degree of managerial oversight—differentially influences behavior and performance in the idea generation versus idea selection phases of the innovation process. Using a multimethod approach that includes a field study and a lab experiment, we find that hierarchy of authority is detrimental to the idea generation phase of innovation, but that hierarchy can be beneficial during the screening or selection phase of innovation. We also identify a behavioral mechanism underlying the effect of hierarchy of authority on selection performance and propose that selection is a critical organizational capability that can be strategically developed and managed thr...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"66 1","pages":"653-669"},"PeriodicalIF":0.0,"publicationDate":"2017-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79231307","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}
The use of technological tools to execute creative tasks is pervasive within cross-disciplinary teams, yet little attention has been paid to their role in influencing team creativity. In particular, no research has focused on how the characteristics of a team’s technological toolkit—the set of technological tools a team can draw upon to construct its actions—can affect team creativity. I propose that considering the toolkit, rather than just isolated tools, and the multiple functions played by tools is critical to understanding how technology characteristics influence team creativity. I hypothesize that creativity in cross-disciplinary teams is influenced by the size and field diffusion of the team toolkit, with size having a curvilinear relationship with creativity, and diffusion having a positive relationship. Moreover, I hypothesize that these effects will be attenuated when the number of team members who are experts with the focal tool is high. I test and find support for these hypotheses in a study s...
{"title":"Drawing Snow White and Animating Buzz Lightyear: Technological Toolkit Characteristics and Creativity in Cross-Disciplinary Teams","authors":"Pier Vittorio Mannucci","doi":"10.1287/orsc.2017.1141","DOIUrl":"https://doi.org/10.1287/orsc.2017.1141","url":null,"abstract":"The use of technological tools to execute creative tasks is pervasive within cross-disciplinary teams, yet little attention has been paid to their role in influencing team creativity. In particular, no research has focused on how the characteristics of a team’s technological toolkit—the set of technological tools a team can draw upon to construct its actions—can affect team creativity. I propose that considering the toolkit, rather than just isolated tools, and the multiple functions played by tools is critical to understanding how technology characteristics influence team creativity. I hypothesize that creativity in cross-disciplinary teams is influenced by the size and field diffusion of the team toolkit, with size having a curvilinear relationship with creativity, and diffusion having a positive relationship. Moreover, I hypothesize that these effects will be attenuated when the number of team members who are experts with the focal tool is high. I test and find support for these hypotheses in a study s...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"16 1","pages":"711-728"},"PeriodicalIF":0.0,"publicationDate":"2017-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87939813","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}
This study applies a social network approach toward understanding gender and negative work relationships. Given that work is increasingly organized using diverse, informal work groups inside firms, we stand to benefit from better knowledge of whether and how negative interactions in the workplace may be gendered. Using rich network data collected inside two firms, this study examines the networks of professional managers citing a difficult work relationship (negative tie) revealing gender similarities and differences. Although women and men do not differ in their likelihood to cite a negative work tie, women are more likely (than men) to cite a woman as a negative tie. This propensity to cite a woman as difficult however is reduced among women who cite having more women in their social support networks at work compared with women citing fewer women for support. These effects remain robust to a host of controls and exploratory analyses that include analyzing the content of respondent explanations of the ne...
{"title":"Gender and Negative Network Ties: Exploring Difficult Work Relationships Within and Across Gender","authors":"Jennifer L. Merluzzi","doi":"10.1287/orsc.2017.1137","DOIUrl":"https://doi.org/10.1287/orsc.2017.1137","url":null,"abstract":"This study applies a social network approach toward understanding gender and negative work relationships. Given that work is increasingly organized using diverse, informal work groups inside firms, we stand to benefit from better knowledge of whether and how negative interactions in the workplace may be gendered. Using rich network data collected inside two firms, this study examines the networks of professional managers citing a difficult work relationship (negative tie) revealing gender similarities and differences. Although women and men do not differ in their likelihood to cite a negative work tie, women are more likely (than men) to cite a woman as a negative tie. This propensity to cite a woman as difficult however is reduced among women who cite having more women in their social support networks at work compared with women citing fewer women for support. These effects remain robust to a host of controls and exploratory analyses that include analyzing the content of respondent explanations of the ne...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"5 1","pages":"636-652"},"PeriodicalIF":0.0,"publicationDate":"2017-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89464402","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}
Organizations, particularly those for whom safety and reliability are crucial, develop routines to protect them from failure. But even highly reliable organizations are not immune to disaster and prolonged periods of safe operation are punctuated by occasional catastrophes. Scholars of safety science label this the “paradox of almost totally safe systems,” noting that systems that are very safe under normal conditions may be vulnerable under unusual ones. In this paper, we explain, develop, and apply the concept of “organizational limits” to this puzzle through an analysis of the loss of Air France 447. We show that an initial, relatively minor limit violation set in train a cascade of human and technological limit violations, with catastrophic consequences. Focusing on cockpit automation, we argue that the same measures that make a system safe and predictable may introduce restrictions on cognition, which over time, inhibit or erode the disturbance-handling capability of the actors involved. We also note...
{"title":"Cognition, Technology, and Organizational Limits: Lessons from the Air France 447 Disaster","authors":"N. Oliver, T. Calvard, K. Potočnik","doi":"10.1287/ORSC.2017.1138","DOIUrl":"https://doi.org/10.1287/ORSC.2017.1138","url":null,"abstract":"Organizations, particularly those for whom safety and reliability are crucial, develop routines to protect them from failure. But even highly reliable organizations are not immune to disaster and prolonged periods of safe operation are punctuated by occasional catastrophes. Scholars of safety science label this the “paradox of almost totally safe systems,” noting that systems that are very safe under normal conditions may be vulnerable under unusual ones. In this paper, we explain, develop, and apply the concept of “organizational limits” to this puzzle through an analysis of the loss of Air France 447. We show that an initial, relatively minor limit violation set in train a cascade of human and technological limit violations, with catastrophic consequences. Focusing on cockpit automation, we argue that the same measures that make a system safe and predictable may introduce restrictions on cognition, which over time, inhibit or erode the disturbance-handling capability of the actors involved. We also note...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"17 3","pages":"729-743"},"PeriodicalIF":0.0,"publicationDate":"2017-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1287/ORSC.2017.1138","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72471824","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}
Many academics, consultants, and managers advocate stretch goals to attain superior organizational performance. However, existing theory speculates that, although stretch goals may benefit some organizations, they are not a "rule for riches" for all organizations. To address this speculation, we use two experimental studies to explore the effects on the mean, median, variance, and skewness of performance of stretch compared with moderate goals. Participants were assigned moderate or stretch goals to manage a widely used business simulation. Compared with moderate goals, stretch goals improve performance for a few participants, but many abandon the stretch goals in favor of lower self-set goals, or adopt a survival goal when faced with the threat of bankruptcy. Consequently, stretch goals generate higher performance variance across organizations and a right-skewed performance distribution. Contrary to conventional wisdom, we find no positive stretch goal main effect on performance. Instead, stretch goals compared with moderate goals generate large attainment discrepancies that increase willingness to take risks, undermine goal commitment, and generate lower risk-adjusted performance. The results provide a richer theoretical and empirical appreciation of how stretch goals influence performance. The e-companion is available at https://doi.org/10.1287/orsc.2017.1131 .
{"title":"Stretch Goals and the Distribution of Organizational Performance","authors":"M. Gary, Miles M. Yang, P. Yetton, J. Sterman","doi":"10.1287/orsc.2017.1131","DOIUrl":"https://doi.org/10.1287/orsc.2017.1131","url":null,"abstract":"Many academics, consultants, and managers advocate stretch goals to attain superior organizational performance. However, existing theory speculates that, although stretch goals may benefit some organizations, they are not a \"rule for riches\" for all organizations. To address this speculation, we use two experimental studies to explore the effects on the mean, median, variance, and skewness of performance of stretch compared with moderate goals. Participants were assigned moderate or stretch goals to manage a widely used business simulation. Compared with moderate goals, stretch goals improve performance for a few participants, but many abandon the stretch goals in favor of lower self-set goals, or adopt a survival goal when faced with the threat of bankruptcy. Consequently, stretch goals generate higher performance variance across organizations and a right-skewed performance distribution. Contrary to conventional wisdom, we find no positive stretch goal main effect on performance. Instead, stretch goals compared with moderate goals generate large attainment discrepancies that increase willingness to take risks, undermine goal commitment, and generate lower risk-adjusted performance. The results provide a richer theoretical and empirical appreciation of how stretch goals influence performance. \u0000 \u0000The e-companion is available at https://doi.org/10.1287/orsc.2017.1131 .","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"79 1","pages":"395-410"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79307836","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}
Why do researchers on the verge of breakthrough sometimes miss the discovery? While extensive literatures have modeled the course of successful discovery and pinpointed factors associated with groundbreaking discoveries, I focus on understanding why near misses occur by interviewing scientists who were very close to discovering the ribonucleic acid RNA interference breakthrough in biology but ultimately missed out. I identify three mechanisms rooted in paradigmatic rigidity that led to the seminal discovery being missed several times: not noticing or recognizing anomalies, actively resisting solutions, and failing to make the link between communities. These findings shed light on the process of breakthrough by clarifying that a better understanding of the mechanism behind near misses is crucial to mitigating them, saving time, and, consequently, boosting productivity and impact. They also have implications for boosting creative breakthrough performance in academic institutions and science-based firms, as well as for designing organizational research environments and guiding innovation strategy.
{"title":"Near Misses in the Breakthrough Discovery Process","authors":"Sen Chai","doi":"10.1287/orsc.2017.1134","DOIUrl":"https://doi.org/10.1287/orsc.2017.1134","url":null,"abstract":"Why do researchers on the verge of breakthrough sometimes miss the discovery? While extensive literatures have modeled the course of successful discovery and pinpointed factors associated with groundbreaking discoveries, I focus on understanding why near misses occur by interviewing scientists who were very close to discovering the ribonucleic acid RNA interference breakthrough in biology but ultimately missed out. I identify three mechanisms rooted in paradigmatic rigidity that led to the seminal discovery being missed several times: not noticing or recognizing anomalies, actively resisting solutions, and failing to make the link between communities. These findings shed light on the process of breakthrough by clarifying that a better understanding of the mechanism behind near misses is crucial to mitigating them, saving time, and, consequently, boosting productivity and impact. They also have implications for boosting creative breakthrough performance in academic institutions and science-based firms, as well as for designing organizational research environments and guiding innovation strategy.","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"12 1","pages":"411-428"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74867513","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}
Keld Laursen, Solon Moreira, Toke Reichstein, M. Leone
Technology licensing agreements potentially can create future appropriability problems. Drawing on the appropriability literature, we argue that the inclusion of a grant-back clause in technology licensing agreements is an attempt to balance the gains from and protection of the focal firms’ technologies. We hypothesize that the closer the licensed technology is to the licensor’s core patented technologies, the more likely the licensing agreement will include a grant-back clause, while the closer the licensed technology is to the licensee’s core patent portfolio, the less likely the agreement will include a grant-back clause. We hypothesize also that technological uncertainty is a positive moderator in the decision to include a grant-back clause, if the licensed technology is close to either the licensee’s or the licensor’s core technologies. We employ a hierarchical nested decision model to test the hypotheses on a sample of 397 licensed technologies. This method allows us to model the choice to include a...
{"title":"Evading the Boomerang Effect: Using the Grant-Back Clause to Further Generative Appropriability from Technology Licensing Deals","authors":"Keld Laursen, Solon Moreira, Toke Reichstein, M. Leone","doi":"10.1287/ORSC.2017.1130","DOIUrl":"https://doi.org/10.1287/ORSC.2017.1130","url":null,"abstract":"Technology licensing agreements potentially can create future appropriability problems. Drawing on the appropriability literature, we argue that the inclusion of a grant-back clause in technology licensing agreements is an attempt to balance the gains from and protection of the focal firms’ technologies. We hypothesize that the closer the licensed technology is to the licensor’s core patented technologies, the more likely the licensing agreement will include a grant-back clause, while the closer the licensed technology is to the licensee’s core patent portfolio, the less likely the agreement will include a grant-back clause. We hypothesize also that technological uncertainty is a positive moderator in the decision to include a grant-back clause, if the licensed technology is close to either the licensee’s or the licensor’s core technologies. We employ a hierarchical nested decision model to test the hypotheses on a sample of 397 licensed technologies. This method allows us to model the choice to include a...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"47 1","pages":"514-530"},"PeriodicalIF":0.0,"publicationDate":"2017-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86409360","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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