Pub Date : 2023-10-01Epub Date: 2023-07-17DOI: 10.1016/j.microc.2023.109088
Md Harun Or Roshid, Michael Moraskie, Gregory O'Connor, Emre Dikici, Jean-Marc Zingg, Sapna Deo, Leonidas G Bachas, Sylvia Daunert
A portable, field deployable whole-cell biosensor was developed that can withstand the complex matrices of soil and requires minimal to no sample preparation to monitor bioavailable concentrations of the essential micronutrient copper (II). Conventional measurement of micronutrients is often complex, laboratory-based, and not suitable for monitoring their bioavailable concentration. To address this need, we developed a fluorescence based microbial whole-cell biosensing (MWCB) system encoding for a Cu2+-responsive protein capable of generating a signal upon binding to Cu2+. The sensing-reporting protein was designed by performing circular permutation on the green fluorescent protein (GFP) followed by insertion of a Cu2+ binding motif into the structure of GFP. The design included insertion of several binding motifs and creating plasmids that encoded the corresponding sensing proteins. The signal generated by the sensing-reporting protein is directly proportional to the concentration of Cu2+ in the sample. Evaluation of the resulting biosensing systems carrying these plasmids was performed prior to selection of the optimal fluorescence emitting Cu2+-binding protein. The resulting optimized biosensing system was encapsulated in polyacrylate-alginate beads and embedded in soil for detection of the analyte. Once exposed to the soil, the beads were interrogated to measure the fluorescence signal emitted by the sensing-reporting protein using a portable imaging device. The biosensor was optimized for detection of Cu2+ in terms of selectivity, sensitivity, matrix effects, detection limits, and reproducibility in both liquid and soil matrices. The limit of detection (LoD) of the optimized encapsulated biosensor was calculated as 0.27 mg/L and 1.26 mg/kg of Cu2+ for Cu2+ in solution and soil, respectively. Validation of the portable imaging tools as a potential biosensing device in the field was performed.
{"title":"A Portable, Encapsulated Microbial Whole-Cell Biosensing System for the Detection of Bioavailable Copper (II) in Soil.","authors":"Md Harun Or Roshid, Michael Moraskie, Gregory O'Connor, Emre Dikici, Jean-Marc Zingg, Sapna Deo, Leonidas G Bachas, Sylvia Daunert","doi":"10.1016/j.microc.2023.109088","DOIUrl":"10.1016/j.microc.2023.109088","url":null,"abstract":"<p><p>A portable, field deployable whole-cell biosensor was developed that can withstand the complex matrices of soil and requires minimal to no sample preparation to monitor bioavailable concentrations of the essential micronutrient copper (II). Conventional measurement of micronutrients is often complex, laboratory-based, and not suitable for monitoring their bioavailable concentration. To address this need, we developed a fluorescence based microbial whole-cell biosensing (MWCB) system encoding for a Cu<sup>2+</sup>-responsive protein capable of generating a signal upon binding to Cu<sup>2+</sup>. The sensing-reporting protein was designed by performing circular permutation on the green fluorescent protein (GFP) followed by insertion of a Cu<sup>2+</sup> binding motif into the structure of GFP. The design included insertion of several binding motifs and creating plasmids that encoded the corresponding sensing proteins. The signal generated by the sensing-reporting protein is directly proportional to the concentration of Cu<sup>2+</sup> in the sample. Evaluation of the resulting biosensing systems carrying these plasmids was performed prior to selection of the optimal fluorescence emitting Cu<sup>2+</sup>-binding protein. The resulting optimized biosensing system was encapsulated in polyacrylate-alginate beads and embedded in soil for detection of the analyte. Once exposed to the soil, the beads were interrogated to measure the fluorescence signal emitted by the sensing-reporting protein using a portable imaging device. The biosensor was optimized for detection of Cu<sup>2+</sup> in terms of selectivity, sensitivity, matrix effects, detection limits, and reproducibility in both liquid and soil matrices. The limit of detection (LoD) of the optimized encapsulated biosensor was calculated as 0.27 mg/L and 1.26 mg/kg of Cu<sup>2+</sup> for Cu<sup>2+</sup> in solution and soil, respectively. Validation of the portable imaging tools as a potential biosensing device in the field was performed.</p>","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"45 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10655828/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91082372","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-29DOI: 10.1177/00081256231202266
Juan Du, Bo Bernhard Nielsen, Catherine Welch
Initially making its name as the backbone technology of Bitcoin, blockchain has been referred to as a distributed ledger, public database, Internet of value, digital infrastructure, network, and platform. Compared with fluctuating cryptocurrency and non-fungible token (NFT) markets, applications of blockchain technology in more diverse business scenarios have received less attention. By analyzing 16 international business use cases under eight categories of blockchain-based solutions, this article offers a contextualized understanding of the potential for blockchain to become a general-purpose technology (GPT). It discusses how the extensiveness, evolvability, and enabling (3Es) aspects of blockchain influence the value, vision, and viability (3Vs) required for successful real-world applications. The article discusses how firms can draw on lessons from failed cases and good practices of existing cases to enhance the 3Vs for blockchain adoption.
{"title":"From Buzzword to Biz World: R<scp>ealizing</scp> B<scp>lockchain’s</scp> P<scp>otential in the</scp> I<scp>nternational</scp> B<scp>usiness</scp> C<scp>ontext</scp>","authors":"Juan Du, Bo Bernhard Nielsen, Catherine Welch","doi":"10.1177/00081256231202266","DOIUrl":"https://doi.org/10.1177/00081256231202266","url":null,"abstract":"Initially making its name as the backbone technology of Bitcoin, blockchain has been referred to as a distributed ledger, public database, Internet of value, digital infrastructure, network, and platform. Compared with fluctuating cryptocurrency and non-fungible token (NFT) markets, applications of blockchain technology in more diverse business scenarios have received less attention. By analyzing 16 international business use cases under eight categories of blockchain-based solutions, this article offers a contextualized understanding of the potential for blockchain to become a general-purpose technology (GPT). It discusses how the extensiveness, evolvability, and enabling (3Es) aspects of blockchain influence the value, vision, and viability (3Vs) required for successful real-world applications. The article discusses how firms can draw on lessons from failed cases and good practices of existing cases to enhance the 3Vs for blockchain adoption.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135199679","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 : 2023-09-27DOI: 10.1177/00081256231200656
Kuchi Sanchita, Sumeet Gupta
Once scaled, online platforms reconfigure value to remain competitive. Reconfiguration in online platforms may take a different form than in pipelines, as online platforms are intermediaries that generate network effects among the sides they connect. They also face stiff competition from other spheres due to lower barriers to entry. Why and how do online platforms reconfigure value? By examining 13 Indian online platforms that have achieved a certain level of success (such as tipped markets, investor confidence, or profitability), this article offers four strategies for reconfiguring online platforms: enhance interactions, enhance capabilities, offer new services, and nurture new transactions.
{"title":"Strategies for Value Reconfiguration in Online Platforms","authors":"Kuchi Sanchita, Sumeet Gupta","doi":"10.1177/00081256231200656","DOIUrl":"https://doi.org/10.1177/00081256231200656","url":null,"abstract":"Once scaled, online platforms reconfigure value to remain competitive. Reconfiguration in online platforms may take a different form than in pipelines, as online platforms are intermediaries that generate network effects among the sides they connect. They also face stiff competition from other spheres due to lower barriers to entry. Why and how do online platforms reconfigure value? By examining 13 Indian online platforms that have achieved a certain level of success (such as tipped markets, investor confidence, or profitability), this article offers four strategies for reconfiguring online platforms: enhance interactions, enhance capabilities, offer new services, and nurture new transactions.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"76 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135539179","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 : 2023-09-19DOI: 10.1177/00081256231197445
Konstantin Hopf, Oliver Müller, Arisa Shollo, Tiemo Thiess
Recent years have brought major technological breakthroughs in artificial intelligence (AI), and firms are expected to invest nearly $98 B in 2023. However, many AI projects never leave the pilot phase, and many companies have difficulties extracting value from their AI initiatives. To explain this contradiction, this article reports on a study of 55 projects implementing AI in organizations. It shows that organizational challenges in implementing AI projects are a result of a paradoxical tension created by two different perspectives on data science work: craft and mechanical work. Executives, managers, and data scientists should actively manage this tension to enable and sustain value creation through AI.
{"title":"Organizational Implementation of AI: <scp>Craft and Mechanical Work</scp>","authors":"Konstantin Hopf, Oliver Müller, Arisa Shollo, Tiemo Thiess","doi":"10.1177/00081256231197445","DOIUrl":"https://doi.org/10.1177/00081256231197445","url":null,"abstract":"Recent years have brought major technological breakthroughs in artificial intelligence (AI), and firms are expected to invest nearly $98 B in 2023. However, many AI projects never leave the pilot phase, and many companies have difficulties extracting value from their AI initiatives. To explain this contradiction, this article reports on a study of 55 projects implementing AI in organizations. It shows that organizational challenges in implementing AI projects are a result of a paradoxical tension created by two different perspectives on data science work: craft and mechanical work. Executives, managers, and data scientists should actively manage this tension to enable and sustain value creation through AI.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135064118","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 : 2023-09-15DOI: 10.1177/00081256231199263
Julian Birkinshaw
A perennial challenge for executives in established firms is deciding how and when to respond to emerging technologies. This article demonstrates that the way emerging technologies play out in established industries differs according to how the business system is affected. Some have primarily a supply-side effect (on how a firm in the industry creates its product), while others have a primarily demand-side effect (on how users consume the product). Supply-side effects play out over relatively long periods of time in a predictable way, with incumbent firms executing similar strategies though at different speeds. Demand-side effects are faster-acting and more volatile, with incumbents often experimenting with a range of different business models as they seek a viable way forward in a changing market. By understanding these important differences between supply-side and demand-side effects and being able to anticipate the typical patterns of responses from incumbents, executives can make better choices in how and when to invest in emerging technologies.
{"title":"How Incumbent Firms Respond to Emerging Technologies: <scp>Comparing Supply-Side and Demand-Side Effects</scp>","authors":"Julian Birkinshaw","doi":"10.1177/00081256231199263","DOIUrl":"https://doi.org/10.1177/00081256231199263","url":null,"abstract":"A perennial challenge for executives in established firms is deciding how and when to respond to emerging technologies. This article demonstrates that the way emerging technologies play out in established industries differs according to how the business system is affected. Some have primarily a supply-side effect (on how a firm in the industry creates its product), while others have a primarily demand-side effect (on how users consume the product). Supply-side effects play out over relatively long periods of time in a predictable way, with incumbent firms executing similar strategies though at different speeds. Demand-side effects are faster-acting and more volatile, with incumbents often experimenting with a range of different business models as they seek a viable way forward in a changing market. By understanding these important differences between supply-side and demand-side effects and being able to anticipate the typical patterns of responses from incumbents, executives can make better choices in how and when to invest in emerging technologies.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"120 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135438542","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 : 2023-08-30DOI: 10.1177/00081256231193467
Peter Zámborský, Z. J. Yan, Snejina Michailova, Vincent Zhuang
This article discusses how Chinese multinational enterprises internationalize in an era of increasingly fractured globalization. It introduces new perspectives that identify and describe four strategic pathways these multinationals employ while acquiring strategic assets and building and leveraging capabilities to increase value from their international presence. The pathways—bouncing up, down, sideways, and back—depend on the multinationals’ strategies and the evolution of their internationalization. The pathways are distinct yet intertwined and influenced by powerful non-market forces, including geopolitical tensions (U.S.-China rivalry in particular) and Chinese domestic regulatory intervention. These dynamics manifest themselves in globalization, de-globalization, and re-globalization shifts.
{"title":"Chinese Multinationals’ Internationalization Strategies: New Realities, New Pathways","authors":"Peter Zámborský, Z. J. Yan, Snejina Michailova, Vincent Zhuang","doi":"10.1177/00081256231193467","DOIUrl":"https://doi.org/10.1177/00081256231193467","url":null,"abstract":"This article discusses how Chinese multinational enterprises internationalize in an era of increasingly fractured globalization. It introduces new perspectives that identify and describe four strategic pathways these multinationals employ while acquiring strategic assets and building and leveraging capabilities to increase value from their international presence. The pathways—bouncing up, down, sideways, and back—depend on the multinationals’ strategies and the evolution of their internationalization. The pathways are distinct yet intertwined and influenced by powerful non-market forces, including geopolitical tensions (U.S.-China rivalry in particular) and Chinese domestic regulatory intervention. These dynamics manifest themselves in globalization, de-globalization, and re-globalization shifts.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"66 1","pages":"96 - 123"},"PeriodicalIF":10.0,"publicationDate":"2023-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49216318","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 : 2023-08-30DOI: 10.1177/00081256231190430
R. C. Ångström, Michael Björn, Linus Dahlander, Magnus Mähring, Martin W. Wallin
While the promise of artificial intelligence (AI) is pervasive, many companies struggle with AI implementation challenges. This article presents results from a survey of 2,525 decision-makers with AI experience in China, Germany, India, the United Kingdom, and the United States—as well as interviews with 16 AI implementation experts—in order to understand the challenges companies face when implementing AI. The study covers technological, organizational, and cultural factors and identifies key challenges and solutions for AI implementation. This article develops a diagnostic framework to help executives navigate AI challenges as companies gain momentum, manage organization-wide complexities, and curate a network of partners, algorithms, and data sources to create value through AI.
{"title":"Getting AI Implementation Right: Insights from a Global Survey","authors":"R. C. Ångström, Michael Björn, Linus Dahlander, Magnus Mähring, Martin W. Wallin","doi":"10.1177/00081256231190430","DOIUrl":"https://doi.org/10.1177/00081256231190430","url":null,"abstract":"While the promise of artificial intelligence (AI) is pervasive, many companies struggle with AI implementation challenges. This article presents results from a survey of 2,525 decision-makers with AI experience in China, Germany, India, the United Kingdom, and the United States—as well as interviews with 16 AI implementation experts—in order to understand the challenges companies face when implementing AI. The study covers technological, organizational, and cultural factors and identifies key challenges and solutions for AI implementation. This article develops a diagnostic framework to help executives navigate AI challenges as companies gain momentum, manage organization-wide complexities, and curate a network of partners, algorithms, and data sources to create value through AI.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"66 1","pages":"5 - 22"},"PeriodicalIF":10.0,"publicationDate":"2023-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49172927","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 : 2023-08-01DOI: 10.1177/00081256231186641
Stéphane J. G. Girod, J. Birkinshaw, Christiane Prange
The need for business agility, that is, the capacity to adapt to changing external circumstances (and even to shape them), is high on the agenda of executives around the world, as they face up to increasing levels of uncertainty. But uncertainty still abounds about what business agility is, and most executives still struggle to master this capability. The introduction to this special issue reviews what we know and still do not know about business agility and introduces the six articles and suggests a path for more research.
{"title":"Business Agility: Key Themes and Future Directions","authors":"Stéphane J. G. Girod, J. Birkinshaw, Christiane Prange","doi":"10.1177/00081256231186641","DOIUrl":"https://doi.org/10.1177/00081256231186641","url":null,"abstract":"The need for business agility, that is, the capacity to adapt to changing external circumstances (and even to shape them), is high on the agenda of executives around the world, as they face up to increasing levels of uncertainty. But uncertainty still abounds about what business agility is, and most executives still struggle to master this capability. The introduction to this special issue reviews what we know and still do not know about business agility and introduces the six articles and suggests a path for more research.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":" ","pages":"5 - 21"},"PeriodicalIF":10.0,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46996350","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 : 2023-07-13DOI: 10.1177/00081256231184912
R. Shankar, Denis Bettenmann, F. Giones
Early detection of weak external signals is increasingly critical for strategic agility. While many organizations scan for weak signals, most dismiss them as anomalies, principally due to poor amplification strategies. Several challenges hinder the necessary amplification and sensemaking of weak signals for organizational awareness. This article analyzes 139 proof-of-concept projects with startups and 15 interviews with executives involved in the projects at a leading German mobility corporation, and it reveals four actions to amplify weak external signals, thereby enhancing organizational hyper-awareness. It illustrates the actions with examples and presents the implications for both weak signals and strategic agility management.
{"title":"Building Hyper-Awareness: How to Amplify Weak External Signals for Improved Strategic Agility","authors":"R. Shankar, Denis Bettenmann, F. Giones","doi":"10.1177/00081256231184912","DOIUrl":"https://doi.org/10.1177/00081256231184912","url":null,"abstract":"Early detection of weak external signals is increasingly critical for strategic agility. While many organizations scan for weak signals, most dismiss them as anomalies, principally due to poor amplification strategies. Several challenges hinder the necessary amplification and sensemaking of weak signals for organizational awareness. This article analyzes 139 proof-of-concept projects with startups and 15 interviews with executives involved in the projects at a leading German mobility corporation, and it reveals four actions to amplify weak external signals, thereby enhancing organizational hyper-awareness. It illustrates the actions with examples and presents the implications for both weak signals and strategic agility management.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"65 1","pages":"43 - 62"},"PeriodicalIF":10.0,"publicationDate":"2023-07-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42174062","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 : 2023-07-11DOI: 10.1177/00081256231185881
J. Morton
Although agility is often associated with rapid speed and flexibility, having processes for “deep reflection” is also crucial. This includes the need for collective dialogs across and outside organizations to build greater awareness of, and attention to, strategic issues. How do managers involve a wider range of stakeholder voices in strategy as they pursue agility? This article identifies three practices that synergistically contribute to agility and conceptualizes them in a framework for managers called the “Strategy Making as Polyphony Wheel.” The work outlines several implications for managerial practice and research.
{"title":"Strategy Making as Polyphony: How Managers Leverage Multiple Voices in Pursuing Agility","authors":"J. Morton","doi":"10.1177/00081256231185881","DOIUrl":"https://doi.org/10.1177/00081256231185881","url":null,"abstract":"Although agility is often associated with rapid speed and flexibility, having processes for “deep reflection” is also crucial. This includes the need for collective dialogs across and outside organizations to build greater awareness of, and attention to, strategic issues. How do managers involve a wider range of stakeholder voices in strategy as they pursue agility? This article identifies three practices that synergistically contribute to agility and conceptualizes them in a framework for managers called the “Strategy Making as Polyphony Wheel.” The work outlines several implications for managerial practice and research.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"65 1","pages":"22 - 42"},"PeriodicalIF":10.0,"publicationDate":"2023-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47055393","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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