Darden Case: Business Communications (Topic)最新文献_第10页

Managing Inventory: Intuition-Generating Problems 管理库存:产生直觉的问题

Darden Case: Business Communications (Topic) Pub Date : 2017-06-01 DOI: 10.2139/ssrn.2974993

E. N. Weiss

引用次数: 0

Pal's Sudden Service: The Right Recipe 朋友的突然服务:正确的食谱

Darden Case: Business Communications (Topic) Pub Date : 2017-06-01 DOI: 10.2139/ssrn.2975008

E. N. Weiss, R. Goldberg

{"title":"Pal's Sudden Service: The Right Recipe","authors":"E. N. Weiss, R. Goldberg","doi":"10.2139/ssrn.2975008","DOIUrl":"https://doi.org/10.2139/ssrn.2975008","url":null,"abstract":"Pal's Sudden Service, a fast-food chain based in the southeastern United States, was nearly 10 times as profitable as its competitors—bigger, even, than the major national and international chains, which commanded superior economies of scale. Pal's was also the only food-service business ever to win the Malcolm Baldrige National Quality Award from the National Institute of Standards and Technology (NIST) for process excellence. This case explores Pal's operations and \"recipe\" for success, the elements of which are categorized according to Pal's approach to the \"Four Cs\" of a Lean transformation: customer service, process capability, controlling its processes, and coordinating the results over time as part of a long-term strategy. \u0000Excerpt \u0000UVA-OM-1506 \u0000Dec. 9, 2013 \u0000PAL'S SUDDEN SERVICE: THE RIGHT RECIPE \u0000Pal Barger's father and mother had been in the restaurant business. So when he was discharged from the air force in December 1953, it was natural for him to lease the Virginia House in Marion, Virginia. In 1956, Barger sold his interest in the Virginia House for $ 10,000. Using that capital and a $ 10,000 loan, he leased lan (which he later purchased) and built the first Pal's Sudden Service (Pal's) location in downtown Kingsport, Tennesee (Figure 1). Pal's was a fast-food chain focused on hamburgers, hot dogs, and french fries. It was inspired by a restaurant called 2-J's that Barger had seen in Austin, Texas. Additional inspiration came from a chance meeting with Ray Kroc, the founder of McDonald's, at the National Restaurant Show in Chicago, Illinois. Barger brought the work ethic and dedication to positive cultural change and high performance that he had learned in the air force to that first Pal's store. \u0000Figure 1. The first Pal's location. \u0000Source: Goldberg Productions, Inc. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117047070","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}

引用次数: 0

Jack Drake's Question: What Makes a Great Executive Education Instructor? 杰克·德雷克的问题:怎样才能成为一名优秀的高管教育讲师?

Darden Case: Business Communications (Topic) Pub Date : 2017-06-01 DOI: 10.2139/ssrn.2975060

Mark E. Haskins

{"title":"Jack Drake's Question: What Makes a Great Executive Education Instructor?","authors":"Mark E. Haskins","doi":"10.2139/ssrn.2975060","DOIUrl":"https://doi.org/10.2139/ssrn.2975060","url":null,"abstract":"The faculty leader for the custom executive education (EE) program at a business school has received an e-mail from a program client asking him to remove a member of the program's teaching team. It causes him to reflect on the distinctive differences between EE teaching and MBA teaching and the need to codify those differences in developing highly effective and successful EE instructors. \u0000 \u0000Excerpt \u0000 \u0000UVA-PHA-0071 \u0000 \u0000Rev. Nov. 27, 2012 \u0000 \u0000JACK DRAKE'S QUESTION: \u0000 \u0000WHAT MAKES A GREAT EXECUTIVE EDUCATION INSTRUCTOR? \u0000 \u0000At a Faculty Lunch Table \u0000 \u0000“Has anyone ever gotten an e-mail from an executive education (EE) custom program client like the one I got today asking me to remove Mike Bates from the program's teaching team?” asked Jack Drake, a senior faculty member at the business school. Drake also served as the faculty leader for the custom EE program the school had designed the year before and was now delivering twice a year for Reliant Transport Services Company (RTS), a major transportation logistics company. Just before lunch, he had received an e-mail from the chief HR officer (CHRO) of that company. \u0000 \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116747360","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}

引用次数: 0

Periodic Review Inventory Systems: Practice Problems 定期审查库存系统:实践问题

Darden Case: Business Communications (Topic) Pub Date : 2017-06-01 DOI: 10.2139/ssrn.2974994

E. N. Weiss

引用次数: 0

Colonial Downs (a) 殖民地丘陵(a)

Darden Case: Business Communications (Topic) Pub Date : 2017-06-01 DOI: 10.2139/ssrn.2975099

R. Carraway, Cliff Miller, Keith Z. Kaminsky

{"title":"Colonial Downs (a)","authors":"R. Carraway, Cliff Miller, Keith Z. Kaminsky","doi":"10.2139/ssrn.2975099","DOIUrl":"https://doi.org/10.2139/ssrn.2975099","url":null,"abstract":"In this case, the protagonist is trying to decide which of the three horses running in the final race of the day at Colonial Downs horseracing track to bet on. He has $10 to bet, not enough to affect the odds in the track's pari-mutuel wagering system given the total amount of money being wagered. Data on each of the horse's previous 10 races is provided, including date, type of track, condition of track, jockey weight, and days of rest since previous race. Can this data help him make a decision? \u0000Excerpt \u0000UVA-QA-0590 \u0000Rev. Apr. 10, 2013 \u0000COLONIAL DOWNS (A) \u0000If you bet on a horse, that's gambling. If you bet you can make three spades, that's entertainment. If you bet cotton will go up three points, that's business. See the difference? \u0000—Anonymous \u0000Danny Noonan sat in his seat at Colonial Downs horseracing track on a beautiful mid-September afternoon. Noonan checked his wallet and found that an afternoon of corn dogs, soft drinks, and ice cream had left him with a measly $ 10. He decided to wager it on a horse in the final race of the day, which was set to begin shortly. Noonan knew that with only three horses running, his chances of picking the winner were good. He also knew that the racing information sheet he held in his hand provided valuable data that he might be able to use to improve his chances of picking the winning horse. He wondered about which horse he should bet on. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131865455","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}

引用次数: 0

United Technologies Corporation Fire & Security: Field Operations (a) 消防与安全:现场操作(a)

Darden Case: Business Communications (Topic) Pub Date : 2017-06-01 DOI: 10.2139/ssrn.2974949

R. Landel, A. Stanley, Danny Brash, T. Hoffman

{"title":"United Technologies Corporation Fire & Security: Field Operations (a)","authors":"R. Landel, A. Stanley, Danny Brash, T. Hoffman","doi":"10.2139/ssrn.2974949","DOIUrl":"https://doi.org/10.2139/ssrn.2974949","url":null,"abstract":"Appropriate for courses in operations strategy and general management. Some 400 Fire & Security branches are given the opportunity for improvement. Executives call for the design and deployment of a global initiative aimed at the cost-overrun issues. But how much emphasis should be placed on grass-roots, branch-level continuous improvement of the bidding and installation processes, and how much direction and implementation should be driven by division staff? Students will explore the possible cost drivers for the cost-over-runs and discuss possible root causes. Corrective actions and mistake-proofing recommendations are developed for the executives. A teaching note (OM-1422TN) is available. \u0000Excerpt \u0000UVA-OM-1422 \u0000Rev. Oct. 31, 2011 \u0000UNITED TECHNOLOGIES CORPORATION FIRE & SECURITY: \u0000FIELD OPERATIONS (A) \u0000UTC Fire & Security \u0000UTC Fire & Security, one of the business units of United Technologies Corporation (UTC), was a global leader in the fire safety and security solutions industry. The company was formed in 2003 and had grown through the acquisition of 58 companies. In 2009, it earned $ 5.5 billion in revenues, with more than 60% of its revenues coming from the service and installation side of its business. \u0000. . .","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127634070","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}

引用次数: 0

The Ballance Agri-Nutrients Challenge 平衡农业营养挑战

Darden Case: Business Communications (Topic) Pub Date : 2017-06-01 DOI: 10.2139/ssrn.2974986

R. Landel, Philip Deitemeyer, R. Goldberg

{"title":"The Ballance Agri-Nutrients Challenge","authors":"R. Landel, Philip Deitemeyer, R. Goldberg","doi":"10.2139/ssrn.2974986","DOIUrl":"https://doi.org/10.2139/ssrn.2974986","url":null,"abstract":"In June 2010, Greg Delaney began a four-week executive development program known as TEP at the Darden Graduate School of Business Administration. Delaney worked at New Zealand's largest fertilizer manufacturer Ballance Agri-Nutrients (BAN) as general manager of distribution and logistics. In this role he was responsible for overseeing 45 distribution centers. He was highly interested in the culture of continuous process improvement (CPI) and hoped to play an instrumental role in developing this culture at BAN. But the conservative nature BAN's loyal employees, its ingrained culture, and limited recognition by its managers and other employees of the need to look for ways to reduce costs had the potential of making any type of continuous improvement program difficult to implement. Delany planned to return to his company after his TEP experience with enough tools, insight, and ideas from other TEP participants to implement the CPI culture. \u0000 \u0000Excerpt \u0000 \u0000UVA-OM-1475 \u0000 \u0000Nov. 13, 2012 \u0000 \u0000THE BALLANCE AGRI-NUTRIENTS CHALLENGE \u0000 \u0000In June 2010, Greg Delaney walked into a classroom at the Darden Graduate School of Business Administration to begin a four-week executive development program known as the Executive Program (TEP). Delaney, a native New Zealander, had worked at New Zealand's largest fertilizer manufacturer Ballance Agri-Nutrients (BAN) for 10 years, working his way up from distribution center manager to his current role as general manager of distribution and logistics. In this role, Delaney was responsible for overseeing 45 distribution centers, each staffed with two to five employees. Highly interested in the culture of continuous process improvement (CPI), he hoped to play an instrumental role in developing this culture at BAN. He planned to return to his company after his TEP experience with enough tools, insight, and ideas to implement the CPI culture. Delaney had mentally reviewed the situation at BAN in preparation for presenting his strategic leadership challenge to his TEP classmates. \u0000 \u0000Company Culture \u0000 \u0000Ballance Agri-Nutrients was a successful, farmer-owned cooperative of long standing, with approximately 18,000 shareholder customers. Its mandate was to supply farmers' individual nutrient requirements as cost-effectively as possible. BAN had a history of treating its employees well and managing operational improvement activities without a formal system of training and metrics or significant levels of employee involvement. The manufacturing and distribution employees at BAN were mostly conservative, long-term employees with some high school education. It was not uncommon for an employee to have worked for 30 or 40 years at the company, and the typical BAN employee preferred not to stand out from the crowd or be singled out. Therefore, the conservative nature of these loyal employees had the potential of making any type of continuous improvement program difficult to implement. BAN had produced fertilizer for decades, so its culture was i","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"85 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133080583","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}

引用次数: 0

Galaxy Micro Systems 银河微系统公司

Darden Case: Business Communications (Topic) Pub Date : 2017-06-01 DOI: 10.2139/ssrn.2975068

Sherwood C. Frey

{"title":"Galaxy Micro Systems","authors":"Sherwood C. Frey","doi":"10.2139/ssrn.2975068","DOIUrl":"https://doi.org/10.2139/ssrn.2975068","url":null,"abstract":"Galaxy Micro Systems is negotiating with a vendor about the cost of service support for the warranty on Galaxy's new workstation. The vendor has offered Galaxy a choice between a fixed-price, lump-sum contract and a deferred-payment scheme based on the number of units installed. Uncertainty in the sales forecast complicates the choice. All uncertainties are expressed in terms of discrete probabilities. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0394 \u0000 \u0000GALAXY MICRO SYSTEMS \u0000 \u0000For the past three months, Taylor Jansen of Galaxy Micro Systems had been discussing with a national computer sales-and-service franchiser the subcontracting of the warranty contract for the new Galaxy workstation, the GMS-II. In addition to featuring an advanced technology chip and a state-of-the-art processor, the GMS-II would be sold with a three-year warranty that included parts and labor. Galaxy had decided to subcontract the service support for the warranty rather than to expand its regional offices to include a technical support staff. As the GMS-II project manager, Jansen had moved contract discussions to the point where the specification of the terms and conditions of the warranty contract were acceptable to both parties, but the pricing of the contract was undecided. \u0000 \u0000At a recent meeting, the franchiser's negotiating team had proposed to Galaxy the choice of two pricing schemes for the warranty of those units installed during the introductory year. The first approach was a fixed price contract with a lump sum payment of $ 770,000 due on May 1, 1993, the planned date for the introduction of the GMS-II. Alternatively, the price could be a function of the number of units installed during the introductory year, and payments would be spread over three years. The specific terms would be $ 70,000 payable on May 1, 1993, plus three annual installments of $ 80 per unit for those units installed during the introductory year, May 1, 1993, to April 30, 1994. The annual installments were subject to a minimum of $ 250,000 and were payable on the first of May of 1994, 1995, and 1996. For either alternative, a new contract would be negotiated for sales occurring after the introductory year. \u0000 \u0000For the services rendered by the franchiser, both proposals seemed reasonable to Jansen and compatible with the negotiating limits specified by Galaxy's senior management. The choice between the alternatives, however, was difficult. The deferred-payment schedule of the installment contract was a real advantage in light of Galaxy's hurdle rate of 18%. Offsetting that advantage, however, was the sense that the installment contract was riskier than the fixed price contract because first-year sales of the GMS-II were uncertain. \u0000 \u0000During the introductory year, GMS-II sales would come from two sources: (1) the successful closure by senior management of an extraordinarily large purchase by a single customer, and (2) the efforts of the Galaxy regional offices. Unfortunately, Jansen was uncertain about the results of b","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133061647","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}

引用次数: 0

Classroom Covenant: Yes? No? 课堂契约:什么?没有?

Darden Case: Business Communications (Topic) Pub Date : 2017-06-01 DOI: 10.2139/ssrn.2975061

Mark E. Haskins

{"title":"Classroom Covenant: Yes? No?","authors":"Mark E. Haskins","doi":"10.2139/ssrn.2975061","DOIUrl":"https://doi.org/10.2139/ssrn.2975061","url":null,"abstract":"Junior and senior faculty members collaborate on crafting a classroom covenant. \u0000 \u0000Excerpt \u0000 \u0000UVA-PHA-0073 \u0000 \u0000Aug. 6, 2015 \u0000 \u0000Classroom Covenant: Yes? No? \u0000 \u0000A Junior Faculty Member \u0000 \u0000Assistant Professor Raj Minorajon stared at his calendar with a healthy combination of nervousness and anticipation. His teaching career at the Harris Graduate School of Business would commence in one week. He had been assigned to one of the first-semester sections of the school's required finance course. Years of anticipation and preparation were finally coming to a climactic new beginning. His scholarly research agenda was underway. The course syllabus he had had a small part in developing in conjunction with the other members of the required finance course teaching team had been turned in and posted on the school portal. On his desk, he had a complete packet of the course materials, and, in his mind's eye, he could see the course as it would unfold during the next eight weeks. But what he could not quite get a firm grip on pertained to the ethos of the classroom—the expectations students had of him and what he was willing to commit to for them. Similarly, he wondered if he really had a robust, appropriate handle on what he could and should expect of students, and he had no clue if they had any inkling of what those expectations were. Not only was this collection of expectations a seemingly dynamic, evolving, never-quite-concrete array of wants, hopes, and musings, it also evoked the question, “Should they be explicitly communicated to the students if clarified and articulate, and if so, when and how?” Minorajon wasn't sure what to do with those questions. \u0000 \u0000A Senior Faculty Member \u0000 \u0000Marcia Morton, the Harry S. Holt Professor of Organizational Behavior (OB), stared at her calendar with a healthy combination of nervousness and anticipation. She was beginning her 30th year at the Harris School in a few days. Like last year, she was heading up the teaching team of four other instructors for the school's first-semester required OB course and teaching one of the sections herself. Morton enjoyed teaching and over the years she had garnered her fair share of teaching accolades from the school and from her students. It was pretty clear at this stage in her career that her reputation as a teacher preceded her at the start of a new term. The student grapevine was alive and active. All summer, however, she had wrestled with a concern that would not recede. It seemed to her that whenever she or her colleagues began a new term, with a classroom of new students, there was a host of expectations that were never quite voiced, never quite sanctioned or debunked, and never quite committed to. Those expectations pertained to what students could expect from her and what she expected in return from them. After all these years, Morton was beginning to think it would make for a clearer, more energizing start to the course if those expectations were codified and shared. If nothing els","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"199 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132531252","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}

引用次数: 0

Pancho's Burritos

Darden Case: Business Communications (Topic) Pub Date : 2017-06-01 DOI: 10.2139/ssrn.2975023

Tim Kraft, Daniel Dorronsoro

{"title":"Pancho's Burritos","authors":"Tim Kraft, Daniel Dorronsoro","doi":"10.2139/ssrn.2975023","DOIUrl":"https://doi.org/10.2139/ssrn.2975023","url":null,"abstract":"Pancho's Burritos is a high-end fast-food restaurant located in Charlottesville, Virginia. Due to a recent surge in customers, the lines at the restaurant during peak hours are becoming very long and causing excessive customer waiting. To improve current customer wait times and plan for future growth requirements, Francisco “Pancho” Escoba, the proprietor, wants to get a better understanding of the current operational capacity. The key decision Escoba must make is how to redesign his burrito-making process to increase the capacity and reduce customer wait time.Suitable for an undergraduate or MBA course, the case can be used in an introductory operations course to teach capacity analysis and queuing. The case provides a relatable and understandable setting for students without an operations background to gain a better grasp of basic course concepts and illustrates how interactions between capacity and queuing affect one another. As an exam or review case it works well because it contains standard process calculations that all students should know how to perform. \u0000 \u0000Excerpt \u0000 \u0000UVA-OM-1539 \u0000 \u0000Rev. May 24, 2017 \u0000 \u0000Pancho's Burritos \u0000 \u0000It was Friday night, and Francisco “Pancho” Escoba, manager and owner of high-end fast-food restaurant Pancho's Burritos, was performing his regular restocking order when he noticed something odd. As he walked into the restaurant, he saw a number of customers walking out, frustrated with the long line that spread all the way across the restaurant. Customers leaving at the sight of a long line during peak demand hours was a recent trend that worried Escoba. In order to put an end to the fleeing customers and to improve the customer experience, Escoba decided to analyze his operations by taking some time studies of the burrito-making process. \u0000 \u0000The Arrival of Pancho's Burritos \u0000 \u0000Escoba was born an entrepreneur. At age 12, he started his first business, a home movie theater that served his friends and family. By age 16, he owned and operated a number of small businesses in his hometown of Guadalajara, Mexico, including a lawn-care service, a neighborhood food-delivery service, and an airport-ride service. Due in part to the stable income he received from his businesses, he was able to attend and pay for college at Universidad Panamericana. Following graduation, he returned to Guadalajara where he started a furniture design, manufacturing, and retail store. After laboring for several years just to break even, he decided to return to school for his MBA at the University of Virginia's Darden School of Business. \u0000 \u0000During his first year at Darden, Escoba would regularly have friends over for dinner. He would always make them burritos using his grandmother's secret recipe. His friends could not get enough of the burritos. After seeing his friends' reactions, Escoba realized he might have the makings of another entrepreneurial venture. He knew that there had been a recent boom in the fast-food industry, but most of the establ","PeriodicalId":121773,"journal":{"name":"Darden Case: Business Communications (Topic)","volume":"144 ","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113983009","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}

引用次数: 0