Supply Chain Management Journal最新文献

{"title":"Integrated intelligence, autonomous operations, and trusted autonomy: AI-driven SCM performance in 2040","authors":"Wolf Frenkler,Manuel Wimmer,Christoph Küffner,Evi Hartmann","doi":"10.1108/scm-02-2026-0131","DOIUrl":"https://doi.org/10.1108/scm-02-2026-0131","url":null,"abstract":"Purpose This study aims to examine how artificial intelligence (AI)-driven advancements may enhance supply chain management (SCM) performance across SCOR-DS processes by 2040, addressing the lack of systematic, long-horizon, cross-process evidence on AI-related performance effects. Design/methodology/approach A foresight-oriented real-time Delphi study assessed 13 projections developed from desk research and 12 semi-structured expert interviews, then refined in internal and expert workshops. Seventy experts rated each projection’s expected probability, impact and desirability, providing qualitative rationales. Results were analyzed using descriptive and consensus statistics, stakeholder comparisons, dissent diagnostics, qualitative coding and fuzzy c-means clustering, discussed through a complex adaptive systems lens. Findings Experts expect substantial AI-enabled SCM performance gains by 2040. Results indicate layered AI integration. Integrated intelligence emerges as the most plausible and impactful pathway, reflecting deeply embedded, predominantly assistive AI across planning, sourcing, fulfillment and returns. The autonomous operations pathway captures more selective, contested moves toward AI-led training, shared AI infrastructures, unmanned production and autonomous mass customization. Trusted autonomy is less directly impactful yet enables adoption by stabilizing data protection, contractual delegation and safety-related AI use. Assessments vary across SCOR-DS stakeholder groups, while country-based differences are negligible. Originality/value This study offers a SCOR-DS-wide, Delphi-based analysis of how AI-driven SCM performance enhancement is expected to unfold by 2040 as a layered, process-uneven configuration rather than a single linear trend. Through a complex adaptive systems lens, it shows that these trajectories operate through distinct mechanisms: schema and network-connectivity changes, shifts in agent composition and self-organization and governance-based boundary setting, thereby advancing theorizing on AI as an adaptive agent in supply networks.","PeriodicalId":30468,"journal":{"name":"Supply Chain Management Journal","volume":"51 1","pages":"137-154"},"PeriodicalIF":0.0,"publicationDate":"2026-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148899258","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}

{"title":"Exploring the supply chain resilience of food banks: a dynamic capabilities perspective","authors":"Tiloux Soundja,Karima Afif","doi":"10.1108/scm-08-2025-0830","DOIUrl":"https://doi.org/10.1108/scm-08-2025-0830","url":null,"abstract":"Purpose While supply chain resilience (SCR) has been extensively studied in for-profit contexts, nonprofit supply chains (NPSCs) remain underexplored. Drawing on dynamic capabilities theory (DCT), this study aims to investigate how food banks enact and integrate resilience capabilities under systemic disruptions. Using the COVID-19 pandemic as an empirical setting, this study investigates strategies deployed across pre-crisis, crisis and post-crisis phases. Design/methodology/approach Based on 21 semi-structured interviews with Moissons and community-based organizations across Québec (Canada), this study adopts an abductive, interpretive approach to identify the dynamic capabilities (DCs) underpinning proactive, concurrent and reactive responses. Findings Nonprofit SCR is enabled by six interdependent dynamic capacities: anticipation, adaptability, agility, collaboration, recovery and learning, aligned with the sensing, seizing and transforming processes. Horizontal collaboration emerges as a pivotal mechanism enabling network-level adaptation despite severe resource constraints. Findings further show that collaboration also functions as a compensatory mechanism when formal reconfiguration capacity is limited. Practical implications Findings guide nonprofit managers and policymakers in strengthening supply chain continuity during systemic disruptions. Practitioners can enhance resilience by institutionalizing peer collaboration and leveraging digital coordination tools, while policymakers can better align regulatory frameworks and funding mechanisms with the flexibility needs of NPSCs. Originality/value This study extends DCT to resource-constrained NPSCs and develops a temporal, process-based framework of resilience. Unlike prior DCT applications in for-profit and vertically coordinated supply chains, which emphasize firm-level optimization and hierarchical coordination, this study demonstrates how resilience emerges under chronic resource scarcity, volunteer dependence and fragmented operations. Horizontal governance structures further shape how capabilities are enacted across decentralized actors. The study highlights that resilience is achieved through compensatory, network-based mechanisms rather than formal reconfiguration capacities typical of firm-centric models. It provides empirically grounded insights into how DCs unfold across crisis phases in decentralized nonprofit networks, with implications for other systemic disruptions and comparative research.","PeriodicalId":30468,"journal":{"name":"Supply Chain Management Journal","volume":"5 1","pages":"1-28"},"PeriodicalIF":0.0,"publicationDate":"2026-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148899259","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}

{"title":"Supply chain elasticity and performance in uncertain environments: a dynamic capabilities perspective","authors":"Surajit Bag,Kaustov Chakraborty","doi":"10.1108/scm-01-2026-0034","DOIUrl":"https://doi.org/10.1108/scm-01-2026-0034","url":null,"abstract":"Purpose Technological, geopolitical and market disruptions are reshaping global supply chain operations and requiring firms to develop capabilities that support coordinated adjustment under uncertainty. This study aims to conceptualize supply chain elasticity (SCE) as a dynamic capability and to develop a multidimensional SCE scale. It also examines the association between SCE and supply chain performance through supply chain learning capability and whether the relationship between the learning capability and performance varies with environmental unpredictability. Design/methodology/approach The study uses a two-phase mixed-method design. In Phase 1, a Delphi study with supply chain experts (n = 18) was followed by expert interviews (n = 15) to refine the conceptual domain of SCE, identify candidate dimensions and generate the initial item pool. In Phase 2, exploratory factor analysis (n = 256) was used to assess the dimensional structure of the SCE scale. A large-scale survey dataset (n = 2,000) from firms operating in the emerging markets supply chain context was then used for confirmatory factor analysis, and covariance-based structural equation modeling to test the hypotheses. Findings The results support SCE as a dynamic capability composed of volume, network, contractual, temporal and financial elasticity. The findings indicate that SCE is positively associated with supply chain performance both directly and indirectly through supply chain learning capability. The positive association between supply chain learning capability and performance was also stronger at higher levels of environmental unpredictability. Practical implications The study provides managers with a validated scale for assessing SCE and guidance on where to invest capability-building efforts. The findings suggest that firms should not focus only on rapid response or disruption recovery, but also on the coordinated ability to resize, reconfigure and financially support supply chain commitments under unpredictable conditions. Originality/value This study advances supply chain management by defining SCE as a distinct dynamic capability, differentiating it from flexibility, agility and resilience and validating a multidimensional measurement scale. It also clarifies the mechanism through which SCE enhances performance by showing that learning capability converts elastic adjustment capacity into realized supply chain outcomes.","PeriodicalId":30468,"journal":{"name":"Supply Chain Management Journal","volume":"43 1","pages":"1110-1128"},"PeriodicalIF":0.0,"publicationDate":"2026-08-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149151667","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}

{"title":"Beyond the supply chain: digital ecosystem orchestration to advance circular strategies for food waste","authors":"Mutala Mohammed Fuseini,Madeleine Pullman,Maneesh Kumar,Vasco Sanchez Rodrigues,Laura Purvis","doi":"10.1108/scm-12-2025-1270","DOIUrl":"https://doi.org/10.1108/scm-12-2025-1270","url":null,"abstract":"Purpose This study aims to examine how digital platforms enable orchestration across circular food supply network ecosystems to support food waste reduction. Focusing on ecosystem-level coordination rather than individual firms or dyadic relationships, the study explores how digital platforms facilitate the orchestration of actors, resources and circular practices across interconnected organisations. Design/methodology/approach An embedded single-case study of a UK food supply network ecosystem was studied. The ecosystem comprised six embedded sub-cases involving 27 organisations across hospitality and food service, food technology, food supply, food charities, food upcycling and recycling and policy influencers. Semi-structured interviews and secondary data were analysed. Findings The study highlights how digital platforms enable circular food waste reduction through orchestration across supply network ecosystem partners. The findings reveal three interconnected mechanisms of digital platform orchestration: digital coordination, capability redistribution and legitimacy alignment, which collectively enable actors to synchronise actions, share capabilities and institutionalise circular practices across the ecosystem. Originality/value This empirical study enriches the supply chain literature by extending the focus on circular food waste reduction from a firm-level capability perspective to an ecosystem-level orchestration process. The findings reveal three recursive mechanisms of digital platform orchestration – digital coordination, capability redistribution and legitimacy alignment – that explain how interconnected actors collectively enable and institutionalise circular practices across food supply network ecosystems.","PeriodicalId":30468,"journal":{"name":"Supply Chain Management Journal","volume":"54 1","pages":"1051-1067"},"PeriodicalIF":0.0,"publicationDate":"2026-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149151669","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}

{"title":"Envisioning a digital product passport-enabled circular supply chain for the built environment through a systems-of-systems lens","authors":"Jonathan Gosling,Yingli Wang,Qian Li,Nicholas Robert Carter","doi":"10.1108/scm-07-2025-0672","DOIUrl":"https://doi.org/10.1108/scm-07-2025-0672","url":null,"abstract":"Purpose Digital product passports (DPPs) are increasingly viewed as a major enabler of circular practices, and regulation mandating their use is being seen across a number of sectors and countries. Construction is one such sector, which is also a huge contributor to waste and carbon emissions. However, the circular transition is a challenging prospect given the complexity and life cycle of structures. Therefore, the purpose of this study is to address the question “How can construction stakeholders transition towards a DPP-enabled circular supply chain?”. Design/methodology/approach A two-phase design is deployed, combining expert workshops and a case study. The workshops gathered insights from diverse construction supply chain stakeholders to identify barriers, constraints and trade-offs in adopting DPPs. These insights informed the development of eight design principles grounded in SoS. The case study, focused on modular steel-framed healthcare buildings, applied these principles to envision a DPP-enabled circular supply chain. Findings This study identified a range of barriers and constraints that will need to be overcome, and it also envisions a circular supply chain blueprint based on eight design principles to support a range of DPP-enabled circular routes and pathways. Originality/value Previous work has shown that the emerging concept of DPP should be considered from a supply chain or systems-of-systems (SoS) perspective, but notes that current guidance and knowledge are in their infancy. The paper contributes by developing and applying eight design principles, anchored in SoS concepts, to support organisations in envisioning their own DPP implementation in pursuit of more circular practices.","PeriodicalId":30468,"journal":{"name":"Supply Chain Management Journal","volume":"11 1","pages":"973-994"},"PeriodicalIF":0.0,"publicationDate":"2026-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149151600","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}

{"title":"Supply chain resilience: resource complementarity as an enabler for increased supply chain performance","authors":"Trevor Cadden,Laura Purvis,Anabela Soares,Wantao Yu","doi":"10.1108/scm-07-2025-0683","DOIUrl":"https://doi.org/10.1108/scm-07-2025-0683","url":null,"abstract":"Purpose This study aims to investigate how to orchestrate supply chain resources beyond a dyad (buyer, tier 1 and tier 2 suppliers) to develop supply chain resilience (SCRES) capabilities at key strategic stages of supply chain disruptions (readiness, responsiveness and recovery) to enable high supply chain performance outcomes. Resource orchestration theory underpins the study. Design/methodology/approach A stratified random sample of 1000 UK manufacturing supply chains was chosen. Each focal firm (buyer) was asked to identify a high-performance and a low-performance supply chain (tier 1 and tier 2 suppliers). In total, 176 high performance and 176 low performance supply chains participated (triads). The results were analysed using a series of ANOVA’s and post hoc tests. Findings The findings reveal that supply chains require different capabilities at various strategic stages of disruption (Pre, During and Post) to ensure SCRES, and that compatibility and complementarity, rather than similarity, of SCRES capabilities have a positive impact on supply chain performance. Practical implications The study reveals areas where managers need to focus their attention in readiness for (Pre disruption), in response to (During disruption), and to ensure recovery and growth (Post disruption), thereby orchestrating resources and developing appropriate SCRES capabilities to support high-performance outcomes. Originality/value This paper investigates SCRES beyond the more frequently studied dyadic relationships. It provides an academic and practitioner framework, including the proactive (readiness) capabilities, concurrent (responsive) capabilities and reactive (recovery/growth) capabilities required to enable high supply chain performance outcomes.","PeriodicalId":30468,"journal":{"name":"Supply Chain Management Journal","volume":"13 1","pages":"915-940"},"PeriodicalIF":0.0,"publicationDate":"2026-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149151598","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}

{"title":"Making circularity work: integrating circular economy and Industry 4.0 for resource efficiency and Scope 3 governance in food manufacturing","authors":"Ahmed Mohammed,Kapil Vyas,Bardia Naghshineh,Noorul Shaiful Fitri Abdul Rahman","doi":"10.1108/scm-12-2025-1286","DOIUrl":"https://doi.org/10.1108/scm-12-2025-1286","url":null,"abstract":"Purpose Food manufacturing faces growing pressure to improve resource efficiency and manage Scope 3 emissions, yet how circular economy (CE) strategies and Industry 4.0 (I4.0) technologies are integrated in practice remains poorly understood. This study aims to investigate how CE–I4.0 integration is enacted in food manufacturing and how it supports operational decision-making, adaptive manufacturing and Scope 3 governance. Design/methodology/approach The study adopts a qualitative, mechanism-seeking design grounded in dynamic capabilities theory (DCT) and draws on semi-structured interviews with food manufacturing professionals. Findings The findings extend understanding of dynamic capabilities by showing how sensing, seizing and reconfiguring are enacted under governance constraints. CE initiatives gain traction only when framed as operational risks or cost exposures supported by digital evidence, whereas I4.0 functions primarily as a decision infrastructure that enables visibility, prioritisation and risk containment rather than sustainability. Scope 3 governance emerges through digitally enabled “zones of influence,” where traceability data supports selective, defensible intervention rather than comprehensive upstream control, reframing Scope 3 sustainability as a governance challenge centred on data-justified action at value-chain interfaces where influence is operationally real rather than technologically idealised. The study further identifies novel barriers to scaling, including ambiguity in decision ownership, cross-functional evidence misalignment, amplified transitional risk and temporal misalignment between digital learning and governance cycles. Originality/value The study advances CE–I4.0 research by providing integrative, decision-oriented mechanisms explaining how circular and digital initiatives are prioritised, governed and scaled under operational constraints and extends DCT by explaining CE–I4.0 integration as governance-dependent and constraint-shaped, providing insight into why circular initiatives frequently stall at scale despite digital readiness.","PeriodicalId":30468,"journal":{"name":"Supply Chain Management Journal","volume":"71 1","pages":"995-1011"},"PeriodicalIF":0.0,"publicationDate":"2026-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149151602","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}

{"title":"Biodiversity disclosure for supply chain legitimacy: effects of sustainability-related practices","authors":"Abdullah S. Karaman,Minelle E. Silva,Ali Uyar","doi":"10.1108/scm-07-2025-0682","DOIUrl":"https://doi.org/10.1108/scm-07-2025-0682","url":null,"abstract":"Purpose Given the urgent ecological crisis the world is facing, this study examines whether firms that adopt sustainable supply chain (SSC) practices are more likely to disclose biodiversity-related information. Through legitimacy theory, this study aims to explore the influences of firms’ maturity and environmental risks on legitimacy strategies to ensure alignment between SSC practices and societal expectations. Design/methodology/approach Data from 2002–2021 were gathered from an international panel data set comprising 55,668 observations and analyzed using country–year–sector fixed effects regression. Findings Our analysis shows that firms that engage in SSC practices have high disclosure levels regarding biodiversity. The authors also find that while mature firms can link SSC practices to biodiversity disclosure, firms in the startup and growth stages cannot. In addition, this study offer new evidence that polluting firms with higher environmental risks do not engage more with biodiversity disclosure than less polluting firms. These results explain a legitimacy gap between SSC practices and societal expectations based on firms’ characteristics. Originality/value This study uncovers supply chain legitimacy through the influence of firms’ maturity and environmental risk on biodiversity disclosure. Our analysis reveals the effectiveness of a novel “expanding legitimacy” strategy based on SSC practices.","PeriodicalId":30468,"journal":{"name":"Supply Chain Management Journal","volume":"88 1","pages":"1012-1033"},"PeriodicalIF":0.0,"publicationDate":"2026-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149151607","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}

{"title":"Integration of AI and blockchain in transforming supply chains: the rise of ecosystem orchestration platforms","authors":"Muhammad Hafiz Riandi,Paul Bergey,Yifan Zhong,Huashan Li","doi":"10.1108/scm-09-2025-0909","DOIUrl":"https://doi.org/10.1108/scm-09-2025-0909","url":null,"abstract":"Purpose Global supply chains are increasingly challenged by trade disruptions, regulatory fragmentation and operational risk, necessitating innovative solutions such as Blockchain and artificial intelligence (AI). This study systematically aims to examine how Blockchain–AI integration transforms supply chain management (SCM) by analyzing its impact across key drivers (facilities, inventory, transportation, information, sourcing and pricing) while identifying research gaps and adoption challenges. Design/methodology/approach The authors combined a systematic literature review (SLR) and a case study to examine how Blockchain characteristics (immutability, transparency and consensus) and AI characteristics (accurate data extraction, efficient data analysis and automation through human-logic substitution) intersect with SCM drivers. The literature review findings are complemented by a case study, allowing theoretical insights to be compared with real-world implementation. Findings Among the six SCM drivers, information is the most studied, leveraging AI’s predictive analytics and Blockchain’s transparency and immutability, whereas facilities and pricing warrant further exploration. The case study of the Ecosystem Orchestration Platform shows how private blockchains and agentic AI can mitigate scalability concerns, while smart contracts address privacy concerns through granular permissions. Based on these findings, the authors present a framework for Blockchain–AI integration based on the task-technology fit model, along with practical guidelines informed by the system’s actual deployment. Originality/value This study bridges theory and practice, offering a holistic understanding of Blockchain–AI integration in SCM. By conducting an SLR and examining Company A’s real-world platform deployments, this research provides a nuanced and balanced view that combines academic and empirical insights on the feasibility, benefits and challenges of Blockchain–AI integration in SCM.","PeriodicalId":30468,"journal":{"name":"Supply Chain Management Journal","volume":"9 1","pages":"957-972"},"PeriodicalIF":0.0,"publicationDate":"2026-07-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149151608","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}

{"title":"Dynamic capabilities as a catalyst: enhancing supply chain integration and sustainability through industry 4.0 technologies","authors":"Sajjida Reza,Raja Usman Khalid,Stefan Seuring","doi":"10.1108/scm-08-2025-0826","DOIUrl":"https://doi.org/10.1108/scm-08-2025-0826","url":null,"abstract":"Purpose This study aims to examine how Industry 4.0 technologies influence supply chain integration (SCI) and sustainability performance through the enabling role of dynamic capabilities. It addresses how digital tools are embedded into organizational routines to support integration and sustainable outcomes in an emerging economy context. Design/methodology/approach A qualitative case study methodology was used, involving semi-structured interviews with senior managers across manufacturing firms. Resultantly, seven themes were extracted by capturing emerging patterns inherent within interviews. Findings The study finds that Industry 4.0 tools enhance SCI when embedded within dynamic routines that enable sensing, seizing and transforming. These capabilities support data-driven decision-making, stakeholder alignment, and process adaptability, improving cost efficiency, environmental performance and social accountability. Research limitations/implications The study is limited to a single-country context. Future research could explore cross-country comparisons or longitudinal designs to examine the evolution of integration capabilities. Practical implications Managers should embed Industry 4.0 tools within adaptive and collaborative routines to drive sustainable performance. Investment in capability development, stakeholder engagement platforms and iterative planning mechanisms is essential for effective digital transformation. Originality/value The study reconceptualizes integration as a behavioral and context-sensitive process shaped by dynamic capabilities. It offers empirical insight into how firms in resource-constrained settings adapt digital tools to meet sustainability objectives through integrated routines.","PeriodicalId":30468,"journal":{"name":"Supply Chain Management Journal","volume":"43 1","pages":"880-898"},"PeriodicalIF":0.0,"publicationDate":"2026-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149151606","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}