South East Asian Journal of Management最新文献

{"title":"Social Capital Moderating Roles towards Relationship of Motoves, Personality and Organizational Citizenship Behavior: Cases in Indonesian Banking Industry","authors":"D. Ariani","doi":"10.21002/SEAM.V4I2.5637","DOIUrl":"https://doi.org/10.21002/SEAM.V4I2.5637","url":null,"abstract":"IntroductionThe research employs variables that influence individual behavior, such as personal or dispositional variables based on the personality and attribution theory and situational variables based on social exchange theory. In terms of social exchange theory, positive working experience has impacts on the organizational citizenship behavior (OCB), although researchers in the field failed to show the existence of employees' rotation (Bowler and Brass, 2006). Strong friendship gives reciprocal effect and social exchange, and also drives organizational citizenship behavior. OCB is actually influenced by interdependent situation that the work setting becomes strong determinant and this influences the OCB in addition to the existence of personal characteristics such as personality (Comeau and Griffith, 2005).This study integrates three theories that ground the antecedent of employees' organizational citizenship behavior assuming that, in general, individual behavior is driven by personal factors, such as personality and motives, and situational factors, such as relationship with others, trust and the existence of shared values. The combination of the two factors based on the three theories is an accordance with Mitchell and James (2001) who stated that building a better theory needs to integrate theory, design and analysis, so that falsification can be correctly carried out, both theoretically and methodologically.Further, the explanations on dispositional and situational factors are not mutually exclusive (Gerhart, 2005). There are methods in relating one with the other (Cohrs, et al. 2006). The first is the influence of dispositional and situational factors to behavior both directly and simultaneously. Next factor is the spurious correlation between situational factor and behavior due to the dispositional factor. The third is the influence of dispositional factor towards behavior moderated by situational factor. Individual commits OCB when they know and trust each other, as well as sharing the same values. The influence of dispositional factors on behavior is moderated by situational factors. Besides, individual behaves because of certain drives or motives and he has a personality that supports the behavior.Besides, judgments from different parties give different evaluation perspectives and provide valuable information that increases the validity of individual performance rating (Van der Heijden and Nijhof, 2004). Self and other ratings in the OCB give significant influence towards motives of carrying out the behavior in question (Finkelstein and Penner, 2004; Penner et al., 2005). Supervisor-rating was employed to minimize problems related to the bias resulted from using the self-rating by self reporting in judging a variable (Organ and Ryan, 1995).The main objective of the research was to test the influence of social capital moderation towards the model of relations between core-self evaluation and three motives of organizational citizenship","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2016-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.21002/SEAM.V4I2.5637","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68244220","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":"Role of HR Professionals in the Indian Information Technology Sector","authors":"M. Mathew, T. Subramanya, Nivedita Agarwal, Anirudha Dambal","doi":"10.21002/SEAM.V4I2.5632","DOIUrl":"https://doi.org/10.21002/SEAM.V4I2.5632","url":null,"abstract":"(ProQuest: ... denotes formula omitted.)IntroductionHuman Resource Management (HRM) is an important support function to main business. The type of support it provides is well addressed in studies that investigate Human Resource (HR) activities (Harel and Tzafrir, 1999; Huselid and Becker, 1997; Ulrich, 1998; Jackson et al., 2004; Budhwar and Boyne, 2004; Budhwar et al., 2006a; Budhwar et al., 2006b; Lambooij et al., 2006; Jain et al., 2009). The profiles of organizations in multiple sectors vary and so do HR activities. There is however a firm belief irrespective of sector that HRM must play a more strategic role in supporting business. This implies that it must rise above just being a support function. Looking across literature it is seen that activities of HR professionals within a sector are much less addressed. A sector that needs close attention is the growing flagship sector of Information Technology in India. This paper communicates the activities that HR professionals play in organizations of the Indian IT sector. We describe their roles and activities with a specific reference to where the role played is strategic.The Indian IT industryThe success story of Indian IT industry is well described (Sheshabalaya, 2005). Most of this business is characterized as IT outsourcing and software code development. The industry is growing rapidly, and in the year 2008 it registered a growth of about 34%. The growing success of the Indian IT companies has brought with it a great surge of recruitment activities from the HR perspective. The top three Indian IT organizations namely TCS, Infosys and Wipro employ over 240,000 professionals.Table 1 shows the status of large IT companies in India. The top ten companies compete to be in the top ten ranks. The companies have varying growth percentages and revenues. The fully owned IT companies such as HCL, Cognizant and Wipro have very high growth percentages. Implying that they are fast growth companies needing care and nurture where the HR function is concerned. The companies at the over all lead revenue-wise are TCS, Wipro and Infosys. These have been in the lead for over a decade.HRM in the growing IT sectorGoals such as beating competition, meeting demanding customer's deadlines, managing fluctuating currency and the urge for speed, precipitate volatility. Volatility in the IT economy makes the role of HR professionals more complicated. HR professionals have a tight rope to walk in order to help drive performance and productivity in software development and out sourcing. The industry has challenges that HR professionals encounter on a daily basis. HR professionals spend time identifying ways to recruit, retain and right size manpower, pay competitive salaries on time, and maintain a work life balance; else employees leave and quit jobs.Developing reward (tangible and intangible) packages in IT organizations under such conditions is a challenge. Retaining the knowledge worker when attrition rates in IT organ","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2016-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.21002/SEAM.V4I2.5632","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68244051","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":"Employees' Turnover Intention to Leave: the Malaysian Contexts","authors":"Edward Wong Sek Khin Wan Li Kuean, S. Kaur","doi":"10.21002/SEAM.V4I2.5633","DOIUrl":"https://doi.org/10.21002/SEAM.V4I2.5633","url":null,"abstract":"IntroductionOrganizations worldwide today face many challenges with the growing integration of the world economy into one single, huge marketplace resulting in intense global competition. Besides needing to keep pace with technological advances, it is also crucial for an organization to be able to retain its best employees in the face of globalization and workforce diversity.Collectively, an organization's employees can provide a source of competitive advantage that is difficult for competitors to imitate. Barney (1991) firm resource model of sustained competitive advantage suggests that in order for a firm's resource to generate sustained competitive advantage, the resource must add value to the firm, is rare, cannot be imitated, and is nonsubstitutable.Turnover intention is among the strongest predictors of actual turnover and organizational commitment is one of the most important antecedents to turnover intention (Thatcher et al., 2003; Mitchel, 1981). These findings underscored the importance of organizational commitment in retaining employees and the appropriate use of intention to leave as the dependent variable because it is linked to actual turnover.The average employee turnover rate in Malaysia is 18% based on international human resource consulting firm Hewitt Associate's 2007 Total Compensation Management Survey. Whether it is involuntary, such as termination initiated by the employer, or voluntary, such as resignations, turnover is potentially costly and may have negative organizational implications. Some examples of possible negative impact of turnover to organizations are the high cost of recruiting, hiring, training and getting new employees up to speed, productivity loss during replacement search and retraining, loss of high performers, and disruption of social and communication structures (Mobley, 1982).Although the researcher has found many past studies conducted on employees' turnover intention in Malaysia as well as other countries, but the literature search did not provide any studies that were carried out with the combination of these factors: organizational commitment, participation in decision making, and work effort.This study seeks to answer the following research questions: Does employees' organizational commitment affect their intention to leave the organization? Are there any influences of the factors of participation in decision making and work effort on employees' intention to leave? The issue of commitment is important for managers because commitment to organization is positively related to desirable organizational outcomes such as job satisfaction, motivation and attendance, and negatively related to absenteeism and turnover (Lok and Crawford, 2001). With the increasing speed and scale of change in organizations, the retention of talented employees is integral to sustaining the organization's competitive advantage and growth in the marketplace.The identification of variables associated with turnover intentions is ","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2016-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.21002/SEAM.V4I2.5633","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68244073","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":"Underlying Factors of Entrepreneurial Intentions among Asian Students","authors":"N. Indarti, Rokhima Rostiani, Tur Nastiti","doi":"10.21002/SEAM.V4I2.5636","DOIUrl":"https://doi.org/10.21002/SEAM.V4I2.5636","url":null,"abstract":"IntroductionNowadays, entrepreneurship is considered as one of the future drivers for Asian economy. Although the majority of Asia's economies are developing ones, the region boasts 90 of the world's 691 billionaires GDP (Faustino, 2005). Yet, despite their rising incomes and rapid economic growth, Asian countries still face widespread and pervasive poverty. This picture indicates the importance of entrepreneurial skills in this region. Given this, educational or training programs particularly for young people in order to stimulate knowledge awareness/acquisition on entrepreneurship and to start up a business are necessary.Many studies have been conducted to explore and investigate entrepreneurial intentions and behaviour using various entrepreneurial indicators, such as environment and personality indicators (Mazzarol et al., 1999); psychological characteristics e.g. need for achievement (Green et al., 1996; Sengupta and Debnath, 1994). Another study by Misra and Kumar (2000) proposed a model to explain entrepreneurial behavior that incorporated several factors, such as entrepreneurial intentions, entrepreneurial environment, and demographic, psychological and situational factors. Moreover, Morrison (2000) pointed out that there was relationship between entrepreneurship and culture specificity.Furthermore, previous studies found that entrepreneurial intentions among students are a source of creating new business (Gorman et al., 1997; Kourilsky and Walstad, 1998). Their attitudes, behaviours, and knowledge on entrepreneurship tend to stimulate their intentions and willingness to start a new venture in the future. Entrepreneurial intention is defined as a process of information-searching which can be used to achieve a new venture (Katz and Gartner, 1988). People with intention to start a new venture are more ready and have better progress in running a new business rather than those without. According to Krueger and Carsrud (1993), entrepreneurial intention is recognized as the best predictor for entrepreneurial behavior. Therefore, entrepreneurial intention can be used as a basic approach to understand who want to be an entrepreneur (Choo and Wong, 2006).This study aimed to examine what factors determined the students' entrepreneurial intentions in Asia. The Asia Development Bank (2009) had explored various indicators for Asia and Pacific's development; and found that the dynamics of entrepreneurship is dominant for SMEs development in these countries. The study focused on personality and environmental factors. Personality factors include need for achievement (i.e. McClelland, 1961) and self-efficacy (Gilles and Rea, 1999), while environmental factors include factors such as social networks, capital and information access (Mazzarol et al., 1999). Similar studies have been conducted to investigate students' entrepreneurial intentions in Norway (Indarti, 2002), in Indonesia (Kristiansen and Indarti, 2004), in Japan (Indarti and Rostiani, 2008), and ","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2016-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.21002/SEAM.V4I2.5636","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68244155","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":"Human Capital Development Role of HR during Mergers and Acqusitions","authors":"Y. Rizvi","doi":"10.21002/SEAM.V4I1.5628","DOIUrl":"https://doi.org/10.21002/SEAM.V4I1.5628","url":null,"abstract":"IntroductionThe constantly changing global business environment requires firms to aim for competitive advantages through creative and innovative business strategies. This is essentially important for their long term sustainability. A study by Seleim, Ashour, and Bontis (2007) analysed the relationship between organizational performance of software companies and human capital. A positive association was found between human capital indicators and organizational performances. The indicators, such as training attended and team-work practices, tended to result in superstar performers which led to more productivity, which could be translated to organizational performances. A significant positive correlation was found by Dooley (2000) between the quality of developers and volume of market shares. It can be said that human capital indicators enhanced the firm performance directly or indirectly. A study by Bontis and Fitzenz (2002) established the relationship between human capital management and economic and business outcomes. Human capital development and enhancement in organizations contribute significantly to organizational competencies which in turn became a great boost for further enhancing innovativeness. Contemporary literature to a large extent supports the fact that firm performance is positively impacted by the presence of human capital practices (Noe et al., 2003; Youndt et al., 2004).Researchers have endorsed that human capital development is a prerequisite to good financial performance (Delaney & Huselid, 1996). The significance of organizational human capital with regard to firm performance was further supported by Hsu et al. (2007). It has been found in a survey (Schmidt, 2003) that there is a strong direct correlation between human resource involvement and 'success' in mergers and acquisitions. Since changing an organization ultimately comes down to changing the practices, attitudes, and behaviors of the people who compose it, human resources departments are an essential component of change management. This research paper aims to study the human capital development role of HR during mergers and acquisitions. Both quantitative as well as qualitative study has been carried out to capture a more complete portrayal of the subject.Literature ReviewDefining Human Capital DevelopmentAdam Smith defined four types of fixed capital (which is characterized as that which affords a revenue or profit without circulating or changing masters). The four types were: 1) useful machines, instruments of the trade; 2) buildings as the means of procuring revenue; 3) improvements of land and 4) human capital (Sullivan and Steven, 2003). 'Human capital represents the knowledge, skills and abilities that make it possible for people to do their jobs. Human capital development is about recruiting, supporting and investing in people through education, training, coaching, mentoring, internships, organizational development and human resource management (LISC, 2009). Hu","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.21002/SEAM.V4I1.5628","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243848","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":"Control and Organizational Learning in MNCs: an Analysis Through the Subsdiaries Sector","authors":"O. D. L. Villarmois, Christoper Benavent, Firmanzah Firmanzah","doi":"10.21002/SEAM.V2I2.5625","DOIUrl":"https://doi.org/10.21002/SEAM.V2I2.5625","url":null,"abstract":"For any large complex organization the problem of ensuring its constituent activity in accordance with overall policy and, at the same time adapt to its environment, is a central and continuing concern. Thus, the fundamental question which must be answered is ‘what control mechanism can facilitate the adaptation process in the local market?’ In multinational corporations (MNCs), the control mechanism, imposed by headquarters, has an objective to integrate the subsidiaries’ activities to the global strategy. However, the presents on the local market necessitates the adaptation to the local environment characteristics. The objective of this paper is to contribute solving the dilemma between control and learning in an MNC. The interaction between control and learning process will be analyzed. The literature study leads us to develop a typology based on two factors: the stage of the learning process (knowledge production and mobilization) and its locus (local or global). The combination of these two factors provides four configurations. The control system produces knowledge, both locally and globally, which can be mobilized by the local or global units. A proposition to resolve our main problem is formulated. The combinations of these four configurations make it possible for an MNC to resolve the dilemma between control and learning. An application of this typology has been carried out by analyzing case studies of MNCs operating in Indonesia.","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.21002/SEAM.V2I2.5625","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243456","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":"The Influence of Promotion in Constructing Country's Perception, Autobiographical Memory, Emotional Bonding, and Visiting Intention","authors":"Jony Oktavian Haryanto","doi":"10.21002/SEAM.V3I2.5619","DOIUrl":"https://doi.org/10.21002/SEAM.V3I2.5619","url":null,"abstract":"","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.21002/SEAM.V3I2.5619","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68244015","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":"Factors Influencing Purchase Preferences of Store Brands: Examples From Hypermarkets in Malaysia","authors":"N. C. Ha, S. L. S. A. Kadir, Choo Wee Li","doi":"10.21002/SEAM.V2I2.5624","DOIUrl":"https://doi.org/10.21002/SEAM.V2I2.5624","url":null,"abstract":"","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.21002/SEAM.V2I2.5624","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243435","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":"Management Style of Chinese Business Owners in the Chiang Rai Province of Thailand","authors":"J. Walsh, Sittichai Anantarangsi","doi":"10.21002/SEAM.V3I1.5615","DOIUrl":"https://doi.org/10.21002/SEAM.V3I1.5615","url":null,"abstract":"","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243678","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":"Successful Partnerships: A Matter of Experience?","authors":"F. Grotenhuis","doi":"10.21002/SEAM.V4I1.5629","DOIUrl":"https://doi.org/10.21002/SEAM.V4I1.5629","url":null,"abstract":"IntroductionPartnerships and Success RatesIn order to survive in the long run, most organizations look for collaboration with other organizations. The types of partnerships may vary from open networks to mergers. In open networks the aim is often at co-innovation projects. In merger situations both organizations become integrated and loose their autonomy to a large extent. In between many other options can be chosen, such as alliances or joint ventures. As a result of changing motives partnerships can evolve over time (Ulrich et al., 2005; Grotenhuis and Kamminga, 2008).Just like in marriage, expectations are often very high, however, success rates prove to be disappointing. In case of mergers and acquisitions, less than 50% of the partnerships are referred to as a success (Lajoux, 1998). Nevertheless we witnessed an increase of the number of mergers and acquisitions, as well as an increasing value of the transactions over the past decades. Unfortunately, mergers and acquisitions often appear to be non-rational transactions.Reasons for success or failure can be divided to the pre-merger phase and the post-merger phase. During the pre-merger phase, financial or legal issues often make that parties do not come together. Sometimes personal issues, related to trust (Boersma, 1999), play a role. During the post-merger phase, most scientists indicate personal, cultural differences as the bottlenecks for a successful relationship (Tihanyi et al., 2005). Differences as such, however, do not necessarily play a huge role. The impact of differences depends on the degree of integration versus autonomy, and on the way the merger is being managed (Grotenhuis, 2001).Concluding, many partnerships are not very successful. Most studies aim at the pre-merger phase where legal and financial issues play a major role to explain reasons for success and failure. This paper provides insights in the post-merger integration phase. The focus is on different factors that influence the learning process in order to prevent similar mistakes and thus increase changes for success.From Courtmaking to Divorce?The metaphor of a marriage is being used on a frequent basis as people prepare everything for the wedding day itself and the ceremony. Parallel, organizations prepare a merger very careful during the due diligence stage. However, the moment the merger agreements have been signed, management often seems to think that business will continue as usual, although a new merger combination needs a lot of management attention to become a success (Haspeslagh and Jemison, 1991).Cartwright and Cooper (1992) identified different stages for M&A that are directly derived from marriage. The different stages are briefly characterized in the figure below.The parallel is evident: it is about people who have to find each other and to work together. Further, similar to mergers, many marriages are not successful either. It is about building trust, managing cultural differences, about managing expec","PeriodicalId":41895,"journal":{"name":"South East Asian Journal of Management","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2016-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"68243864","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}