Team Performance Management最新文献

{"title":"Inquisitiveness: Distributing rational thinking","authors":"Emanuele Bardone, D. Secchi","doi":"10.1108/TPM-10-2015-0044","DOIUrl":"https://doi.org/10.1108/TPM-10-2015-0044","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This study aims at redefining bounded rationality on the basis of a more socialized view of the individual. In doing so, it introduces “inquisitiveness” as a key disposition that some team members use to assemble and integrate knowledge when solving problems. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Using an agent-based computational simulation, this research models different simulated employees working together in “ad hoc” teams to solve problems. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000Results show that inquisitiveness may work as an efficiency “driver” that, when present, economizes on the knowledge needed by team members to solve problems. In addition to that, results also show that environments with many problems are more suitable for inquisitive individuals to be effective. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000Following the late Herbert Simon, the paper takes the stance that rationality should be redefined as a socially oriented process and introduces inquisitiveness as one – although probably not the only one – of the characteristics that help individuals and teams to make rational decisions.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2017-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-10-2015-0044","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49132424","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":"Agent-based models of bounded rationality","authors":"D. Secchi","doi":"10.1108/TPM-12-2016-0052","DOIUrl":"https://doi.org/10.1108/TPM-12-2016-0052","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000The purpose of this editorial is to introduce the Special Issue “Agent-Based Models of Bounded Rationality” and to provide an overview of its rationale and main objectives. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000After outlining the overall framework to justify the choice of agent-based modeling in relation to bounded rationality, an overview of the six papers published in the Special Issue is presented. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The paper argues that simulation of complex adaptive social systems is a way to set the ground for updating the concept of bounded rationality and prepare for it to still play a significant role in the years to come. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000After its introduction, bounded rationality remained mostly used but seldom discussed in both its assumptions and its meaning. The originality of this introduction is to unveil some of the points that keep rationality still at the core of organization and team research.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2017-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-12-2016-0052","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44322055","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":"Team problem solving and motivation under disorganization – an agent-based modeling approach","authors":"Dinuka B. Herath, Joyce Costello, Fabian Homberg","doi":"10.1108/TPM-10-2015-0046","DOIUrl":"https://doi.org/10.1108/TPM-10-2015-0046","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This paper aims at simulating on how “disorganization” affects team problem solving. The prime objective is to determine how team problem solving varies between an organized and disorganized environment also considering motivational aspects. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Using agent-based modeling, the authors use a real-world data set from 226 volunteers at five different types of non-profit organizations in Southwest England to define some attributes of the agents. The authors introduce the concepts of natural, structural and functional disorganization while operationalizing natural and functional disorganization. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The simulations show that “disorganization” is more conducive for problem solving efficiency than “organization” given enough flexibility (range) to search and acquire resources. The findings further demonstrate that teams with resources above their hierarchical level (access to better quality resources) tend to perform better than teams that have only limited access to resources. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000The nuanced categories of “(dis-)organization” allow us to compare between various structural limitations, thus generating insights for improving the way managers structure teams for better problem solving.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2017-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-10-2015-0046","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47585116","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":"Team learning, team performance and safe team climate in elder care nursing","authors":"Veronika Leicher, R. H. Mulder","doi":"10.1108/TPM-04-2016-0017","DOIUrl":"https://doi.org/10.1108/TPM-04-2016-0017","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This study aims to determine whether elder care nurses engage in knowledge sharing and reflection within their teams and if these team-learning activities influence an elder care nursing team’s performance. Furthermore, the authors investigated the relation between elder care nurses' estimation of the team climate as being safe and team-learning activities. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000For this research, a questionnaire survey of 30 elder care nursing teams (N = 30, n = 149) working in 17 different retirement homes was conducted. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000Structural equation model showed significant positive relations between knowledge sharing and team performance, and between reflection and knowledge sharing. A safe team climate had a significantly positive influence on reflection. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000Little is known about the performance of elder care nursing teams, how to measure team performance in this domain and how performance is influenced by learning activities. This study fills these gaps by providing an insight into the relationship between team-learning activities and team performance. Team performance was measured by the estimation of the team members and by using performance assessments from an independent institution.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2016-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-04-2016-0017","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62437268","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":"Sociotechnical systems design: coordination of virtual teamwork in innovation","authors":"Gilbert Painter, Pamela Posey, Douglas Austrom, Ramkrishnan V. Tenkasi, B. Barrett, Betsy Merck","doi":"10.1108/TPM-12-2015-0060","DOIUrl":"https://doi.org/10.1108/TPM-12-2015-0060","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This paper aims to report on a qualitative comparative case study of coordination in three ongoing research and development projects, each conducted by teams working virtually across multiple, geographically dispersed sites and involving varying degrees of task uncertainty at differing stages on an innovation continuum, from basic fundamental research to scale-up and commercial development. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000This study investigated characteristics of effective virtual innovation teamwork, primarily using structured interviews, observation and a limited number of surveys. The analysis was based upon Pava’s (1983) methodology of sociotechnical systems (STS) for non-linear work and was used to assess the influence of virtuality and task uncertainty on the quality of team deliberations and the knowledge development barriers experienced at the various stages on the innovation continuum. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The study identified different technical and social coordination mechanisms and their impact in mitigating knowledge barriers for differing levels of task uncertainty. Technical elements, many based in digital information technology, appeared most significant for coordination where task uncertainty and ambiguity were low. However, with high task uncertainty, the most significant mechanisms were closely tied to the formal and informal social systems of virtual organization. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000The key implication for future research is the development of further applications to evaluate this coordination model for modern teamwork in virtual contexts. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000The findings extend previous theory about coordination of innovation to include fundamental research and virtual collaboration. Based on the results, a four-step STS methodology for design of virtual team coordination mechanisms was developed and piloted successfully by scientific teams at a prominent North American research laboratory. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This research project has shown that modern STS methodology, updated for non-routine work in a virtual context, can provide a way to assess and mitigate “coordination costs” associated with virtual teamwork. Further, it has identified clear categories of coordination mechanisms that are most effective when teams are working at different stages in the innovation process.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2016-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-12-2015-0060","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62441532","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":"Mindful infrastructure as an enabler of innovation resilience behaviour in innovation teams","authors":"P. Oeij, S. Dhondt, J. Gaspersz","doi":"10.1108/TPM-12-2015-0058","DOIUrl":"https://doi.org/10.1108/TPM-12-2015-0058","url":null,"abstract":"Purpose. This paper aims to investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. Safety and crisis teams cannot fail, as failure leads to disaster and casualties. Innovation teams cannot fail either, as this harms the organisations’ competitiveness and effectiveness. Do HRO principles, rooted in mindful infrastructure, enable innovation resilience behaviour (IRB)? Design/methodology/approach. A study of 18 innovation projects performed by project teams was carried out. A survey by team members/leaders of these teams was completed; team members/leaders of other projects were added to achieve a larger sample. Mindful infrastructure consists of team psychological safety, team learning, complexity leadership and team voice. The analyses assessed the teams’ mindful infrastructures as a causal condition enabling IRB. Findings. Applying qualitative comparative analysis (QCA), the findings indicate that mindful infrastructure enables team IRB, which is a set of team behaviours indicating their resilience when encountering critical incidents. Teams apply different “paths” to IRB. Research limitations/implications. The exploratory study’s generalizability is limited. The findings nonetheless indicate the usefulness of non-linear techniques for understanding different roads to successful innovation processes. Practical implications. HRO principles are applicable by non-HROs. These require investments in organisational learning. Originality/value. HRO studies fail to account for the antecedents of HRO principles. This study groups these antecedents of team behaviour into a mindful infrastructure. QCA has not been applied within the domain of HROs before and only scarcely within the domain of innovation teams.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2016-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-12-2015-0058","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62441850","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":"Putting a band-aid on a wooden leg: A sociotechnical view on the success of decentralisation attempts to increase job autonomy","authors":"Lander Vermeerbergen, G. Hootegem, J. Benders","doi":"10.1108/TPM-03-2015-0013","DOIUrl":"https://doi.org/10.1108/TPM-03-2015-0013","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000Decentralisation attempts that aim to increase job autonomy do not always succeed. This paper aims to study to what extent the tendency to maintain existing operational task divisions is an important explanation for this lack of success. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000In total, 456 employees in 25 organisations participated in a cross-sectional intervention study. Each employee filled out a questionnaire on job autonomy both before and after the decentralisation process, in which all organisations shifted regulatory, preparatory and supportive tasks to the lowest organisational level. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000This study found small, but significant, effects of decentralisation attempts on job autonomy. The size of the effects, however, depended on the way the way in which the operational tasks were divided. Simultaneously, larger effects were found for organisations which decentralised tasks and changed the way operational tasks were divided. Both findings reached the conclusion that although decentralisation attempts seemed important for increasing job autonomy, the way in which the operational tasks were divided and even changed, was at least as important for a successful decentralisation process. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000After decades of research on modern sociotechnical theory, this study is the first to show that decentralisation attempts do not merely increase job autonomy. The effect of such attempts depends on the way in which operational tasks are divided in organisations.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2016-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-03-2015-0013","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62436801","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":"Humor and group atmosphere: Development of a short scale for evaluating affiliative and aggressive humor in groups","authors":"P. Curșeu, O. Fodor","doi":"10.1108/TPM-04-2015-0022","DOIUrl":"https://doi.org/10.1108/TPM-04-2015-0022","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000Given the importance of humor in interpersonal communication in groups and the influence of the positive group atmosphere on group effectiveness, this paper aims to provide initial empirical evidence supporting the validity of a short measure for affiliative and aggressive humor. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Starting from existing individual-level measures of humor, this paper develops a short measure of affiliative and aggressive humor in groups. The reliability and validity of this scale in a combined Dutch and Romanian sample are tested. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The results support the reliability of the scale, its factorial structure and its predictive validity for positive group atmosphere. Moreover, this papers shows that the measure used in this study captures the affiliative and aggressive humor as group-level phenomena and it is shown that these two forms of humor are antecedents of collective emotional intelligence and group atmosphere. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000This study provides a starting point for further research on the role of affiliative and aggressive humor in groups. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This paper develops a bi-dimensional measure capturing affiliative and aggressive humor in groups and opens new venues for research that extend the knowledge and understanding of the use of humor in interpersonal communication in groups.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2016-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-04-2015-0022","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62437205","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":"How staff experience teamwork challenges in a new organizational structure","authors":"Mette Sandoff, K. Nilsson","doi":"10.1108/TPM-05-2016-0021","DOIUrl":"https://doi.org/10.1108/TPM-05-2016-0021","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This study aims to explore challenges arising from the development of teamwork in a new organizational structure, based on the experiences of the staff involved. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000An explorative and qualitative approach was used, with individual interviews as the data collection method. These interviews were analyzed using qualitative and interpretative analysis with a modified editing style. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The results describe how the lack of essential organizational prerequisites for teamwork and the absence of the leadership qualities needed to facilitate teamwork contribute to difficulties in working in a team-orientated way. Shortage of information among the team members and few scheduled meetings signify insufficient coordination within the working team. Without a team leader who can keep things together, read the team members’ needs and support and guide them, team work is difficult to uphold because the members will need to seek support elsewhere. Assumed synergies from working together as team member experts will be thwarted. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This study contributes knowledge about the difficulties in creating team-orientated cooperation in a new organizational structure when leadership as well as structures and processes supporting team work are absent. The challenges described are drawn from the experiences of the staff concerned, providing insights to form a basis for theoretical and practical discussion.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2016-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-05-2016-0021","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62437055","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":"Employment arrangements diversity and work group performance","authors":"Sagi Akron, Ofek Feinblit, Shlomo Hareli, S. Tzafrir","doi":"10.1108/TPM-11-2015-0053","DOIUrl":"https://doi.org/10.1108/TPM-11-2015-0053","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000The purpose of this study was to explore the relation between diversity in work group members’ employment arrangements and the actual performance of the work groups. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000A field study was conducted on 31 work groups in a public plant belonging to the industrial sector that constitute a unique data set. The 441 employees are contracted under four significantly different employment arrangements and are mixed together in heterogeneous work groups, but perform similar tasks. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The results indicated that the influence of employment arrangement diversity on work group performance is best represented as variation, and work arrangements diversity is positively correlated with improved work group performance. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations \u0000 \u0000 \u0000 \u0000 \u0000The study design prevented assessment of employees’ opinions. Rather, the authors used objective type of employment arrangements as the basis for calculating diversity as separation. Using mean Euclidean distance as suggested by Harrison and Klein (2007), the authors arbitrarily set the distance between two different employment arrangements as one. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000The research results help in the stages of recruiting, structuring and development and application of necessary work team. Formal emphasis of diversity in work arrangements improves performance. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000To the authors’ knowledge, this is one of the first studies using unique data set analyzing real-life team diversity and performance in the public sector. The research highly contributes to organizational decision-making processes regarding the importance of incorporating non-standard work arrangements in organizations. Management’s implementation of formal diversity seems to alleviate the negative sides of diversity and increases its positive performance effects.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2016-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-11-2015-0053","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62441074","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}