Health Care Management Review最新文献

{"title":"A systematic review of respect between acute care nurses and physicians.","authors":"Derrick P Bransby,&nbsp;Anna T Mayo,&nbsp;Matthew A Cronin,&nbsp;Katie Park,&nbsp;Christina T Yuan","doi":"10.1097/HMR.0000000000000370","DOIUrl":"https://doi.org/10.1097/HMR.0000000000000370","url":null,"abstract":"<p><strong>Background: </strong>Interprofessional collaboration between nurses and physicians has become an essential part of patient care, which, when lacking, can lead to well-known challenges. One possible explanation for ineffective nurse-physician collaboration is a lack of respect.</p><p><strong>Purpose: </strong>This review aims to enhance our understanding of the role of respect in work between nurses and physicians by synthesizing evidence about the conceptualization of respect, its mechanisms and outcomes, and its origins.</p><p><strong>Methods: </strong>We performed a PRISMA-guided systematic literature review across five databases and reviewed 28 empirical studies about respect between nurses and physicians in acute care settings.</p><p><strong>Findings: </strong>Research about respect between nurses and physicians varied in its conceptualization of respect in terms of its nature (as an attitude or behavior), its target (respect for individuals or groups), and its object (respect for task-relevant capabilities or human rights). The greatest convergence was on respect's object; the majority of studies focused on respect for task-relevant capabilities. The work reviewed offered insights into respect's potential mechanisms (attention and civility), outcomes (e.g., collaboration, patient outcomes, and provider outcomes such as job satisfaction), and origins (e.g., professional status and competence)-the latter suggesting how respect might be generated, developed, and maintained.</p><p><strong>Practice implications: </strong>Our review highlights a need to appreciate how respect for task-relevant capabilities relates to respect for human rights and what fosters each to avoid rewarding only one while hoping for both, allowing leaders to cultivate more effective nurse-physician collaborations and better patient and provider outcomes.</p>","PeriodicalId":47778,"journal":{"name":"Health Care Management Review","volume":"48 3","pages":"237-248"},"PeriodicalIF":2.5,"publicationDate":"2023-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9536913","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"医学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Impacts of a dispersed unit structure on allied health professionals' experiences in an Australian public hospital setting.","authors":"Gemma Turato,&nbsp;Florin Oprescu,&nbsp;John Whiteoak","doi":"10.1097/HMR.0000000000000367","DOIUrl":"https://doi.org/10.1097/HMR.0000000000000367","url":null,"abstract":"<p><strong>Background: </strong>The limited published evidence relating to the experiences and outcomes of a unit dispersement model is generally more negative than positive from an allied health perspective.</p><p><strong>Purpose: </strong>The perceptions of allied health managers and leaders after the transition to a unit dispersement structure were explored in this study. The objectives were to review the impacts of this type of structure and the factors for health care organizations to consider before incorporating allied health professions into a clinical matrix structure.</p><p><strong>Methodology: </strong>A qualitative study was conducted in a large regional multisite public hospital and health service located in Australia. Semistructured interviews and focus groups were conducted with 30 allied health frontline managers and leaders.</p><p><strong>Results: </strong>Four negative impacts on the work experience of allied health professionals in a dispersement structure were identified through data analysis as: a negative impact on service delivery to patients, a detrimental effect on professional identity, reduced ability of allied health managers and leaders to do their role effectively, and a negative impact on morale, culture, and emotional well-being. Several key factors for public hospitals to consider before embarking on an organizational structure that includes allied health professionals were identified.</p><p><strong>Conclusion: </strong>The impacts of the unit dispersement structure on allied health professionals working within the organization under study were generally negative and did not deliver on the desired objectives. The findings reinforce the unique requirements pertaining to allied health professionals for optimal functioning.</p><p><strong>Practice implications: </strong>The learnings have implications for administrators in health care organizations embarking on organizational change that incorporates allied health professions in certain settings. The findings recommend that health care organizations consider several important factors before they introduce any structural change that would affect the delivery of allied health services.</p>","PeriodicalId":47778,"journal":{"name":"Health Care Management Review","volume":"48 3","pages":"208-218"},"PeriodicalIF":2.5,"publicationDate":"2023-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9588083","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"医学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Facilitators of palliative care quality improvement team cohesion: Lessons from a seven-site implementation project in India.","authors":"Natalie B Connell, Sophia N Zupanc, Karl A Lorenz, Sushma Bhatnagar, Soraya Fereydooni, Raziel C Gamboa, Archana Ganesh, Aanchal Satija, Nainwant Singh, Odette Spruijt, Karleen F Giannitrapani","doi":"10.1097/HMR.0000000000000368","DOIUrl":"10.1097/HMR.0000000000000368","url":null,"abstract":"<p><strong>Background: </strong>The Palliative Care: Promoting Access and Improvement of the Cancer Experience (PC-PAICE) initiative is a team-based, palliative care (PC) quality improvement (QI) project working to promote high-quality PC in India. As a PC QI initiative, PC-PAICE implementation relied upon building interdisciplinary teams, providing the ideal context for understanding facilitators of team cohesion that compelled clinical, organizational, and administrative team members to work together. There is an opportunity to leverage the intersection between QI implementation and organizational theory to inform and improve implementation science.</p><p><strong>Purpose: </strong>As a subaim of a larger implementation evaluation, we aimed to identify facilitators of team cohesion within QI implementation context.</p><p><strong>Methodology: </strong>A quota sampling approach captured the perspectives of 44 stakeholders across three strata (organizational leaders, clinical leaders, and clinical team members) from all seven sites through a semistructured interview guide informed by the Consolidated Framework for Implementation Research (CFIR). We used a combination of inductive and deductive approaches informed by organizational theory to identify facilitators.</p><p><strong>Result: </strong>We identified three facilitators of PC team cohesion: (a) balancing formalization and flexibility around team roles, (b) establishing widespread awareness of the QI project, and (c) prioritizing a nonhierarchical organizational culture.</p><p><strong>Practice implications: </strong>Leveraging CFIR to analyze PC-PAICE stakeholder interviews created a data set conducive to understanding complex multisite implementation. Layering role and team theory to our implementation analysis helped us identify facilitators of team cohesion across levels within the team (bounded team), beyond the team (teaming), and surrounding the team (culture). These insights demonstrate the value of team and role theories in implementation evaluation efforts.</p>","PeriodicalId":47778,"journal":{"name":"Health Care Management Review","volume":"48 3","pages":"219-228"},"PeriodicalIF":2.5,"publicationDate":"2023-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9890631","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"医学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"O' theory where art thou? The role of theory in Health Care Management Review articles.","authors":"Larry R Hearld,&nbsp;Cheryl Rathert","doi":"10.1097/HMR.0000000000000376","DOIUrl":"https://doi.org/10.1097/HMR.0000000000000376","url":null,"abstract":"","PeriodicalId":47778,"journal":{"name":"Health Care Management Review","volume":"48 3","pages":"207"},"PeriodicalIF":2.5,"publicationDate":"2023-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9545414","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"医学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Functional diversity and team innovation: A study on the mediating role of social cohesion in primary care teams.","authors":"Alissa Lysanne van Zijl, Brenda Vermeeren, Ferry Koster, Bram Steijn","doi":"10.1097/HMR.0000000000000369","DOIUrl":"10.1097/HMR.0000000000000369","url":null,"abstract":"<p><strong>Background: </strong>Bringing together professionals with different knowledge and skills comes with the opportunity to spur the innovativeness of primary care teams. Nevertheless, empirical evidence shows that it is not self-evident that these innovations are also realized. The social categorization theory suggests that a better understanding of whether these potential team innovations are realized can be obtained by looking at the social cohesion of such teams.</p><p><strong>Purpose: </strong>The aim of this study was to study the relationship between functional diversity and team innovation in primary care teams by examining the mediating role of social cohesion.</p><p><strong>Methodology: </strong>Survey responses and administrative data of 887 primary care professionals and 75 supervisors in 100 primary care teams were analyzed. Structural equation modeling was used to examine a curvilinear mediated relationship among functional diversity and team innovation through social cohesion.</p><p><strong>Results: </strong>The findings show a positive relationship between social cohesion and team innovation as expected. Contrary to the expectations, the relationship between functional diversity and social cohesion is insignificant, and the results show an inverted U-shaped relationship between functional diversity and team innovation instead.</p><p><strong>Conclusions: </strong>This study reveals an unexpected inverted U-shaped relationship between functional diversity and team innovation. This relationship is not mediated by social cohesion; however, social cohesion is still a significant predictor of team innovation.</p><p><strong>Practice implications: </strong>Policymakers should be aware of the relevance as well as the complexity of creating social cohesion in functionally diverse primary care teams. As long as it remains unknown how social cohesion is stimulated in functionally diverse teams, it seems best for the team innovation to prevent bringing together too many, but also too few, different functions.</p>","PeriodicalId":47778,"journal":{"name":"Health Care Management Review","volume":"48 3","pages":"229-236"},"PeriodicalIF":2.5,"publicationDate":"2023-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10227926/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9571478","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"医学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Factors affecting collaboration between clinical and community service organizations.","authors":"Michaela J Kerrissey,&nbsp;Sara J Singer","doi":"10.1097/HMR.0000000000000359","DOIUrl":"https://doi.org/10.1097/HMR.0000000000000359","url":null,"abstract":"<p><strong>Background: </strong>Collaboration between clinical and community-based social service organizations is increasingly seen as vital for preventing and managing chronic diseases but has been challenging to establish and sustain.</p><p><strong>Purpose: </strong>The aim of this study was to identify organizational barriers and facilitators for clinic-community collaboration.</p><p><strong>Methodology/approach: </strong>We employed multiple methods to study a national sample of nonprofit community-based organizations that each collaborated with local clinical organizations for diabetes prevention in the United States. We used qualitative data collected longitudinally through 65 semistructured interviews from 2016 to 2017 at seven of these organizations and their clinical collaborators to understand their relationships. We employed survey data ( N = 247 with 73% response rate) to measure and explore relationships among qualitatively identified themes and collaboration performance.</p><p><strong>Results: </strong>We documented three levels of organizational challenges to community-clinic collaboration. Interorganizational challenges pertain to facing only weakly aligned interests across organizations. Interpersonal challenges pertain to misperceptions and miscommunications that occur as frontline employees from differing organizations seek to work together. Task-related challenges pertain to the inadequacy of current processes to effectively link services across clinical and community settings. We found that bridging leadership , provisional teamwork, and learning processes helped to overcome these challenges by enabling iterative progress. Follow-up national survey results indicated that these facilitators were significantly associated with collaboration performance.</p><p><strong>Conclusions: </strong>Because community-clinic collaboration presents substantial interorganizational, interpersonal, and task-related challenges, financial incentives alone are likely insufficient for success.</p><p><strong>Practice implications: </strong>Resources that help develop capacity to work across community and clinical settings may be vital and warrant dedicated funding.</p>","PeriodicalId":47778,"journal":{"name":"Health Care Management Review","volume":"48 2","pages":"130-139"},"PeriodicalIF":2.5,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10822838","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"医学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Through the looking glass: Confronting health care management's biggest challenges in the wake of a crisis.","authors":"Rachel Gifford,&nbsp;Frank van de Baan,&nbsp;Daan Westra,&nbsp;Dirk Ruwaard,&nbsp;Bram Fleuren","doi":"10.1097/HMR.0000000000000365","DOIUrl":"https://doi.org/10.1097/HMR.0000000000000365","url":null,"abstract":"<p><strong>Background: </strong>The challenges brought on by the pandemic triggered a renewed scholarly focus on managing during crises. Now, 3 years on, having covered the initial crisis response, it is important to reevaluate what the crisis has taught us about health care management more generally. In particular, it is useful to consider the persistent challenges that continue to face health care organizations in the wake of a crisis.</p><p><strong>Purpose: </strong>The present article aims to identify the biggest challenges that currently face health care managers in order to formulate a postcrisis research agenda.</p><p><strong>Methodology/approach: </strong>We employ an exploratory qualitative study, utilizing in-depth interviews with hospital executives and management to explore the persistent challenges facing managers in practice.</p><p><strong>Results: </strong>Our qualitative inquiry reveals three key challenges that extend beyond the crisis and are salient for health care managers and organizations in the years to come. Specifically, we identify the centrality of human resource constraints (amidst increasing demand), the necessity of collaboration (amidst competition), and a need to reconsider the approach to leadership (utility of humility).</p><p><strong>Conclusion: </strong>We conclude by drawing upon relevant theories such as paradox theory to formulate a research agenda for health care management scholars that can support the creation of novel solutions and approaches to persistent challenges in practice.</p><p><strong>Practice implications: </strong>We identify several implications for organizations and health systems, including the need to eliminate competition and the importance of building human resource management capacities within organizations. In highlighting areas for future research, we provide organizations and managers with useful and actionable insights to address their most persistent challenges in practice.</p>","PeriodicalId":47778,"journal":{"name":"Health Care Management Review","volume":"48 2","pages":"185-196"},"PeriodicalIF":2.5,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9970016/pdf/","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10832149","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"医学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Staffing transformation following Patient-Centered Medical Home recognition among Health Resources & Services Administration-funded health centers.","authors":"Nadereh Pourat,&nbsp;Connie Lu,&nbsp;Xiao Chen,&nbsp;Weihao Zhou,&nbsp;Brionna Hair,&nbsp;Joshua Bolton,&nbsp;Hank Hoang,&nbsp;Alek Sripipatana","doi":"10.1097/HMR.0000000000000362","DOIUrl":"https://doi.org/10.1097/HMR.0000000000000362","url":null,"abstract":"<p><strong>Introduction: </strong>Patient-Centered Medical Home (PCMH) recognition is designed to promote whole-person team-based and integrated care.</p><p><strong>Purpose: </strong>Our goal was to assess changes in staffing infrastructure that promoted team-based and integrated care delivery before and after PCMH recognition in Health Resources & Services Administration (HRSA)-funded health centers (HCs).</p><p><strong>Methodology/approach: </strong>We identified changes in staffing 2 years before and 3 years after PCMH recognition using 2010-2019 Uniform Data System data among three cohorts of HCs that received PCMH recognition in 2013 ( n = 346), 2014 ( n = 207), and 2015 ( n = 115). Our outcomes were team-based ratio (full-time equivalent medical and nonmedical providers and staff to one primary care physician) and a multidisciplinary staff ratio (allied medical and nonmedical staff to 1,000 patients). We used mixed-effects Poisson regression models.</p><p><strong>Results: </strong>The earlier cohorts served fewer complex patients and were larger before PCMH recognition. Three years following recognition, the 2013 and 2014 cohorts had significantly larger team-based ratios, and all three cohorts had significantly larger multidisciplinary staff ratios. Cohorts varied, however, in the type of staff that drove this change. Both ratios increased in the longer term.</p><p><strong>Conclusion: </strong>Our study suggests that growth in team-based and multidisciplinary staff ratios in each cohort may have been due to a combination of HCs' perceptions of need for specific services, HRSA funding, and technical assistance opportunities.</p><p><strong>Policy implications: </strong>Further research is needed to understand barriers such as costs of employing a multidisciplinary staff, particularly those that cannot directly bill for services as well as whether such changes lead to practice transformation and improved quality of care.</p>","PeriodicalId":47778,"journal":{"name":"Health Care Management Review","volume":"48 2","pages":"150-160"},"PeriodicalIF":2.5,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10826406","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"医学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The effects of leadership for self-worth, inclusion, trust, and psychological safety on medical error reporting.","authors":"Kim C Brimhall,&nbsp;Chou-Yu Tsai,&nbsp;Rory Eckardt,&nbsp;Shelley Dionne,&nbsp;Biying Yang,&nbsp;Adam Sharp","doi":"10.1097/HMR.0000000000000358","DOIUrl":"https://doi.org/10.1097/HMR.0000000000000358","url":null,"abstract":"<p><strong>Background: </strong>Although trust and psychological safety (PS) are critical for improving patient safety and medical error reporting, little is known about how they work together and how health care systems promote PS.</p><p><strong>Purpose: </strong>This study examined how leadership for self-worth, inclusion, and trust may work together to foster PS and how this influences medical error reporting.</p><p><strong>Approach: </strong>Data were collected in 2019 from 373 employees (24% response rate) in 85 hospital departments (54% response rate) in a nonprofit health care system in the eastern United States. Constructs were operationalized at the department level.</p><p><strong>Results: </strong>Negative binomial path model results found several direct effects. Leadership for self-worth was positively associated with inclusion, inclusion was positively associated with trust and PS, trust was positively associated with reported medical errors, and PS was negatively associated with reported medical errors. Indirect effects uncovered leadership for self-worth was positively associated with PS by enhancing inclusion. In addition, leadership for self-worth increased inclusion, which increased trust and ultimately encouraged PS. Leadership for self-worth was associated with fewer reported medical errors through increasing inclusion, trust, and PS.</p><p><strong>Practical implications: </strong>Trust encourages the formal reporting of medical errors whereas PS encourages learning from mistakes and improving care to reduce future errors (and consequently the number of reported errors). Leaders who understand employees' unique needs, express confidence in employees' abilities, and encourage employees to share their ideas, create inclusive and trusting work environments that encourage PS and ultimately help reduce reported medical errors.</p>","PeriodicalId":47778,"journal":{"name":"Health Care Management Review","volume":"48 2","pages":"120-129"},"PeriodicalIF":2.5,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"9387535","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"医学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Perceptions of information continuity key to understanding quality of post-acute care transitions.","authors":"Dori A Cross,&nbsp;Tory H Hogan,&nbsp;Julia Adler-Milstein","doi":"10.1097/HMR.0000000000000366","DOIUrl":"https://doi.org/10.1097/HMR.0000000000000366","url":null,"abstract":"<p><strong>Background: </strong>Skilled nursing facilities' (SNFs) ability to provide optimal post-acute care depends on effective receipt of information from hospitals (\"information continuity\"). Little is known about how SNFs perceive information continuity and how it may relate to upstream information sharing processes, organizational context, and downstream outcomes.</p><p><strong>Purpose: </strong>First, this study aims to identify how SNF perceptions of information continuity may be shaped by hospital information sharing practices, including measures of completeness, timeliness, and usability, as well as characteristics of the transitional care environment (i.e., integrated care relationships and/or consistency of information sharing practices across different hospital partners). Second, we analyze which of these characteristics are associated with quality of transitional care (measured by 30-day readmissions).</p><p><strong>Approach: </strong>A cross-sectional analysis of nationally representative SNF survey ( N = 212) linked to Medicare claims was performed.</p><p><strong>Results: </strong>SNF perceptions of information continuity are strongly and positively associated with hospital information sharing practices. Adjusting for actual information sharing practices, SNFs that experienced discordance across hospitals reported lower perceptions of continuity (β = -0.73, p = .022); evidence of stronger relationships with a given hospital partner appears to help facilitate resources and communication that helps to close this gap. Perceptions of information continuity, more so than the upstream information sharing processes reported, exhibited a more reliable and significant association with rates of readmissions as an indicator of transitional care quality.</p><p><strong>Conclusion: </strong>SNF perceptions of information continuity are strongly associated with patient outcomes and are reflective of both hospital information sharing practices as well as characteristics of the transitional care environment that can mitigate or amplify the cognitive and administration challenge of their work.</p><p><strong>Practice implications: </strong>Improving transitional care quality requires that hospitals improve information sharing behaviors but also invest in capacity for learning and process improvement in the SNF environment.</p>","PeriodicalId":47778,"journal":{"name":"Health Care Management Review","volume":"48 2","pages":"197-206"},"PeriodicalIF":2.5,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"10832146","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"医学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}