Journal of Managerial Psychology最新文献

{"title":"When leaders and their employees disagree: investigating the consequences of differences in cognitions of workplace event criticality","authors":"Qi Song, Li Gong, Man Zhao, Tao Shen, Yang Chen, Jialin Wang","doi":"10.1108/jmp-09-2022-0471","DOIUrl":"https://doi.org/10.1108/jmp-09-2022-0471","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Criticality cognitions regarding the same workplace event often differ between leaders and employees. Nevertheless, its consequences on employee work outcomes remain unknown. In this study, we draw on cognitive dissonance theory to examine how and why leader–employee differences in cognitions of workplace event criticality impact employee job-related outcomes.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Wu used multilevel polynomial regression analyses from a time-lagged, multi-source field study with 145 leader–employee dyads to test our proposed model.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Leader–employee differences in cognitions of workplace event criticality can bring both benefits and perils to employees. Specifically, such differences can cause employee rumination, which in turn leads to an increase in both employee voice and fatigue.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study contributes to the event and cognitive discrepancy literature in four ways. First, prior event studies largely adopted a singular employee perspective for investigation (e.g. Chen <em>et al.</em>, 2021; Lin <em>et al.</em>, 2021). By examining the impacts of event criticality from the dual perspective of leaders and employees, we attain a more comprehensive understanding of the implications of workplace events in organizational life. Second, extant studies have predominantly focused on the dark side of cognitive discrepancy (e.g. Bashshur <em>et al.</em>, 2011; Erdogan <em>et al.</em>, 2004; Grandey <em>et al.</em>, 2013). Our study reveals that leader–employee differences in criticality cognitions can have both a bright and a dark side on employee outcomes, offering a more balanced and dialectical view of the consequences of cognitive discrepancy. Third, drawing on cognitive dissonance theory, we introduce employee rumination as an underlying mechanism to explain the impacts of leader–employee differences in criticality cognitions on employee voice and fatigue. Finally, while prior cognitive dissonance research has primarily employed an intrapersonal perspective (e.g. Sivanathan <em>et al.</em>, 2008; Pugh <em>et al.</em>, 2011; Grandey <em>et al.</em>, 2013), our study adopts an interpersonal lens and underscores that interpersonal differences in cognitions can also serve as an example of cognitive discrepancy to instigate internal dissonance processes. By doing so, we enrich our understanding of cognitive dissonance theory.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141172967","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The effects of negative mentoring experiences on protégés’ turnover intention: the roles of harmonious work passion and moqi with the mentor","authors":"Zhonghui Hu, Ho Kwong Kwan, Yingying Zhang, Jinsong Li","doi":"10.1108/jmp-01-2023-0017","DOIUrl":"https://doi.org/10.1108/jmp-01-2023-0017","url":null,"abstract":"PurposeThis study tested a holistic model that investigated the interaction effect of negative mentoring experiences and moqi (pronounced “mò-chee”) with a mentor—where moqi refers to a situated state between two parties in which one party understands and cooperates well with the other party without saying a word—on the protégés’ turnover intention, along with the mediating role of protégés’ harmonious work passion.Design/methodology/approachData were collected from 281 protégés through a three-wave questionnaire survey with a 1-month lag between waves. We used a hierarchical multiple regression and bootstrapping analysis to test our hypotheses.FindingsOur results support the mediating effect of harmonious work passion on the positive relationship between protégés’ negative mentoring experiences and turnover intention. In addition, our analysis confirmed that moqi with the mentor amplifies both the impact of protégés’ negative mentoring experiences on harmonious work passion and the indirect effect of negative mentoring experiences on protégés’ turnover intention via harmonious work passion.Originality/valueBy demonstrating the interaction effect of protégés’ negative mentoring experiences and moqi with their mentor on turnover intention, as well as the mediating role of harmonious work passion, this study expands our understanding of the mechanism and boundary condition of the effect of negative mentoring experiences and provides inspiration and guidance for mentoring practices.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140969590","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The impact of leader humor on employee job crafting: a self-determination perspective","authors":"Wenhao Luo, Maona Mu","doi":"10.1108/jmp-06-2023-0364","DOIUrl":"https://doi.org/10.1108/jmp-06-2023-0364","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The purpose of the research is to examine the impact of leader humor on employee job crafting. Using the insights from self-determination theory (SDT), we investigate the underlying mechanism of employees’ flow at work and the moderating role of employees’ playfulness trait.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>We adopted a three-wave field survey of 306 employees recruited from various industries. The moderated mediation model was examined using latent structural equation model analysis.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Results revealed that leader humor positively affected employees’ flow at work and subsequent job crafting. Moreover, both the direct effect of leader humor on employees’ flow at work and the indirect effect of leader humor on employees’ job crafting via flow at work were amplified by employees’ playfulness trait.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>Leaders are encouraged to use jokes and humorous language to facilitate job crafting among playful subordinates. Organizations can create a work environment conducive to flow at work through job redesign, regardless of employees’ levels of playfulness trait.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The paper uncovers the critical role of flow in the relationship between leader humor and employee job crafting and identifies employees’ playfulness trait as a boundary condition in which leader humor works.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140828372","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The role of organizational culture in the relationship between affective organizational commitment and unethical pro-organizational behavior","authors":"Julia A. Fulmore, Kim Nimon, Thomas Reio","doi":"10.1108/jmp-11-2022-0581","DOIUrl":"https://doi.org/10.1108/jmp-11-2022-0581","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This study responded to the call to empirically reconcile conflicting findings in unethical pro-organizational behavior (UPB) literature. It did so by examining the influence of organizational culture on the relationship between affective organizational commitment and UPB.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Using a sample of 710 U.S. service sector employees based on a three-wave data collection design, structural invariance assessment was utilized to evaluate the relationship between affective organizational commitment and UPB across organizational cultures with opposing effectiveness criteria (i.e. focused on stability vs flexibility).</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The result indicated a statistically significant positive direct effect between affective organizational commitment and UPB for the stability-focused cultures, while finding a statistically insignificant effect for the flexibility-focused cultures. These results support organizational culture research, which shows that organizational cultures with opposing effectiveness criteria (i.e. stability vs flexibility) can either encourage or discourage ethical behavior.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>While leaders and managers encourage employee commitment to the organization, it is important to understand that increased organizational commitment is not limited to positive outcomes. Cultivating elements of flexibility-oriented cultures, like promoting teamwork (as in clan cultures) or fostering innovation and adaptability (as in adhocracy cultures), can be a strategic approach to minimize the chances of UPB among committed employees.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>By integrating insights from social exchange theory, Trevino’s interactionist model and the competing values framework, we have contributed to a nuanced understanding of how different organizational cultures can suppress or stimulate UPB.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140630667","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Relationship between job crafting and emotional exhaustion: focusing on the difference between effects of physical and cognitive crafting","authors":"Megumi Ikeda, Satoshi Tanaka, Kaede Kido","doi":"10.1108/jmp-04-2023-0233","DOIUrl":"https://doi.org/10.1108/jmp-04-2023-0233","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Recently, physical crafting has been found to positively affect emotional exhaustion through workload. However, the role of cognitive crafting in this process remains unexamined. To address this research gap, this study examined the relationship between cognitive crafting and emotional exhaustion, as well as whether cognitive crafting moderates the positive indirect effects of physical crafting on emotional exhaustion through workload.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The data were collected through an Internet survey conducted with 2,143 Japanese employees, and path regression analysis was conducted to analyze the data.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results show that cognitive crafting was negatively correlated with emotional exhaustion, weakened the relationship between workload and emotional exhaustion and weakened the indirect effects of physical crafting on emotional exhaustion.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>The practical implications of these findings suggest that practitioners should encourage the improvement of cognitive crafting. Implementation of job crafting interventions and customer participation could be effective in enhancing cognitive crafting.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The study provides a deeper understanding of how cognitive crafting influences emotional exhaustion and how it influences the process through which physical crafting influences emotional exhaustion, aligning with the transactional model. The results reiterate the importance of cognitive crafting, an aspect that has received little attention since the introduction of the job demands-resources (JD-R) model of job crafting.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140613886","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leading by example: understanding the trickle-down effect of voluntary green behavior in the workplace","authors":"Jincen Xiao, Yan Yan, Baifan Li, Shuang Liu","doi":"10.1108/jmp-04-2022-0192","DOIUrl":"https://doi.org/10.1108/jmp-04-2022-0192","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Drawing on the framework of the trickle-down effect and social learning theory, this study aims to examine how and when leaders' voluntary green behavior (VGB) stimulates that of employees.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This study conducted a time-lagged multisource field survey. The final sample consisted of 417 employees matched to 67 leaders. The unconflated multilevel modeling (MLM) approach was employed.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>A social learning mechanism underlies the trickle-down effect of leaders' VGB, which involves observation and imitation. The green role model influence serves as a mediator of these two processes. Moreover, leader-member exchange (LMX) moderates the strength of the social learning mechanism.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>Leaders can gain useful insights of how to promote employees' VGB and are further inspired to reflect on the managerial philosophy of leading by example.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study contributes to workplace green behavior literature by examining the trickle-down effect of leader VGB and uncovering a social learning mechanism. This study also offers promising directions for leadership research concerning about role modeling.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140613972","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Effect of managers' sleep quality on authoritarian leadership dynamics and employees' counterproductive behavior","authors":"Rui Jiang, Xinqi Lin","doi":"10.1108/jmp-04-2023-0215","DOIUrl":"https://doi.org/10.1108/jmp-04-2023-0215","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This study examines the antecedents and dynamics of authoritarian leadership and extends the effects of managers' sleep quality to employee behavior.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>On the basis of self-regulation theory, 513 unit day samples were analyzed using cross-level path analysis and a Monte Carlo simulation test.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Managers' sleep quality is positively related to authoritarian leadership and positive emotions play a mediating role. Authoritarian leadership is positively related to employees' counterproductive behavior. Managers' sleep quality affects employees' counterproductive behavior through managers' positive emotions and authoritarian leadership.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>Individuals should learn to reduce stress and maintain a positive mood. Organizations should reduce employees' overtime work and work stress and find other ways to improve employees' sleep quality.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>First, we considered authoritarian leadership to be dynamic and studied it on a daily basis. Second, we studied the antecedents of authoritarian leadership from the perspective of leaders' states (sleep quality and emotions). Third, we discussed the effect of managers' sleep quality on employee behavior.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140602827","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The paradox of coaching in a non-native language","authors":"Nick C.T. Steel, Joanna Karmowska","doi":"10.1108/jmp-01-2023-0058","DOIUrl":"https://doi.org/10.1108/jmp-01-2023-0058","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Language plays a complex role in coaching, facilitating communication, comprehension and meaning construction. Yet, the implications of coaching in a non-native language are uncertain and under-researched. This study explores the role of non-native language (NNL) in dyadic workplace coaching practice. Specifically, it explores how working in a NNL influences the coaching experience from the coach’s perspective.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A qualitative approach was chosen to explore the way coaches view coaching in a NNL. Twenty-three semi-structured interviews were conducted with coaches experienced in coaching in NNL. Reflexive thematic analysis (RTA) was applied for data analysis.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>NNL coaching presents a paradoxical mix of negative and positive tensions for the coach and coachee in communication, relationship and insight. NNL coaching is nuanced and may be accommodated using coaching competencies to mitigate the potential for misunderstanding and relationship rupture. It offers alternative perspectives to existing worldviews, eliciting deeper insights. Coaches’ confidence in coaching in a NNL varies from a challenging struggle that perceptually hinders performance, through ambivalence, to a sense of greater resourcefulness.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The study contributes to the stream of literature on language in international business, sociolinguistic research and how meaning is constructed in a coaching process. First, the work develops a distinction between coaching in a native language (NL) and a NNL. Second, study results indicate that the context of NNL creates challenges as well as opportunities in a dyadic coaching process, particularly regarding aspects of the coach–coachee relationship and insight elicitation via alternative perspectives. Moreover, several practical implications of the study for the coaching practice are discussed.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140586858","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Ethical leadership behaviors are their own reward for leaders: a moderated mediation model","authors":"Zhixing Xu, Dong Ju","doi":"10.1108/jmp-02-2023-0120","DOIUrl":"https://doi.org/10.1108/jmp-02-2023-0120","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This study investigates the benefits of ethical leadership behaviors for leaders themselves and the underlying mechanisms and boundary conditions of this effect.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Using a multi-time and multi-source survey design, data was collected from both leaders and subordinates across three waves.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Ethical leadership behavior was found to be positively associated with the leader’s moral pride, resulting in the leader’s higher in-role performance and perceived manager effectiveness. The effect of ethical leadership behavior was moderated by core self-evaluation (CSE), such that low-CSE leaders benefit more from these behaviors.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>Organizations should encourage ethical leadership behaviors and educate leaders to develop moral pride from conducting these behaviors. Leaders with low CSEs can enhance their in-role performance and overall effectiveness by taking pride in their ethical leadership behaviors.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The field of study on ethical leadership has predominantly focused on the positive outcomes for recipients, yet it is imperative to examine the self-benefits for leaders as well. This study drew upon affective events theory to posit that ethical leadership behaviors generate moral pride in leaders, leading to improved work-related attitudes and performance outcomes.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140586772","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The double-edged sword: investigating when and why supervisor negative feedback promotes versus inhibits employee performance","authors":"Song Wu, Yue Zhang, Hui Yang, Tian Tian","doi":"10.1108/jmp-05-2023-0292","DOIUrl":"https://doi.org/10.1108/jmp-05-2023-0292","url":null,"abstract":"PurposeThe purpose of this study is to investigate when and why supervisor negative feedback is associated with employees' job performance via two different pathways (i.e. emotion-focused coping and problem-focused coping) and to introduce proactive personality as a moderator.Design/methodology/approachTime-lagged data were collected using a field survey research design. Participants included 389 dyads of employees and their direct supervisors from five companies in China.FindingsSupervisor negative feedback can lead to employees' emotion-focused coping, which in turn impairs their job performance. Meanwhile, supervisor negative feedback can trigger employees’ problem-focused coping, which subsequently promotes their job performance. Furthermore, proactive personality moderates the indirect effect of supervisor negative feedback on employee performance through emotion-focused coping.Originality/valueThis study explored the double-edged effects of supervisor negative feedback on employee job performance from a coping strategy perspective and investigated how proactive personality influences the choice of coping strategies.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2024-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140352406","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}