Human Resource Management最新文献_第6页

Reactions to asynchronous video interviews: The role of design decisions and applicant age and gender 对异步视频面试的反应：设计决策以及申请人年龄和性别的作用

IF 6.6 2区管理学

Human Resource Management Pub Date : 2023-12-12 DOI: 10.1002/hrm.22202

Ottilie Tilston, Franciska Krings, Nicolas Roulin, Joshua S. Bourdage, Michael Fetzer

{"title":"Reactions to asynchronous video interviews: The role of design decisions and applicant age and gender","authors":"Ottilie Tilston, Franciska Krings, Nicolas Roulin, Joshua S. Bourdage, Michael Fetzer","doi":"10.1002/hrm.22202","DOIUrl":"10.1002/hrm.22202","url":null,"abstract":"Asynchronous video interviews (AVIs) are a form of one-way, technology-mediated selection interview that can help streamline and increase flexibility in the hiring process and are used to hire millions of applicants per year. Although applicant reactions to AVIs in general tend to be more negative than with traditional interview modalities, AVIs can differ widely in how they are designed. For instance, applicants can be provided with more or less preparation time, response length, rerecording options, or rely on different question formats. This study examines how AVI design features impact applicant reactions, as well as the moderating role played by applicant age and gender. Data from 27,809 real job applicant's AVI experiences were collected in 11 countries (69.3% English-speaking) from 33 companies and relating to 72 types of positions. Data were fitted with linear mixed-effects models to account for nesting. Results showed that allowing more preparation time and offering the opportunity to rerecord responses were related to more favorable reactions, while including more questions was related to more negative reactions. Applicants above the age of 31 reacted especially negatively to AVIs with more questions while those below the age of 30 preferred being allocated longer maximum response lengths. Women reacted more positively to increased preparation time. These findings might help both AVI vendors and hiring organizations design AVIs that facilitate a positive applicant experience. Our research also expands knowledge on applicant reactions to interviews, highlights crucial differences from traditional formats, and calls for integrating applicant characteristics into current theoretical frameworks on applicant reactions to AVIs.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 2","pages":"313-332"},"PeriodicalIF":6.6,"publicationDate":"2023-12-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138684143","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Out of the shadow? The effect of high-status employee departure on the performance of staying coworkers in financial brokerage firms 走出阴影？金融经纪公司中高层员工离职对留任同事绩效的影响

IF 6.6 2区管理学

Human Resource Management Pub Date : 2023-11-28 DOI: 10.1002/hrm.22201

Pengfei Wang, Jianhao Hu, Jingjiang Liu

{"title":"Out of the shadow? The effect of high-status employee departure on the performance of staying coworkers in financial brokerage firms","authors":"Pengfei Wang, Jianhao Hu, Jingjiang Liu","doi":"10.1002/hrm.22201","DOIUrl":"https://doi.org/10.1002/hrm.22201","url":null,"abstract":"Because high-status employees make disproportional contributions to firms, prior literature suggests that their departure would undermine various organizational outcomes. Building on recent literature, however, we suspect that a high-status employee may have seized disproportional resources and credits from coworkers, thereby restricting them from performing, particularly when the work context is more independent and contested. As a result, the departure of a high-status employee may bring staying coworkers more resources and incentives to perform, causing their performance to improve. To test this possibility, we examine the effect of high-status analysts' departure on the individual performance of analysts who remain, using a sample of sell-side analysts in Chinese financial brokerage firms. Employing a before-and-after treatment research design, we find evidence that after the departure of a high-status analyst, the staying coworkers' individual performance is significantly improved. It is particularly so when they share greater industry overlap with the departing analyst. Our extensional analyses also investigate additional contingencies, which helps provide valuable hints about possible mechanisms.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 2","pages":"293-312"},"PeriodicalIF":6.6,"publicationDate":"2023-11-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140024828","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

The SMART model of work design: A higher order structure to help see the wood from the trees 工作设计的SMART模型:一个更高层次的结构，帮助从树木中看到木材

IF 6.6 2区管理学

Human Resource Management Pub Date : 2023-11-27 DOI: 10.1002/hrm.22200

Sharon K. Parker, Caroline Knight

{"title":"The SMART model of work design: A higher order structure to help see the wood from the trees","authors":"Sharon K. Parker, Caroline Knight","doi":"10.1002/hrm.22200","DOIUrl":"10.1002/hrm.22200","url":null,"abstract":"We propose a new work design model, SMART work design, that identifies five higher order categories of work characteristics, including stimulating work characteristics (task variety, skill variety, information processing requirements, and problem-solving requirements), mastery work characteristics (job feedback, feedback from others, and role clarity), autonomous work characteristics (decision-making autonomy, timing autonomy, and method autonomy), relational work characteristics (social support, task significance, and beneficiary contact), and tolerable work characteristics (low levels of: role overload, work–home conflict, and role conflict). Higher order confirmatory factor analysis of working participants provided initial evidence of this structure (Study 1, N = 1107), which was replicated in an additional dataset (Study 2, time 1, N = 709). To provide further evidence, we examined Study 2 data across three waves (N = 573) to show that each higher order factor at time 1 predicted time 3 job satisfaction either directly or via the theorized time 2 mediators (challenge appraisals, work meaningfulness, fulfillment of relatedness needs, and activated negative affect). In Study 3 (N = 108), employees' scores on specific higher order variables correlated with leader ratings of performance in the expected ways. The SMART work design model provides a unique integrating and multidimensional theory of work design that extends beyond existing models. The model can be used to facilitate the synthesis of research knowledge and guide scholars and practitioners to diagnose and address contemporary work design challenges.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 2","pages":"265-291"},"PeriodicalIF":6.6,"publicationDate":"2023-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22200","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138495055","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Put your own “oxygen mask” on first: A behavioral typology of leaders' self-care 先戴上自己的 "氧气面罩"：领导者自我保健的行为类型学

IF 6.6 2区管理学

Human Resource Management Pub Date : 2023-10-25 DOI: 10.1002/hrm.22199

Chia-Yen Chiu, Chad, Matylda Howard, Edilene Lopes, Carol T. Kulik, Michelle R. Tuckey

{"title":"Put your own “oxygen mask” on first: A behavioral typology of leaders' self-care","authors":"Chia-Yen Chiu, Chad, Matylda Howard, Edilene Lopes, Carol T. Kulik, Michelle R. Tuckey","doi":"10.1002/hrm.22199","DOIUrl":"10.1002/hrm.22199","url":null,"abstract":"Organizational leaders are essential in implementing, interpreting, and even proactively initiating changes for human resource (HR) functions to enhance workplace productivity and well-being. However, recent studies have cautioned that providing positive and supportive leadership usually drains these organizational leaders. Although the literature has shed light on how leaders can use self-care strategies to recharge, researchers and HR professionals know relatively little about (1) what specific self-care actions leaders can take and (2) how external crises such as COVID-19 constrain leaders' self-care actions. To identify specific leaders' self-care behaviors, which we refer to as oxygen masks, we interviewed 41 healthcare managers in Australia during the COVID-19 pandemic in 2020. We presented a behavioral typology summarizing distinct oxygen masks that leaders used at different points in time. These oxygen masks include improving physical well-being, improving emotional/spiritual/social well-being, fulfilling managerial roles, and seeking collegial and organizational support. Moreover, we concluded that the COVID-19 restrictions made some of these oxygen masks less accessible, negatively impacting leaders' well-being. Our research conclusions have implications for theory and future studies on extending the literature associated with leadership development, leaders' resilience, and leaders' well-being. The results also provide HR professionals with practical suggestions about assisting line managers in improving their self-care and sustaining their leadership effectiveness.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 2","pages":"243-263"},"PeriodicalIF":6.6,"publicationDate":"2023-10-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22199","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135218933","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Effects of formal mentoring support on newcomer–protégé affective organizational commitment: a self-concept-based perspective 正式指导支持对新人-被指导者情感组织承诺的影响：基于自我概念的视角

IF 6.6 2区管理学

Human Resource Management Pub Date : 2023-10-21 DOI: 10.1002/hrm.22198

Thomas A. Birtch, Zhenyao Cai, Flora F. T. Chiang

{"title":"Effects of formal mentoring support on newcomer–protégé affective organizational commitment: a self-concept-based perspective","authors":"Thomas A. Birtch, Zhenyao Cai, Flora F. T. Chiang","doi":"10.1002/hrm.22198","DOIUrl":"10.1002/hrm.22198","url":null,"abstract":"The study proposes and tests a self-concept-based perspective for the effects of formal mentoring support on affective organizational commitment (AOC) via multiple mediators. Using time-lagged multi-source dyadic data (n = 203), we demonstrate that formal mentoring support significantly influences newcomer–protégés' AOC through an underlying self-evaluative mechanism indicated by organization-based self-esteem (OBSE), even in the presence of a well-established alternative mediator (perceived organizational support; POS). Moreover, we further demonstrate when or under what circumstances such effects might be attenuated or exaggerated by introducing a salient boundary condition to such a process (i.e., perceived mentor organizational prototypicality). As the findings reveal, by making newcomer–protégés feel good about themselves in the workplace (i.e., perceive self-value) formal mentoring support can also promote organizational commitment, effects that are likely to be amplified when the formal mentor is perceived to be prototypical of the organization. Thus, bridging the mentoring and socialization literatures, the inclusion of our proposed mediators and moderator and testing their relationships simultaneously not only provides a more nuanced view of the underlying mechanisms through which the effects of formal mentoring support are channeled to influence newcomer–protégés' work attitudes but it offers new theoretical elaboration and contextual understanding that we hope will prompt future research and be of benefit to human resource practitioners. Implications to theory, practice and future research directions are discussed.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 2","pages":"225-242"},"PeriodicalIF":6.6,"publicationDate":"2023-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135512501","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

You make me anxious! Witnessing safety violations during the daily commute and at work leads to employee work withdrawal 你让我焦虑！在日常通勤和工作中目睹违反安全规定的行为，导致员工退出工作

IF 6.6 2区管理学

Human Resource Management Pub Date : 2023-09-20 DOI: 10.1002/hrm.22197

Seonghee Cho, Sooyeol Kim, Hun Whee Lee, Zhuyi Angelina Li

{"title":"You make me anxious! Witnessing safety violations during the daily commute and at work leads to employee work withdrawal","authors":"Seonghee Cho, Sooyeol Kim, Hun Whee Lee, Zhuyi Angelina Li","doi":"10.1002/hrm.22197","DOIUrl":"10.1002/hrm.22197","url":null,"abstract":"Safety literature has traditionally focused on identifying and managing risk factors that lead to safety outcomes (e.g., injuries, accidents, death) at work. The current study takes a new perspective on employee safety and proposes that safety-related experience has more general work implications. Drawing on theories of stress coping and workplace anxiety, we test a mechanism on how employees’ daily experiences of safety threats are related to their work behavior via negative emotional reactions. Specifically, we focus on employees’ experiences of safety violations on the way to work and at work during the ongoing struggles with COVID-19. Our daily diary study (Level 1 N = 778, Level 2 N = 84; office workers in South Korea) shows that experiencing safety violations during the daily commute and at work is associated with increased state health anxiety at work, which then translates into work withdrawal on that day. Furthermore, we introduce organizational safety climate as an important mitigating factor of this stress-coping process, as such a climate can emphasize management's commitment to safety.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 2","pages":"207-223"},"PeriodicalIF":6.6,"publicationDate":"2023-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136264749","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Enacting people analytics: Exploring the direct and complementary effects of analytical and storytelling skills 实施人员分析：探索分析和讲故事技能的直接和互补效果

IF 6.6 2区管理学

Human Resource Management Pub Date : 2023-09-07 DOI: 10.1002/hrm.22194

Steven McCartney, Na Fu

{"title":"Enacting people analytics: Exploring the direct and complementary effects of analytical and storytelling skills","authors":"Steven McCartney, Na Fu","doi":"10.1002/hrm.22194","DOIUrl":"10.1002/hrm.22194","url":null,"abstract":"Although research identifies analytical and storytelling skills as the two broad human capital inputs required to perform people analytics, further research is required to better understand how People Analysts that is, the enactors of people analytics, perceive the impact of these skills on their performance. Accordingly, this study draws on the human capital resource (HCR) and HCR complementarity frameworks to investigate the individual and collective impact of analytical and storytelling skills on People Analysts perceived job performance. A mixed-method sequential explanatory research design is adopted, finding mixed results. Consistent with existing research, results from Phase 1 find People Analysts perceive storytelling skills to be positively associated with their job performance. However, contrary to existing claims, the findings reveal that analytical skills are only perceived to be significant in influencing People Analysts job performance when combined with storytelling skills, supporting a complementarity HCR relationship. To further explain the findings from Phase 1, Phase 2 involved collecting data from 50 people analytics professionals via semi-structured interviews. Results from the thematic analysis reinforce the survey findings while also illustrating that People Analysts perceive the complementarity relationship between analytical and storytelling skills as important for improving job performance. Accordingly, we argue that debate in this area should be reframed to acknowledge the necessity of complementarities in building people analytics capabilities.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 2","pages":"187-205"},"PeriodicalIF":6.6,"publicationDate":"2023-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22194","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49386174","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Correction to “Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values” 更正“绿色人力资源管理实践对员工工作场所绿色行为的影响：心理绿色气候和员工绿色价值观的作用”

IF 6.6 2区管理学

Human Resource Management Pub Date : 2023-08-30 DOI: 10.1002/hrm.22193

{"title":"Correction to “Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values”","authors":"","doi":"10.1002/hrm.22193","DOIUrl":"10.1002/hrm.22193","url":null,"abstract":"Dumont, J., Shen, J. and Deng, X. (2017), Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values. Hum Resour Manage, 56: 613–627. https://doi.org/10.1002/hrm.21792On P.619: in-role and extra-role green behavior is measured using the respective five and six-item scales (instead of three-item scales) developed by Bissing-Olson, Iyer, Fielding, and Zacher (2013). On P.620: CFI = 0.92 and TFI = 0.91 for the four-factor model instead of CFI = 0.86 and IFI = 0.86. On P.621: the partial mediation (χ2 = 398.032, df = 166, RMSEA = 0.06, CFI = 0.97, TLI =0.97) fitted slightly better than the full-mediation model (χ2 = 451.139, df = 167, RMSEA = 0.07, CFI = 0.96, TLI =0.95) for in-role behavior. The partial mediation (χ2 = 430.859, df = 186, RMSEA = 0.058, CFI = 0.97, TLI =0.97) is not significantly better than the full-mediation model (χ2 = 433.279, df = 187, RMSEA = 0.058, CFI = 0.97, TLI =0.96) for extra-role behavior. When the CVs are included, the main effects of green HRM were found to be significant for both in-role green behavior (β = 0.30, p < 0.01) and extra-role green behavior (β = 0.19, p < 0.01).We apologize unreservedly for this error.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 1","pages":"159"},"PeriodicalIF":6.6,"publicationDate":"2023-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22193","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41292250","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Answerable for what? The role of accountability focus in line manager HR implementation 对什么负责?问责制在直线经理人力资源执行中的作用

IF 6.6 2区管理学

Human Resource Management Pub Date : 2023-08-24 DOI: 10.1002/hrm.22189

Rebecca Hewett, David Sikora, Jeremy Brees, Rowan Moelijker

{"title":"Answerable for what? The role of accountability focus in line manager HR implementation","authors":"Rebecca Hewett, David Sikora, Jeremy Brees, Rowan Moelijker","doi":"10.1002/hrm.22189","DOIUrl":"10.1002/hrm.22189","url":null,"abstract":"Line managers are often responsible for implementing HR practices in organizations. Why do some line managers implement HR practices as intended while others do not? We draw on the concept of accountability focus to highlight that managers' HR implementation behavior is driven by what they feel accountable for, and we examine how accountability focus is shaped by characteristics of managers' role. We test our theoretical model across two field studies: a three-wave survey with managers and a study with dyads of managers and employees. When managers experienced more autonomy in their HR role, they felt more accountable for outcomes and were less likely to implement HR practices, but this was mitigated when managers also felt competent in their HR responsibilities. More competent managers felt more accountable for processes and in turn were more likely to implement HR practices, which positively related to employees' discretionary effort. Our findings highlight boundaries to managerial autonomy, and theoretical insights about the motivational mechanisms, which drive HR implementation, with implications for employees. We contribute to theory on managerial accountability by elaborating the nomological net of accountability focus and, by developing a measurement scale through several pilot studies, provide opportunities for further research.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 2","pages":"165-185"},"PeriodicalIF":6.6,"publicationDate":"2023-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/hrm.22189","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46694801","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Delayed pay and employee turnover: The buffering role of pay-for-performance 延迟薪酬与员工流动:绩效薪酬的缓冲作用

IF 6.6 2区管理学

Human Resource Management Pub Date : 2023-08-23 DOI: 10.1002/hrm.22191

Kong Zhou, Ying Xia, Guanglei Zhang, Wei He, Kaifeng Jiang

{"title":"Delayed pay and employee turnover: The buffering role of pay-for-performance","authors":"Kong Zhou, Ying Xia, Guanglei Zhang, Wei He, Kaifeng Jiang","doi":"10.1002/hrm.22191","DOIUrl":"10.1002/hrm.22191","url":null,"abstract":"In response to a financial crisis, many organizations adjust their pay systems to reduce labor costs. In this research, we focus on the use of delayed pay (the postponement of employees' contractual compensation) and examine its effect on employee voluntary turnover outcomes. In a field study (Study 1) with data collected from the executive managers of 129 Chinese hotels experiencing a financial crisis caused by coronavirus disease 2019 (COVID-19), we find a positive relationship between delayed pay and the voluntary turnover rate at the organizational level. In addition, this relationship becomes weaker when delayed pay consists of a larger proportion of pay-for-performance (PFP). We then conduct an experiment (Study 2) to extend our theoretical framework to the individual level, establish causality, and examine the underlying mechanism. The results show that the perceived negative instrumentality of stay (i.e., expected economic losses associated with staying in an organization) explains why individuals intend to leave organizations adopting delayed base pay but not delayed PFP. We further replicate these findings in a critical incident technique study (Study 3). We also discuss the theoretical and practical implications of these findings.","PeriodicalId":48310,"journal":{"name":"Human Resource Management","volume":"63 1","pages":"121-139"},"PeriodicalIF":6.6,"publicationDate":"2023-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48489119","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0