Journal of Operations Management最新文献

{"title":"Rent, Retrieve, Repeat Until Sold: Demand Process Specification and Modular Estimation Framework for the Rent-to-Own Business","authors":"Milad Armaghan,&nbsp;Metin Çakanyıldırım,&nbsp;Andrew E. Frazelle,&nbsp;Daniel Glasky,&nbsp;Divakar Rajamani","doi":"10.1002/joom.70011","DOIUrl":"https://doi.org/10.1002/joom.70011","url":null,"abstract":"<div>\u0000 \u0000 <p>Rent-to-own (RTO) firms rent products for a periodic fee and allow a renter to buy the rented product at specified buyout prices during the rental. Accurately capturing the renters' decision process, as well as their ownership and rental utilities, is required for determining their willingness to pay buyout prices in different periods. We develop a modular framework that cleanly separates solving a renter's decision problem from estimating utility. We consider renters with varying degrees of sophistication and alertness to buyout offers. Using washer, dryer, and mattress data from a prominent RTO firm, for each decision model, we estimate utilities and the probabilities of abandoning the rental, neglecting the buyout offer, and considering the buyout offer. We find that renters have short decision horizons and frequently neglect buyout offers. Also, their utilities remain stable throughout the rentals. Moreover, renters who opt for rental agreements with higher rental fees or longer terms tend to have higher ownership utilities. Based on our counterfactual analyses, for washer or dryer renters, we suggest initiating efforts to remind renters of buyout offers. In contrast, for mattresses, whose renters more frequently consider buyout offers, we find that profits would be increased by setting prices higher.</p>\u0000 </div>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 8","pages":"1165-1184"},"PeriodicalIF":10.4,"publicationDate":"2025-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145646799","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}

{"title":"Failure Modes in Servitization: A Process Theory","authors":"Xichen Sun,&nbsp;Rogelio Oliva","doi":"10.1002/joom.70009","DOIUrl":"https://doi.org/10.1002/joom.70009","url":null,"abstract":"<p>The implementation of servitization as a business strategy remains a significant challenge for firms seeking to offer integrated product-service bundles. Despite the growing body of research in the servitization literature, an integrative framework for explaining the recurring failures in servitization efforts has yet to emerge. Through a qualitative meta-analysis of empirical evidence documented in existing case studies, we develop a process theory that examines the tensions between product and service businesses during the service business development process. Our study identifies three common servitization failure modes, highlights the contributing factors across various stages of servitization, and establishes causal links between structural elements and behavioral outcomes to explain the heterogeneity in service business performance. By adopting a process perspective, we provide a more nuanced understanding of servitization dynamics, offering new insights that complement and extend established theories on firm growth and capability development. We conclude by discussing managerial implications for firms pursuing a servitization strategy and outlining future research steps to test and further refine the proposed theory.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"72 1","pages":"42-63"},"PeriodicalIF":10.4,"publicationDate":"2025-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.70009","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145887727","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}

{"title":"How to Mitigate Misinformation Diffusion on Blockchain-Based Decentralized Social Network Platforms? Insights From an Agent-Based Simulation Model","authors":"Onkar S. Malgonde,&nbsp;Balaji Padmanabhan,&nbsp;Sunil Mithas","doi":"10.1002/joom.70007","DOIUrl":"https://doi.org/10.1002/joom.70007","url":null,"abstract":"<div>\u0000 \u0000 <p>Although the spread of misinformation on centralized social media platforms has received significant attention, few studies compare centralized and decentralized platforms, and how to mitigate misinformation diffusion in newly emerging blockchain-based decentralized social network platforms. We study misinformation diffusion between the decentralized and the centralized platforms and identify three decentralized governance mechanisms to mitigate the spread of misinformation in decentralized networks: user flagging, user article ratings, and user reputation. Our empirical experiments using agent-based simulations leveraging real-world data from two platforms reveal two findings. First, comparing misinformation diffusion between the decentralized Steemit and the centralized Pokec platforms suggests that in the absence of any mitigation mechanisms, misinformation in decentralized platforms affects more users, at faster rates, and reaches shorter distance from the misinformation initiating user. Second, within the decentralized platforms, misinformation affects fewer users, at slower rates, and reaches shorter distance from the misinformation initiating user in the presence of mitigating mechanisms than in their absence. We discuss the implications of these results both for the understanding of misinformation diffusion and for the governance of decentralized social network platforms.</p>\u0000 </div>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 7","pages":"1068-1084"},"PeriodicalIF":10.4,"publicationDate":"2025-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145196968","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}

{"title":"Managerial Efficiency and Reverse-Flow Complexity in a Circular Economy","authors":"Sergey Naumov,&nbsp;Saurabh Bansal,&nbsp;V. Daniel R. Guide","doi":"10.1002/joom.70010","DOIUrl":"https://doi.org/10.1002/joom.70010","url":null,"abstract":"<p>A Circular Economy (CE) is a system in which products are collected after customers have used them, remanufactured, and then put back into circulation for further use. This reduces the need for virgin materials to manufacture new units and wastage from used units. However, it is well known that delays in inventory returns often lead managers to make suboptimal ordering decisions. This problem is particularly significant in CE systems, where inadequate inventory management can significantly reduce or even negate the benefits of CE. The existing literature lacks evidence on the magnitude of this issue and its key contributing factors. Addressing this gap is essential for developing operational details and maximizing the benefits of CE systems. Using a novel complexity ordering based on a formal characterization of the reverse flow of goods, we investigate the efficiency of managerial decision-making. In our experimental study, participants made inventory replenishment decisions in various CE systems that differed in the complexity of reverse flow. We found that participants' operating costs were substantially higher than the simple benchmark costs, and as the CE system became more complex in reverse flow, the suboptimality of managerial decision-making worsened. Our experimental results provide prescriptions and guidance for practitioners by identifying: (i) CE configurations for which managerial decision-making tends to be better, and (ii) behavioral nudges to improve the efficiency of decision-making.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 8","pages":"1115-1142"},"PeriodicalIF":10.4,"publicationDate":"2025-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.70010","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145646553","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}

{"title":"The Impact of Blockchain-Enabled Smart Contracts on Firms' Operational Efficiency","authors":"Yangchun Xiong,&nbsp;Li Ding,&nbsp;Shu Guo,&nbsp;Tsan-Ming Choi,&nbsp;Hugo K. S. Lam","doi":"10.1002/joom.70006","DOIUrl":"https://doi.org/10.1002/joom.70006","url":null,"abstract":"<div>\u0000 \u0000 <p>Smart contracts, enabled by blockchain technology, are increasingly adopted by firms to automate the execution of agreements or contracts without the involvement of intermediaries. However, it is still unclear how smart contracts may affect firms' operational efficiency. We address this issue empirically by conducting a quasi-natural experiment in the United States in which certain states have enacted relevant laws that increase in-state firms' propensity to adopt and use smart contracts. Our difference-in-differences estimation suggests that compared with out-of-state control firms, in-state treatment firms' operational efficiency increases significantly after the enactment of smart contract laws. Our post hoc analysis further suggests that state-level smart contract laws help increase in-state firms' actual smart contract activities, which in turn lead to operational efficiency improvement. We also find that the operational efficiency improvement varies across firms with different supply chain complexities. While firms with a large number of supply chain partners (i.e., high horizontal complexity) gain more operational efficiency improvement, the improvement becomes less pronounced if firms' supply chain partners are distributed across different countries (i.e., high spatial complexity). Overall, our research not only demonstrates smart contracts' ability to improve operational efficiency but also reveals the critical role of supply chain complexity in affecting the operational efficiency improvement.</p>\u0000 </div>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 7","pages":"939-963"},"PeriodicalIF":10.4,"publicationDate":"2025-07-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145196781","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}

{"title":"Governing Within Semirigid Limits: Navigating the Centralization–Decentralization Paradox in Blockchain-Based Platforms","authors":"Marvin Hanisch,&nbsp;Curtis Goldsby,&nbsp;Mélissa Fortin,&nbsp;Michael Rogerson","doi":"10.1002/joom.70001","DOIUrl":"https://doi.org/10.1002/joom.70001","url":null,"abstract":"<p>Blockchain-based platforms can facilitate data sharing and coordination in interorganizational ecosystems by enabling secure, tamper-evident recordkeeping and streamlined, trust-minimized transactions across organizational boundaries. However, their decentralized architecture may conflict with the centralized control exercised by platform sponsors, giving rise to a centralization–decentralization paradox. This study explores how this paradox unfolds in a large, blockchain-based logistics platform that was ultimately discontinued. Through an in-depth, longitudinal case study, we identify three interrelated governance contradictions—regarding ownership, trust, and growth—that triggered destabilizing oscillations between centralized and decentralized governance modes. We introduce the concept of <i>semirigid limits</i> to capture the bounded flexibility within which governance can be made and adapted under such paradoxical conditions. Our findings show that the centralization–decentralization paradox is especially difficult to navigate when strategic boundary conditions—here, industry competition, fragmented coordination, and high interdependencies—are present. Our study contributes to the paradox and governance literature by theorizing how governance contradictions emerge and persist and by identifying the mechanisms that constrain alignment and adaptation. We also offer guidance for managers in regard to addressing the competing demands of centralization and decentralization in interorganizational platforms.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 7","pages":"917-938"},"PeriodicalIF":10.4,"publicationDate":"2025-06-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.70001","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145196897","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}

{"title":"Objectives and Guidelines for Advancing Research on Inter-Organizational Operations in the Journal of Operations Management","authors":"Xiaosong Peng,&nbsp;David,&nbsp;Sriram Narayanan","doi":"10.1002/joom.70004","DOIUrl":"https://doi.org/10.1002/joom.70004","url":null,"abstract":"<p>In today's business environment, firms must manage the intricate interdependencies between their internal operations and a broad network of external entities. Establishing and maintaining robust connections with a diverse array of stakeholders—including suppliers, customers, third-party service providers, regulatory bodies, external research and development (R&amp;D) organizations, and academic institutions such as universities, has become essential. An interorganizational view of operations is fundamental to an accurate understanding of the context in which process development and improvement occurs, and therefore, the potential for operational actions to generate tangible outcomes. By working collaboratively with these external entities, firms can not only optimize operational performance but also foster innovation, adaptability, and sustained competitive advantage. Thus, researching the drivers, processes, and outcomes of interorganizational operations at different levels of organizations is central to the mission of the Journal of Operations Management.</p><p>While there is no formal definition of inter-organizational operations (IOO) in the operations and supply chain management literature, several related definitions exist. At JOM, we adopt the perspective provided by Oliver (<span>1990</span>), and akin to that of Dyer and Singh (<span>1998</span>), defining inter-organizational relationships as the transactions, flows, and linkages that underlie the relationships between operations in different organizations that collaborate in networks to achieve shared goals.</p><p>The landscape of interorganizational operations thus includes suppliers, customers, ecosystem partners (e.g., third-party service providers), academic entities, and policy stakeholders that often share key human, physical, and knowledge assets with firms. Such organizations exist both in local and global environments. Furthermore, inter-organizational operations (IOO) encompass not only physical, informational, and financial flows but also the movement of talent (people), ideas and knowledge, and legal rights (e.g., franchises), among other things. These flows often occur outside the conventional supplier-customer relationships, such as those involving universities, consulting firms, and other professional service or knowledge providers. In many instances, relationships among these various entities can be little more than arms-length and transactional, if they formally exist at all (i.e., in some cases, firms merely exist in a shared ecosystem). In contrast, in other instances, highly embedded operational co-dependencies are more emblematic. Indeed, operational dynamics are often shaped by both competitive and coopetitive capabilities. A prominent example of coopetition is the relationship between Microsoft and OpenAI—Microsoft is a major investor in OpenAI, yet the two also compete (e.g., Microsoft Copilot vs. ChatGPT).</p><p>As a result, key domains of operational activi","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 5","pages":"725-728"},"PeriodicalIF":6.5,"publicationDate":"2025-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.70004","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144524613","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}

{"title":"Beyond the Yield: Enhancing Agricultural Sustainability Through Operations Management","authors":"Christian F. Durach,&nbsp;Dayna Simpson,&nbsp;Frank Wiengarten,&nbsp;Zhaohui Wu","doi":"10.1002/joom.1375","DOIUrl":"https://doi.org/10.1002/joom.1375","url":null,"abstract":"&lt;p&gt;Historical records indicate that the collapse of many ancient civilizations, such as those of the Sumer, the Mayans, the Indus Valley, and Rome, was partly driven by the failure of agricultural systems (Diamond &lt;span&gt;2011&lt;/span&gt;; Raman &lt;span&gt;2024&lt;/span&gt;). Many modern farming systems around the globe are potentially approaching similar failures as they struggle with critical challenges such as changing climate or soil biodiversity loss, pressures to reduce costs, new technologies, and infectious diseases or pest outbreaks such as avian bird-flu (Caserta et al. &lt;span&gt;2024&lt;/span&gt;; Chen and Chen &lt;span&gt;2021&lt;/span&gt;; Cinner et al. &lt;span&gt;2022&lt;/span&gt;; Guo et al. &lt;span&gt;2022&lt;/span&gt;; Shi (Junmin) et al. &lt;span&gt;2019&lt;/span&gt;).&lt;/p&gt;&lt;p&gt;Agriculture remains essential to the continuity and stability of human civilization. Recognizing its central role, the United Nations has designated ending hunger and achieving food security as a core Sustainable Development Goal (SDG 2). Yet competing pressures to increase agricultural output and lower costs are more often than not in conflict with constraints on natural resources, which have led to major challenges for agricultural supply chains and the environment, its labor force (e.g., increased exploitation, migration), and animals in the system (Howard and Forin &lt;span&gt;2019&lt;/span&gt;; Rossi and Garner &lt;span&gt;2014&lt;/span&gt;; Wiengarten and Durach &lt;span&gt;2021&lt;/span&gt;; Yang et al. &lt;span&gt;2024&lt;/span&gt;). Furthermore, these conflicts have been exacerbated by power imbalances between large markets and small suppliers, and because the degradation of agricultural regions has taken a proportionally greater toll on less well-developed economies (Gómez and Lee &lt;span&gt;2023&lt;/span&gt;).&lt;/p&gt;&lt;p&gt;Scholarly attention to production systems within the agricultural economics domain has a long history (Le Gal et al. &lt;span&gt;2011&lt;/span&gt;). In recent years, researchers in this field have focused increasingly on identifying more sustainable methods of agricultural production (e.g., Campi et al. &lt;span&gt;2021&lt;/span&gt;; Christiaensen et al. &lt;span&gt;2021&lt;/span&gt;; Giller et al. &lt;span&gt;2021&lt;/span&gt;; Jayne and Sanchez &lt;span&gt;2021&lt;/span&gt;; Rehman et al. &lt;span&gt;2022&lt;/span&gt;; Touch et al. &lt;span&gt;2024&lt;/span&gt;). This has sought, for example, more efficient, less impactful, or technology-driven methods of production that improve yield and reduce harm. These topics are very much in the wheelhouse of the operations management (OM) discipline, yet contributions from OM researchers that explore within, or offer solutions to agricultural systems, have been limited. Given OM's foundational focus on production processes and systems, however, our field is uniquely positioned to meaningfully address the challenges currently facing global agricultural production systems.&lt;/p&gt;&lt;p&gt;In the present paper, we recognize and reflect on this gap in OM in order to provide a foundation for the special issue (SI) on sustainable agriculture. The goal of the SI was to achieve two key objectives: (i) raise awareness within","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 4","pages":"516-528"},"PeriodicalIF":6.5,"publicationDate":"2025-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1375","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144206712","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}

{"title":"Switching the Telescope Lens: A Sociomaterial Perspective of Sustainable Agricultural (Proto)Practices Transfer in an Agrifood Supply Chain","authors":"Minelle E. Silva,&nbsp;Karina A. Santos,&nbsp;Susana C. F. Pereira,&nbsp;Linda C. Hendry","doi":"10.1002/joom.1369","DOIUrl":"https://doi.org/10.1002/joom.1369","url":null,"abstract":"<p>This study investigates the implementation and transfer of sustainable agricultural practices (SUSAPs) across a multitier agrifood supply chain (SC) using Brazilian poultry farming as the empirical context. We conduct an interpretive case study of buyer–supplier–subsupplier triads, including those certified under Global Good Agricultural Practices (GAP) and noncertified counterparts, using interviews, observations, and secondary data. Adopting a sociomaterial perspective, we investigate how SUSAPs' components—meanings, materials, and competencies—are embedded within specific SC tiers and transferred across the triad. A zoom-in analysis reveals that only animal welfare is a fully adopted practice, whereas waste management, working conditions, and biosecurity remain in development as protopractices. A zoom-out analysis of SUSAPs' components shows limited buyer influence across the triad, while first-tier suppliers facilitate SUSAP transfer. We advance theory by demonstrating how a sociomaterial perspective explains the degree of SUSAPs' implementation and transfer, and introducing the <i>boomerang effect</i>, illustrating how first-tier suppliers enable SUSAP implementation among certified and noncertified subsuppliers to ensure safer and more sustainable products. These insights help managers transfer SUSAPs into their SCs by leveraging first-tier suppliers as boundary spanners.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 4","pages":"529-549"},"PeriodicalIF":6.5,"publicationDate":"2025-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1369","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144206705","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}

{"title":"From Power to Sustainability? Unpacking the Role of Justice in Agricultural Commodity Supply Networks","authors":"Felipe Alexandre de Lima,&nbsp;Evelyne Vanpoucke,&nbsp;Stefan Gold,&nbsp;Stefan Seuring","doi":"10.1002/joom.1372","DOIUrl":"https://doi.org/10.1002/joom.1372","url":null,"abstract":"<p>Agricultural commodity supply networks in the Global South are essential for securing the global supply of crops and livestock. However, they are challenged by power asymmetries, which cause injustice and jeopardize social equity, environmental stewardship, and economic viability for disadvantaged actors. To address this challenge, it is imperative to understand how power impacts justice and sustainability. To this end, we examined a supply network in Mato Grosso, Brazil, that faced power asymmetries through 49 semi-structured interviews, field observations, and archival data. The analysis unveiled three forms of power use—excessive, strategic, and balanced—and associated tactics, impacting justice and sustainability outcomes in various ways. We illustrate, for example, how excessive power manifested in traders' abusive tactics, who compelled farmers to accept quality discounts due to external factors, such as heavy rain or poor road conditions. In response to these injustices, farmers cascaded the pressure through the supply network, disproportionately affecting disadvantaged actors, for instance, by withholding rural workers' wages for low productivity or eradicating wildlife deemed detrimental to profitability. Based on these findings, we provide a set of six propositions and a theoretical model that elucidate how power can be leveraged to foster fairer and more sustainable agricultural commodity supply networks.</p>","PeriodicalId":51097,"journal":{"name":"Journal of Operations Management","volume":"71 4","pages":"550-574"},"PeriodicalIF":6.5,"publicationDate":"2025-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joom.1372","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144206706","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}