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Article
Publication date: 1 June 2002

Gregory Murphy, James Athanasou and Neville King

The purpose of this study was to examine the role of organizational citizenship behaviour as a component of job performance. Participants comprised 41 human‐service workers, who…

11969

Abstract

The purpose of this study was to examine the role of organizational citizenship behaviour as a component of job performance. Participants comprised 41 human‐service workers, who completed a job satisfaction questionnaire and were rated for their organizational citizenship, as well as being measured on three discretionary organizational participant behaviours. Job satisfaction correlated significantly with organizational citizenship and participation behaviours (correlations ranged from +0.40 to +0.67). Findings were consistent with the view that satisfaction may not be reflected in productivity but is evident in discretionary involvement in the workplace. Implications for monitoring and managing a wide range of employee behaviours are outlined.

Details

Journal of Managerial Psychology, vol. 17 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

Book part
Publication date: 1 January 2005

Paul D. Bliese is currently the commander of the U.S. Army Medical Research Unit – Europe. He received his Ph.D. in Applied Social Psychology from Texas Tech University. His…

Abstract

Paul D. Bliese is currently the commander of the U.S. Army Medical Research Unit – Europe. He received his Ph.D. in Applied Social Psychology from Texas Tech University. His research interests include multilevel methodology, leadership, and occupational stress. He is a consulting editor for the Journal of Applied Psychology, and also serves on the editorial boards of Leadership Quarterly and Organizational Research Methods. His work has appeared in the Human Performance, Journal of Applied Psychology, Journal of Applied Social Psychology, Journal of Occupational Health Psychology, Journal of Organizational Behavior, and Organizational Research Methods.Kristina A. Bourne is a doctoral candidate in Organization Studies at the University of Massachusetts at Amherst, where she also obtained a M.B.A. and a Women’s Studies Graduate Certificate. Her academic interests include gender and organization as well as family-friendly policies and benefits. She is currently working on her dissertation in the area of women business owners, and on a collaborative research project focusing on part-time work arrangements.Gilad Chen is an Assistant Professor of Psychology at the Georgia Institute of Technology. He received his Ph.D. in Industrial-Organizational Psychology from George Mason University. His research focuses on work motivation, teams, and leadership, with particular interests in modeling motivation and performance in work team contexts and the examination of multilevel organizational phenomena. His work has appeared in the Academy of Management Journal, Human Performance, Journal of Applied Psychology, Journal of Organizational Behavior, and Organizational Research Methods.Jae Uk Chun is a doctoral student in Organizational Behavior in the School of Management at the State University of New York at Binghamton, where he is also research assistant of the Center for Leadership Studies. His major research interests include leadership, group dynamics and group decision-making, and multiple levels of analysis issues.Vinit M. Desai is a doctoral student and researcher in Organizational Behavior and Industrial Relations at the Walter A. Haas School of Business, University of California at Berkeley. His research interests include organizational learning, sensemaking, and error cognition in high reliability organizations.Shelley D. Dionne is an Assistant Professor of Organizational Behavior and Leadership in the School of Management at Binghamton University, and a fellow in the Center for Leadership Studies. She received her Ph.D. in Organizational Behavior from Binghamton University. Her research interests include leadership and creativity, levels of analysis issues, and team development and training.Daniel G. Gallagher (Ph.D. – University of Illinois), is the CSX Corporation Professor of Management at James Madison University in Harrisonburg, Virginia. He currently serves on the editorial boards of the Journal of Organizational Behavior, Journal of Management, and Industrial Relations (Berkeley). His current research interests include the multi-disciplinary study of contingent employment and other forms of work outside of the traditional employer – employee relationship.David A. Hofmann (Ph.D., The Pennsylvania State University) is currently Associate Professor of Management at the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill. His research interests include safety issues in organizations, multi-level analysis, organizational climate/culture and leadership, content specific citizenship behavior, and the proliferation of errors in organizations. In 1992, he was awarded the Yoder-Heneman Personnel Research award by the Society for Human Resource Management. His research appears in a number of journals including the Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Journal of Management, Organizational Behavior and Human Decision Process, and Personnel Psychology. He has also co-authored several book chapters, edited a book (Safety and Health in Organizations: A Multi-level Perspective), and presented papers/workshops at a number of professional conferences.James G. (Jerry) Hunt (Ph.D. University of Illinois at Urbana-Champaign) is the Paul Whitfield Horn Professor of Management, Trinity Company Professor in Leadership and Director of the Institute for Leadership Research at Texas Tech University. He is the former editor of the Journal of Management and current Senior Editor of The Leadership Quarterly. He founded and edited the eight volume leadership symposia series, and has authored or edited some 200 book and journal publications. His current research interests include processual approaches to leadership and organizational phenomena and the philosophy of the science of management.Kimberly S. Jaussi is an Assistant Professor of Organizational Behavior and Leadership in the School of Management at Binghamton University and a fellow in the Center for Leadership Studies. She received her doctorate from the Marshall School of Business at the University of Southern California. Her research interests include unconventional leader behavior, creativity and leadership, identity issues in diverse groups, and organizational commitment.Lisa M. Jones is a doctoral candidate in Organizational Behavior at the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill. She received her B.A. from the University of California at Berkeley and her M.B.A. and M.A. from Brigham Young University. Her research interests include leadership, collective personality, and innovation implementation.Kyoungsu Kim is Associate Professor of Organization in the College of Business Administration, Chonnam National University. His major fields of interest are culture and leadership at multiple levels of analysis. His research focuses on charismatic leadership, organizational structure, roles, culture, and multiple levels of analysis.Barbara S. Lawrence is Professor of Human Resources and Organizational Behavior at the UCLA Anderson Graduate School of Management. She received her Ph.D. from the Sloan School of Management at MIT. Dr. Lawrence’s current research examines organizational reference groups, the evolution of organizational norms, internal labor markets and their effects on employees’ expectations and implicit work contracts, and the impact of population age change on occupations.Craig C. Lundberg is the Blanchard Professor of Human Resource Management at Cornell University’s School of Hotel Administration. He works with organizations facilitating organizational and personal development and publishes extensively (over 200 articles and chapters, five co-authored books). His current scholarship focuses on organizational change and culture, consultancy, alternative inquiry strategies, and sensemaking and emotions in work settings.Kenneth D. Mackenzie is the Edmund P. Learned Distinguished Professor in the School of Business at the University of Kansas. He is also the President of a pair of consulting companies which support and enrich his research. He is a Fellow of the American Association for the Advancement of Science. He serves on various editorial boards and has published numerous books and articles. He received a B.A. in Mathematics and a Ph.D. in Business Administration from the University of California at Berkeley. He has spent his career trying to overcome the handicap of “excessive theoretical education.”Peter Madsen is a doctoral student at the Walter A. Haas School of Business, University of California at Berkeley. His thesis work examines the processes by which organizations attempt to learn from past failures and the organizational actions and characteristics that facilitate such learning. His other interests include organizational reliability, strategic management, the work-life interface, and ethics.John E. Mathieu is the Northeast Utilities and Ackerman Scholar Professor of Management at the University of Connecticut. He received a Ph.D. in Industrial/Organizational Psychology from Old Dominion University in 1985. He has published over 50 articles and chapters on a variety of topics, mostly in the areas of micro- and meso-organizational behavior. He is a member of the Academy of Management, a Fellow of the Society of Industrial Organizational Psychology, and the American Psychological Association. His current research interests include models of training effectiveness, team and multi-team processes, and cross-level models of organizational behavior.Sara Ann McComb is an Assistant Professor of Operations Management at the University of Massachusetts at Amherst. She obtained her Ph.D. in Industrial Engineering at Purdue University. Her research interests include alternative work arrangements and project teams. Currently, she is examining mutually beneficial links between organizations and part-time workers, particularly in the service sector. She is also studying the way in which project teams share information, a project for which she was award the National Science Foundation’s CAREER Award.Jone L. Pearce is Professor of Organization and Strategy in the Graduate School of Management, University of California, Irvine. She conducts research on workplace interpersonal processes, such as trust, and how these processes may be affected by political structures, economic conditions and organizational policies and practices. Her work has appeared in over seventy scholarly articles and her most recent book is Organization and Management in the Embrace of Government (Erlbaum, 2001). She is a Fellow of the Academy of Management and served as the Academy’s President in 2002–2003.Amy E. Randel is an Assistant Professor and the Coca-Cola Fellow in the Calloway School of Business & Accountancy at Wake Forest University. She received her Ph.D. in Organizational Behavior from the Graduate School of Management at the University of California, Irvine. Her research interests include identity in organizations, diverse group dynamics, group efficacy, cross-cultural management, and social capital.Richard Reeves-Ellington is currently Professor Emeritus in the School of Management at Binghamton University and an Associate Dean at Excelsior College. He taught at the American University in Bulgaria and Sofia University in Bulgaria as a Fulbright Senior Scholar. His fields of interest revolve around cross-cultural aspects of global organization, marketing, and business strategy. He also served on the Fulbright Selection Committee for SE Europe, the Muskie Foundation for students from the CIS, and the Fulbright Senior Scholars Program. His initial 33-year career in the pharmaceutical industry included 19 years of living in Asia, Europe, and Latin America.Christine M. Riordan is a faculty member in the Department of Management and also the Director of the Institute for Leadership Advancement in the Terry College of Business at the University of Georgia. Chris’ current research, which includes the study of labor force and cross-cultural diversity, has been published in journals such as the Journal of Applied Psychology, Journal of Management, Organizational Research Methods, and Research in Personnel and Human Resource Management.Karlene H. Roberts is a Professor of Business Administration at the Walter A. Haas School of Business, University of California, Berkeley. She has been on the review boards of many major journals in her field. She is a fellow of the American Psychological Association, the American Psychological Society and the Academy of Management. Her current research interests are in the design and management of organizations in which errors can have catastrophic outcomes. In this area she explores cross-level issues.Denise M. Rousseau is the H. J. Heinz II Professor of Organizational Behavior and Public Policy at Carnegie Mellon University. An organizational psychologist, her research focuses on worker-employer relationships and multi-level processes in organizational change. She is editor-in-chief of the Journal of Organizational Behavior, and in 2003–2004, President of the Academy of Management.Melissa Woodard Barringer is an Associate Professor of Management at the University of Massachusetts at Amherst. She obtained her Ph.D. in Industrial and Labor Relations at Cornell University. Her research interests are in the areas of total compensation and alternative work arrangements. She is currently studying part-time work in the service industry, and contingent work in the accounting and academic professions.

Details

Multi-level Issues in Organizational Behavior and Processes
Type: Book
ISBN: 978-1-84950-269-6

Article
Publication date: 16 February 2024

Quan Hoang Nguyen Tran

This paper examines the associations between leadership behaviours, organizational commitment, occupational stress and organisational citizenship behaviours (OCBs) at the…

Abstract

Purpose

This paper examines the associations between leadership behaviours, organizational commitment, occupational stress and organisational citizenship behaviours (OCBs) at the Vietnamese private business school libraries. Another objective of this research is to explore the mediating role of organisational commitment and occupational stress on the connection between leadership behaviours and OCBs.

Design/methodology/approach

The authors collected 294 staffs from various Vietnamese private business school libraries.

Findings

The findings confirm that leadership dimensions significantly influence OCBs, and organisational commitment plays a mediating role in the relationship between relationship-oriented leadership behaviour (ROL) and OCBs.

Practical implications

The current result indicates that two types of leadership behaviour significantly affect employee citizen behaviours. Organisations should also distribute opportunities for workers to stick to citizenship behaviours by implementing organisational commitment interventions.

Originality/value

The obtained findings are a new exploration when no previous empirical literature has investigated the relationships among four constructs.

Details

Library Management, vol. 45 no. 1/2
Type: Research Article
ISSN: 0143-5124

Keywords

Article
Publication date: 8 February 2024

Shekhar Manelkar and Dharmesh K. Mishra

Since the idea of “Unethical Pro-organisational Behaviour” (UPB) was introduced in 2010, a substantial corpus of empirical research has contributed to its expanding, contemporary…

Abstract

Purpose

Since the idea of “Unethical Pro-organisational Behaviour” (UPB) was introduced in 2010, a substantial corpus of empirical research has contributed to its expanding, contemporary knowledge. This includes research studies on how leadership exerts an influence on UPB. This paper aims to consolidate the current understanding of organisational leadership’s impact on employee UPB and offer future research agendas.

Design/methodology/approach

A systematic literature review (SLR) using the “Preferred Reporting Items for Systematic Reviews and Meta-Analyses” (PRISMA) guidelines was adopted for the study. Literature that satisfied the search conditions was examined. The factors determining leadership’s influence on UPB were studied, and the findings were thematically synthesised.

Findings

Leader behaviour plays a large part in influencing UPB in organisations. Leader-member exchange and organisational belonging create favourable circumstances for UPB in organisations. UPB is moderated by the employee’s personal moral orientation.

Originality/value

UPB is unethical behaviour that benefits the organisation and is likely to be rewarded. However, there is a cost that other stakeholders pay. UPB has been researched since 2010, as well as the role of leaders in perpetuating UPB. However, there has not been an SLR of this study. This paper seeks to capture the essence of the research so far and pave a path for future research on the subject. These insights would prove valuable to management practitioners and academic experts.

Details

International Journal of Ethics and Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9369

Keywords

Article
Publication date: 14 February 2024

Sania Arif and Sidrah Al Hassan

Employees of Pakistani public sector organizations feel thwarted toward their goal attainment because of strict adherence to rules and regulations and tall hierarchies existing in…

Abstract

Purpose

Employees of Pakistani public sector organizations feel thwarted toward their goal attainment because of strict adherence to rules and regulations and tall hierarchies existing in this region. Therefore, keeping in view the harmful effects of perceived organizational obstruction, the aim of the current study was to investigate the perceived organizational obstruction as an attribution that triggers job neglect through perceived organizational frustration. Harvey’s expanded attribution-emotion model of workplace aggression and an attributional perspective on workplace aggression provide the theoretical justification. Moreover, the moderating role of self-control was proposed to mitigate the indirect effect of organizational obstruction on job neglect through perceived organizational frustration.

Design/methodology/approach

A three-wave data collection was done by using a close-ended questionnaire distributed to a total of 600 administrative employees of public sector organizations operating in Rawalpindi/Islamabad (Pakistan). However, matching three times and discarding the incomplete questionnaires led to a sample of 375 on which the analysis was done.

Findings

Perceived organizational obstruction positively predicted job neglect. Likewise, organizational frustration mediated the aforementioned link. Moreover, the higher level of self-control weakens this underlying process by suppressing job neglect behavior.

Originality/value

The current study added to the limited literature on public sector organizations that has taken perceived organizational obstruction as a predictor variable. Moreover, this study explains how this phenomenon translates into non-hostile behavior that is difficult to identify and punish in public sector organizations. Moreover, the trait of self-control is added to the literature of non-hostile behaviors that dampen the impulsivity to indulge in job neglect.

Article
Publication date: 13 February 2024

Thomas Quincy Wilmore, Ana Kriletic, Daniel J. Svyantek and Lilah Donnelly

This study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of…

Abstract

Purpose

This study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of organizational politics, organizational cynicism, procedural justice) and its predictive validity through its relations with important organizational attitudes (organizational identification) and behaviors (counterproductive work behavior and organizational citizenship behavior). This study also examines the moderating effects of honesty–humility on the relations between organizational bullshit perception and the outcomes of counterproductive work behavior, organizational citizenship behavior and organizational identification. Finally, this study examines the incremental validity of organizational bullshit perception in predicting counterproductive work behavior, organizational citizenship behavior and organizational identification above and beyond similar constructs in an exploratory fashion.

Design/methodology/approach

Survey data were collected from a sample of working adults online via Amazon’s Mechanical Turk platform across two waves (final N = 323 for wave 1 and 174 for wave 2), one month apart.

Findings

The results indicate that organizational bullshit perception, as measured by Ferreira et al.’s (2020) scale, represents a distinct construct that has statistically significant relations with counterproductive work behavior, organizational citizenship behavior and organizational identification, even after controlling for procedural justice, organizational cynicism and perceptions of organizational politics. The results, however, showed no support for honesty–humility as a moderator.

Practical implications

These findings suggest that organizations can benefit from assessing and working to alleviate their employees’ perceptions of organizational bullshit. This construct predicts behaviors and attitudes important for organizational functioning.

Originality/value

This study adds to Ferreira et al.’s (2020) original work by demonstrating organizational bullshit perception’s distinctiveness from existing constructs in the literature and its implications for organizations and their employees.

Book part
Publication date: 30 December 2004

Lori Anderson Snyder, Peter Y. Chen, Paula L. Grubb, Rashaun K. Roberts, Steven L. Sauter and Naomi G. Swanson

This chapter examines aggression at work perpetrated by individual insiders by bringing together streams of research that have often been examined separately. A comparison of the…

Abstract

This chapter examines aggression at work perpetrated by individual insiders by bringing together streams of research that have often been examined separately. A comparison of the similarities and differences of aggression toward individuals, such as verbal abuse or physical attack, and aggression toward organizations, such as embezzlement or work slowdowns, is shown to provide important insights about the causes and consequences of workplace aggression. We propose a comprehensive model based on the integration of prior theoretical treatments and empirical findings. The model attempts to offer a framework to systematically examine psychological and organizational mechanisms underlying workplace aggression, and to explain the reasons why workplace violence policies and procedures sometimes fail. A set of research propositions is also suggested to assist in achieving this end in future research.

Details

Exploring Interpersonal Dynamics
Type: Book
ISBN: 978-0-76231-153-8

Book part
Publication date: 11 November 2019

Tommaso Fabbri, Anna Chiara Scapolan, Fabiola Bertolotti and Claudia Canali

The increasing use of digital technologies in organizational contexts, like collaborative social platforms, has not only changed the way people work but also provided…

Abstract

The increasing use of digital technologies in organizational contexts, like collaborative social platforms, has not only changed the way people work but also provided organizations with new and wide ranges of data sources that could be analyzed to enhance organizational- and individual-level outcomes, especially when integrated with more traditional tools. In this study, we explore the relationship between data flows generated by employees on companies’ digital environments and employees’ attitudes measured through surveys. In a sample of 107 employees, we collected data on the number and types of actions performed on the company’s digital collaborative platform over a two-year period and the level of organizational embeddedness (fit, sacrifice, and links dimensions) through two rounds of surveys over the same period. The correlation of the quantity and quality of digital actions with the variation of organizational embeddedness over the same period shows that workers who engaged in more activities on the digital platform also experienced an increase in their level of organizational embeddedness mainly in the fit dimension. In addition, the higher the positive variation of fit, the more employees performed both active and passive digital actions. Finally, the higher the variation of organizational embeddedness, the more employees performed networking digital behaviors.

Details

HRM 4.0 For Human-Centered Organizations
Type: Book
ISBN: 978-1-78973-535-2

Keywords

Book part
Publication date: 28 September 2015

Md Shah Azam

Information and communications technology (ICT) offers enormous opportunities for individuals, businesses and society. The application of ICT is equally important to economic and…

Abstract

Information and communications technology (ICT) offers enormous opportunities for individuals, businesses and society. The application of ICT is equally important to economic and non-economic activities. Researchers have increasingly focused on the adoption and use of ICT by small and medium enterprises (SMEs) as the economic development of a country is largely dependent on them. Following the success of ICT utilisation in SMEs in developed countries, many developing countries are looking to utilise the potential of the technology to develop SMEs. Past studies have shown that the contribution of ICT to the performance of SMEs is not clear and certain. Thus, it is crucial to determine the effectiveness of ICT in generating firm performance since this has implications for SMEs’ expenditure on the technology. This research examines the diffusion of ICT among SMEs with respect to the typical stages from innovation adoption to post-adoption, by analysing the actual usage of ICT and value creation. The mediating effects of integration and utilisation on SME performance are also studied. Grounded in the innovation diffusion literature, institutional theory and resource-based theory, this study has developed a comprehensive integrated research model focused on the research objectives. Following a positivist research paradigm, this study employs a mixed-method research approach. A preliminary conceptual framework is developed through an extensive literature review and is refined by results from an in-depth field study. During the field study, a total of 11 SME owners or decision-makers were interviewed. The recorded interviews were transcribed and analysed using NVivo 10 to refine the model to develop the research hypotheses. The final research model is composed of 30 first-order and five higher-order constructs which involve both reflective and formative measures. Partial least squares-based structural equation modelling (PLS-SEM) is employed to test the theoretical model with a cross-sectional data set of 282 SMEs in Bangladesh. Survey data were collected using a structured questionnaire issued to SMEs selected by applying a stratified random sampling technique. The structural equation modelling utilises a two-step procedure of data analysis. Prior to estimating the structural model, the measurement model is examined for construct validity of the study variables (i.e. convergent and discriminant validity).

The estimates show cognitive evaluation as an important antecedent for expectation which is shaped primarily by the entrepreneurs’ beliefs (perception) and also influenced by the owners’ innovativeness and culture. Culture further influences expectation. The study finds that facilitating condition, environmental pressure and country readiness are important antecedents of expectation and ICT use. The results also reveal that integration and the degree of ICT utilisation significantly affect SMEs’ performance. Surprisingly, the findings do not reveal any significant impact of ICT usage on performance which apparently suggests the possibility of the ICT productivity paradox. However, the analysis finally proves the non-existence of the paradox by demonstrating the mediating role of ICT integration and degree of utilisation explain the influence of information technology (IT) usage on firm performance which is consistent with the resource-based theory. The results suggest that the use of ICT can enhance SMEs’ performance if the technology is integrated and properly utilised. SME owners or managers, interested stakeholders and policy makers may follow the study’s outcomes and focus on ICT integration and degree of utilisation with a view to attaining superior organisational performance.

This study urges concerned business enterprises and government to look at the environmental and cultural factors with a view to achieving ICT usage success in terms of enhanced firm performance. In particular, improving organisational practices and procedures by eliminating the traditional power distance inside organisations and implementing necessary rules and regulations are important actions for managing environmental and cultural uncertainties. The application of a Bengali user interface may help to ensure the productivity of ICT use by SMEs in Bangladesh. Establishing a favourable national technology infrastructure and legal environment may contribute positively to improving the overall situation. This study also suggests some changes and modifications in the country’s existing policies and strategies. The government and policy makers should undertake mass promotional programs to disseminate information about the various uses of computers and their contribution in developing better organisational performance. Organising specialised training programs for SME capacity building may succeed in attaining the motivation for SMEs to use ICT. Ensuring easy access to the technology by providing loans, grants and subsidies is important. Various stakeholders, partners and related organisations should come forward to support government policies and priorities in order to ensure the productive use of ICT among SMEs which finally will help to foster Bangladesh’s economic development.

Details

E-Services Adoption: Processes by Firms in Developing Nations
Type: Book
ISBN: 978-1-78560-325-9

Keywords

Article
Publication date: 14 November 2023

Guangning Zhang and Wenjia Zhao

This study aims to explore the influence mechanism of inclusive leadership on employees' innovative behavior, in order to provide useful inspiration for leaders and enterprises to…

Abstract

Purpose

This study aims to explore the influence mechanism of inclusive leadership on employees' innovative behavior, in order to provide useful inspiration for leaders and enterprises to develop.

Design/methodology/approach

This study constructs a moderated mediation model based on the valid questionnaire data of 211 employees in service in enterprises and used SPSS23.0 and AMOS24.0 analysis software to analyze the data and test the theoretical hypotheses, and explore the influence mechanism of inclusive leadership on employees' innovative behavior.

Findings

The empirical findings show that inclusive leadership has a significant positive impact on employees' innovative behavior; organizational harmony plays a mediating role in the relationship between inclusive leadership and employees' innovative behavior; and innovation self-efficacy plays a positive moderating role between organizational harmony and employees' innovative behavior. Therefore, inclusive leadership can create a harmonious organizational climate and further improve employees' innovative behavior under the influence of employees' creative self-efficacy, which can promote innovative behavior and sustainable development of enterprises.

Originality/value

The authors put two variables, organizational harmony and employees' innovation self-efficacy, into the same model for correlation tests for the first time, and introduced into the mechanism of inclusive leadership's influence on employees' innovation behavior, which broadened people's understanding of organizational harmony and innovation self-efficacy and broadened the ideas for the subsequent research about the relationship between them.

Details

Leadership & Organization Development Journal, vol. 45 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

1 – 10 of over 138000