Book Review: Beyond the Beat: Musicians Building Community in Nashville

October 21, 2016 by

Daniel B. Cornfield : Beyond the Beat: Musicians Building Community in Nashville.Princeton, NJ: Princeton University Press, 2015. 218 pp. $35.00, hardcover.

Amir Goldberg of Stanford Graduate School of Business recently published a book review in Administrative Science Quarterly. From the book review:

Drawing on rich interviews with 75 music professionals in Nashville, Cornfield develops both a typology of artist activism and a theory of its genesis. He distinguishes among three types of artist activists: “enterprising artists” produce their own and others’ music and mentor early-career artists; “artistic social entrepreneurs” create social spaces, such as schools and performance venues, that promote professional development; and “artist advocates” reshape unions to meet the needs of independent musicians. The majority of the book—four out of seven chapters—is dedicated to deep introductions of 16 individuals who exemplify these types. From Tina, a Nashville native in her late teens who is dedicated to her Asian–European multiethnic identity and her musical authenticity, to Rick, a union activist who has lived in Nashville since the 1950s, we learn about these music professionals’ artistic visions, audience orientations, and beliefs about risk.

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These individual perceptions, contends Cornfield, explain the emergence of artist activism but have thus far been largely neglected by a literature overly focused on structural and institutional factors. Members of the artist community who conceive of success as artistic freedom and who think of their peers as their audiences, he argues, are most likely to become artist activists. How they understand risk—whether as attributable to the individual, a product of interpersonal relationships, or a property of the market—determines what type of activists they will become.

This typology and theory of artistic activism is both elegant and useful. It provides the analytical clarity necessary to disentangle what would otherwise seem like an organic hodgepodge of loosely interdependent musical professionals into its constituent components, and it points to the necessary conditions for the emergence of artist activism. As Cornfield concludes, cities dense with music producers and consumers are more susceptible to activism-oriented artists coalescing into a community of the kind that emerged in Nashville. I wonder, however, where the individual orientations that catalyze artistic activism come from and whether they precede activism, as Cornfield suggests, or cohere retroactively as narratives that activists tell themselves about their experiences. If the latter, then other factors are necessary to piece together the puzzle of Nashville’s musical community.

You can read the full book review published in Administrative Science Quarterly free for the next two weeks by clicking here. Want to keep current on all of the latest research published by Administrative Science QuarterlyClick here to sign up for e-alerts! You can also follow the journal on Twitter–click here to read recent tweets from Administrative Science Quarterly!

You can also read additional blog content for Administrative Science Quarterly content from the ASQ Blog, as well as Editor Henrich Greve’s blog, Organizational Musings.

New Podcast! Protecting Student Intellectual Property in the Entrepreneurial Classroom

October 19, 2016 by

Podcast MicrophoneIn the latest podcast from Journal of Management Education, Jane Murray speaks with Jerome Katz and Sarah Wright about their article, “Protecting Student Intellectual Property in the Entrepreneurial Classroom.” The podcast delves into the inspiration for Sarah to interview Jerome about student entrepreneurship, as well as what future research and projects this paper has sparked for Sarah and Jerome.

The abstract for the paper:

While universities are intensely protective of revenue streams related to intellectual property interests for the institution and professors, the financial and legal interests of students in the entrepreneurial process have largely been overlooked. This lack of attention, both in universities and in the literature, is intriguing given the mushrooming growth in entrepreneurial education courses in almost every U.S.
university. This article builds and reflects on an original article by Katz, Harshman, and Lund Dean where the JMEauthors advocate for establishing classroom norms for promoting and protecting student intellectual property. We present research, insights, and reflections from Professor Katz regarding the controversial ethical and legal issues related to student intellectual property in university settings and provide suggested resources for faculty traversing these issues.

Interested in hearing the interview? You can listen to the full podcast by clicking here. You can also read the article, “Protecting Student Intellectual Property in the Entrepreneurial Classroom” from Journal of Management Education free for the next two weeks by clicking here.

Want to hear more podcasts from Journal of Management Education? Click here to view the journal’s podcast archive! You can also stay current on all of the latest research published by Journal of Management Education by clicking here to sign up for e-alerts!

Read the November 2016 Issue of Journal of Management!

October 17, 2016 by

3340359442_b93f0f9aa9_o-1The November 2016 issue of Journal of Management is now available online, and can be accessed for the next 30 days! The November issue covers a variety of topics, including articles on organizational transparency, shared leadership-team performance relations, and the effects of autonomy on team performance.

Authors Anthony J. Nyberg, Jenna R. Pieper, and Charlie O. Trevor contributed the article “Pay-for-Performance’s Effect on Future Employee Performance: Integrating Psychological and Economic Principles Toward a Contingency Perspective,” which suggests that bonus pay may have a stronger effect on future performance than merit pay, among other findings about pay-for-performance. The abstract for the paper:

Although pay-for-performance’s potential effect on employee performance is a compelling issue, understanding this dynamic has been constrained by narrow approaches to pay-for-performance conceptualization, measurement, and surrounding conditions. In response, we take a more nuanced perspective by integrating fundamental principles of economics and psychology to identify and incorporate employee characteristics, job characteristics, pay system Current Issue Covercharacteristics, and pay system experience into a contingency model of the pay-for-performance–future performance relationship. We test the role that these four key contextual factors play in pay-for-performance effectiveness using 11,939 employees over a 5-year period. We find that merit and bonus pay, as well as their multiyear trends, are positively associated with future employee performance. Furthermore, our findings indicate that, contrary to what traditional economic perspectives would predict, bonus pay may have a stronger effect on future performance than merit pay. Our results also support a contingency approach to pay-for-performance’s impact on future employee performance, as we find that merit pay and bonus pay can substitute for each other and that the strength of pay-for-performance’s effect is a function of employee tenure, the pay-for-performance trend over time, and job type (presumably due to differences in the measurability of employee performance across jobs).

Another article from the issue, entitled “Social Media for Selection? Validity and Adverse Impact Potential of a Facebook-Based Assessment” from authors Chad H. Van Iddekinge, Stephen E. Lanivich, Philip L. Roth, and Elliott Junco delves into the hazards that arise when recruiters use social media platforms like Facebook to screen job applicants. The abstract for the paper:

Recent reports suggest that an increasing number of organizations are using information from social media platforms such as to screen job applicants. Unfortunately, empirical research concerning the potential implications of this practice is extremely limited. We address the use of social media for selection by examining how recruiter ratings of Facebook profiles fare with respect to two important criteria on which selection procedures are evaluated: criterion-related validity and subgroup differences (which can lead to adverse impact). We captured Facebook profiles of college students who were applying for full-time jobs, and recruiters from various organizations reviewed the profiles and provided evaluations. We then followed up with applicants in their new jobs. Recruiter ratings of applicants’ Facebook information were unrelated to supervisor ratings of job performance (rs = −.13 to –.04), turnover intentions (rs = −.05 to .00), and actual turnover (rs = −.01 to .01). In addition, Facebook ratings did not contribute to the prediction of these criteria beyond more traditional predictors, including cognitive ability, self-efficacy, and personality. Furthermore, there was evidence of subgroup difference in Facebook ratings that tended to favor female and White applicants. The overall results suggest that organizations should be very cautious about using social media information such as Facebook to assess job applicants.

You can read these articles and more from the November 2016 issue of Journal of Management, which is free for the next 30 days, by clicking here to view the issue’s table of contents! Want to stay current on all of the latest research published by Journal of Management? Click here to sign up for e-alerts to receive notifications for new issues and Online First articles!

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More Than One-on-One: The Impact of Mentoring Relationships on Coworkers

October 14, 2016 by

15279320070_6902499a19_zResearch on mentorship in the workplace rarely expands beyond the individuals involved in a mentoring relationship, but what kind of impact does mentorship have on individuals outside the relationship? A recent article from Group & Organization Management from authors Suzanne Janssen, Joël Tahitu, Mark van Vuuren, and Menno D. T. de Jong entitled “Coworkers’ Perspectives on Mentoring Relationships” expands research on mentorship to find out how mentoring relationships impact the performance and climate of teams. The abstract for the article:

Research into workplace mentoring is primarily focused on the experiences and perceptions of individuals involved in the relationship, while there is scarcely any research focusing on the impact of mentoring relationships on their social environment. This exploratory research aims to give insight into how coworkers’ perceptions and experiences of informal mentoring relationships in their workgroup are related to their perceptions of workgroup functioning. The results of 21 Current Issue Coversemistructured interviews show that coworkers believe that mentoring relationships affect their workgroup’s functioning by influencing both their workgroup’s performance and climate. Coworkers applied an instrumental perspective and described how they think that mentoring relationships both improve and hinder their workgroup’s performance as they influence the individual functioning of mentor and protégé, the workgroup’s efficiency, and organizational outcomes. Furthermore, coworkers applied a relational perspective and described how mentoring relationships may influence their workgroup’s climate in primarily negative ways as they may be perceived as a subgroup, cause feelings of distrust and envy, and are associated with power issues. The results of this study emphasize the importance of studying mentoring relationships in their broader organizational context and set the groundwork for future research on mentoring relationships in workgroups.

You can read the article, “Coworkers’ Perspectives on Mentoring Relationships,” from Group & Organization Management for free by clicking here.

Follow us @GroupOrgMgmtWant to stay current on all of the latest research published by Group & Organization ManagementClick here to sign up for e-alerts! You can also follow Group & Organization Management on Twitter–click here to see the most recent tweets!

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How Has HR Become More Strategic and Integral to Businesses?

October 12, 2016 by

12669067945_e017b825c8_zIn today’s competitive and complex business environment, the role of human resources (HR) is constantly changing. With its increasing alignment to core business and integration to the bottom line, HR is a reflection of the constant changing nature of its functions. Being responsive to globalization, demographic and technological changes, as well as the turbulent, competitive and complex environment of business, HR itself has been changing dramatically. From the conventional role of “administrative expert,” HR has evolved to become more tactical and integral to business strategies.

A recent major change in the function of HR the strengthening partnership with line managers. By providing line managers better understanding of their responsibility in specific HR issues, such as absence control, team development, discipline, induction, health and safety, recruitment policy and performance management, HR aims to enhance Current Issue Coveremployee engagement and open communication between line managers and employees. These in turn lead to low turnover and high morale—keys to organizational performance and competitive success. In this regard, by replacing the traditional supervisory role of line managers and empowering them to act as leader, enabler and facilitator, HR is playing the strategic role of an “objective adviser”.

This change has made HR more strategic and more business integrated. This reorientation helps HR to not only play a critical role in the overall strategic planning of the business, but also to act as a messenger to clarify and direct employees about the desired goal of the organization. A recent article from the journal Vision entitled “Strategic Value Contribution Role of HR,” from authors Humaira Naznin and Md. Ashfaq Hussain,  delves into the evolution of HR.

 The abstract for the article:

This article aims to challenge the perceived lack of a strategic value of human resource (HR) function and seeks to focus on the devolution of HR from its transactional role to strategic effectiveness. Utilizing a range of secondary resources, this article aims to critically analyze the shift of HR from transactional to a strategic role and its value contribution role in business. HR needs to overcome conventional resistance and act as the driver of an organizational strategy through aligning the HR strategy to the business strategy, adopting workforce planning and measuring an organization’s competencies. The paper contributes to the evaluation of HR management from viewpoint perspective and offers help to HR practitioners in understanding the changing role of HR.

Click here to read Strategic Value Contribution Role of HR from the journal Vision free for the next two weeks by clicking here. Make sure to sign up for e-alerts and be notified of all  of the latest research published the journal Vision!

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Breaking Bad Habits: How Marketing Incentives Can Lead to Healthy Food Choices

October 10, 2016 by

9153746729_9fb261fcdf_zThe rise of processed foods in the past century has brought with it a rising tide of health concerns. Obesity, heart disease, and diabetes have all been linked to diets high in fat, sodium, and sugar, leading many to seek out healthier alternatives. But making the switch from cookies and potato chips to broccoli and apples is easier said than done–so how can consumers start to make better food choices? A recent article from published in Cornell Hospitality Quarterlyentitled “McHealthy: How Marketing Incentives Influence Healthy Food Choices” delves into how certain marketing incentives can help consumers break their unhealthy habits and make better choices. Authors Elisa K. Chan, Robert Kwortnik, and Brian Wansink specifically compare the efficacy of behavioral rewards versus financial discounts in motivating individuals to change their eating habits. The abstract for the article:

Food choices are often habitual, which can perpetuate Current Issue Coverunhealthy behaviors; that is, selection of foods high in sodium, saturated fat, and calories. This article extends previous research by examining how marketing incentives can encourage healthy food choices. Building on research examining marketing incentives, temporal goals, and habitual behavior, this research shows that certain incentives (behavioral rewards vs. financial discounts) affect individuals with healthy and less healthy eating habits differently. A field study conducted at a corporate cafeteria and three lab studies converge on a consistent finding: The effects of marketing incentives on healthy food choice are particularly prominent for people who have less healthy eating habits. Results showed that behavioral rewards generated a 28.5% (vs. 5.5%) increase in salad sales; behavioral rewards also led to 2 pounds more weight loss for individuals with less healthy eating habits. The research offers important implications for scholars, the food industry, consumers, governments, and policy makers.

You can read “McHealthy: How Marketing Incentives Influence Healthy Food Choices” from Cornell Hospitality Quarterly free for the next two weeks by clicking here. Want to stay current on all of the latest research from Cornell Hospitality QuarterlyClick here to sign up for e-alerts!

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Book Review: Varietals of Capitalism: A Political Economy of the Changing Wine Industry

October 7, 2016 by

Image resultXabier Itçaina, Antoine Roger, Andy Smith : Varietals of Capitalism: A Political Economy of the Changing Wine Industry. Ithaca, NY: Cornell University Press, 2016.280 pp. $45.00, hardcover.

Royston Greenwood of University of Edinburgh recently published a book review in Administrative Science Quarterly. An excerpt from the book review:

The empirical story analyzed in Varietals of Capitalism concerns the events surrounding the 2008 decision of the European Union to significantly change the regulations governing the wine industry in Europe. Since that year, the EU has abandoned direct intervention in wine markets (the old and long-established policy was to subsidize distillation surpluses), used EU funds to “grub out” 175,000 hectares of uneconomical vines across Europe, revoked laws that prohibited specific techniques for wine production, and created simplified categories of wine. Using primarily qualitative data—documentary materials and interviews—collected from France, Spain, Italy, and Romania, the authors provide an account of these very significant institutional changes.

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The empirical story, however, is only the context for the authors’ primary purpose, which is to showcase a holistic theoretical framework that, they claim, “draws not only on original empirical research but also, more fundamentally, on a new standpoint in social science debates about economic change” (p. 2). As the authors put it, “our focus is on the efforts a wide range of socially structured actors make to build, maintain, dismantle, or even destroy the institutions that provide them with varying degrees of order and constraint” (p. 32). The framework that they offer (rather unfortunately named the “structured contingency” approach) “combines the tools of constructivist approaches to institutionalism . . . Bourdeau’s theory of fields . . . and a Weberian sociology approach to political work in industries” (p. 2). In presenting their framework, the authors repeatedly point out its superiority to four alternatives: actor network theory, sociological institutionalism, institutionalist economics, and regulationist economics. (A fifth alternative, historical institutionalism, is also mentioned.) “Put bluntly,” these “major theory-driven interpretations of change in the European wine industry are incomplete or wrong” (p. 4). So, no false modesty here!

You can read the rest of the book review published in Administrative Science Quarterly free for the next two weeks by clicking here.

Want to stay up to date with the latest research published by Administrative Science QuarterlyClick here to sign up for e-alerts! You can also follow the journal on Twitter–click here to read recent tweets from Administrative Science Quarterly!

You can read additional blog content for Administrative Science Quarterly content from the ASQ Blog, as well as Editor Henrich Greve’s blog, Organizational Musings.

Emotional Self-Leadership: How Leader Emotion and Self-Leadership Intersect

October 5, 2016 by

Staff in Woodlands office, Bedford, February 2010.

[We’re pleased to welcome Charles Manz of University of Massachusetts, Amherst. Charles recently published an article in Journal of Leadership & Organizational Studies with co-auhtors Jeffrey D. Houghton, Christopher P. Neck, Mel Fugate, and Craig Pearce entitled “Whistle While You Work: Toward a Model of Emotional Self-Leadership”. Charles discusses the article:]

A primary reason that I was especially interested in working on the article “Whistle While You Work: Toward a Model of Emotional Self-Leadership,” which is forthcoming in Journal of Leadership and Organization Studies, is that it afforded the opportunity to spend time and work with some of my favorite colleagues — my co-authors on the article Jeff Houghton, Chris Neck, Mel Fugate and Craig Pearce. When ever possible I personally try to choose ways to make my own work naturally enjoyable — that is, ways to essentially  “Whistle While I Work” — and for me JLOworking with these thoughtful, competent, and good and fun people, does just that. I have found collaboration is one of the most enriching features we can choose as academics, especially when we collaborate with colleagues we can learn from and enjoy being around.

Of course, it also nice that our work is now being published (providing a chance for our team to enjoy a celebration) and that our article puts a self-leadership-of-emotion stake in the ground adding to the rich literature on emotion at work. For several years our co-author team has been exploring ways to contribute to and help expand the existing work on personal influence of emotion (e.g., emotion regulation, emotional labor, etc.). In our article we introduce a model of emotional self-leadership along with propositions that we hope might inspire future research. More specifically, we explore intrapersonal and interpersonal aspects of emotional self-leadership and its inherent challenges and opportunities and we examine how emotional self-leadership strategies can be used to shape emotional experiences, emotional authenticity, and other work-related outcomes.

The abstract for the article:

There has been a growing interest in leader emotion in organizational scholarship. Concomitantly, the body of research on self-leadership continues to expand. Nonetheless, relatively little work has focused on emotional self-leadership. We address this void by exploring intrapersonal and interpersonal aspects of emotional self-leadership and its inherent challenges and opportunities. Specifically, we examine how emotional self-leadership strategies can be used to shape emotional experiences, emotional authenticity, and other work-related outcomes. We offer an emotional self-leadership model, research propositions, and implications for research and practice.

You can read “Whistle While You Work: Toward a Model of Emotional Self-Leadership” from Journal of Leadership & Organizational Studies free for the next two weeks by clicking here.

Want to keep current on all of the latest research published by Journal of Leadership & Organizational StudiesClick here to sign up for e-alerts! You can also browse the journal’s archive of podcasts and listen to author interviews by clicking here!

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How Can Lying Become Valued and Institutionalized in the Workplace?

October 3, 2016 by

15669811804_089795fefd_z[We are pleased to welcome Trish Reay, Editor-in-Chief of Organization Studies.]

In spite of the fact that lying is an endemic feature of social life, organizational researchers to date have almost ignored the topic. In the Organization Studies article Trusted to Deceive: A Case Study of ‘Strategic Deception’ and the Normalization of Lying at Work, authors Sarah Jenkins and Rick Delbridge investigate how lying can become institutionalized, rationalized and socialized into the structure and culture of an organization. They conducted an in-depth case study of VoiceTel (pseudonym) an organization that provides virtual reception services for businesses; telephone calls are answered by receptionists who conceal their geographic location when speaking with clients. As a result, deception becomes a strategic feature of business models in virtual service work.

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Jenkins and Delbridge develop a model to explain how deception can become established and normalized so that employees accept lying as an intrinsic and enjoyable feature of their work, allowing them the opportunity to be creative and inventive. These features help to explain how lying can become embedded, maintained and strengthened over time in organizations, and as a result deception can become positively linked with providing good customer service. Jenkins and Delbridge also provide insights into the broader consideration of how workplace practices are institutionalized – examining how ‘top-down’ and ‘bottom-up’ processes can dynamically support the perpetuation of individual and collective practices. I invite you to read the whole article to find out how employees can learn to take joy from lying for a living.

The abstract for the paper:

Lying is an endemic feature of social life but has remained under-researched in organization studies. This paper examines the case of VoiceTel, a market leader in the high-quality virtual reception business that practised ‘strategic deception’ (Patwardhan et al., 2009). Receptionists concealed that they were not physically located in their clients’ premises and lying was an intrinsic and enduring feature of their work. We adapt and extend Ashforth and Anand’s (2003) ‘normalization of corruption’ framework to develop a new model of the ‘normalization of lying’. We examine how lying becomes institutionalized, rationalized and socialized into the structure and culture of an organization such that it becomes embedded, maintained and strengthened over time as a legitimate and integral part of the job. Our model of normalization integrates organizational and group levels to examine the significance and interaction of ‘bottom-up’ as well as ‘top-down’ processes. Employees gained recognition from their proficiency in deception and drew considerable satisfaction, self-esteem and status as employees who are ‘trusted to deceive’.

You can read Trusted to Deceive: A Case Study of ‘Strategic Deception’ and the Normalization of Lying at Work from Organization Studies free for the next 30 days by clicking here. Want to stay current on all of the latest research published by Organization StudiesClick here to sign up for e-alerts!

The Brain Basis for the Digital Daze of Millenials

September 30, 2016 by

6858063937_1fb1b7685c_z[We’re pleased to welcome Tim Brown of University of California, San Diego. Tim recently published a rejoinder to the article “Digital Technology and Student Cognitive Development: The Neuroscience of the University Classroom” entitled “On the Brain Basis of Digital Daze in Millenial Minds,” published in Journal of Management Education. Tim’s interview for the piece:]

  • What inspired you to be interested in this topic?

As a neuroscientist who studies child brain development, I strongly support the promotion of public policies that will help edify the minds and brains of our youngest citizens. So I’m quite interested in the recent widespread use of digital media by children and adolescents and the possible cognitive effects this phenomenon might be having on them. Scientifically, it’s a difficult question to pin down, but with our widely available new noninvasive brain imaging and recording tools (e.g., functional magnetic resonance imaging— fMRI, electroencephalography— EEG, magnetoencephalography— MEG) it should be possible.

  • Were there findings that were surprising to you?

One of the most surprising aspects of this topic to me is how very little peer-reviewed neuroscientific evidence there is (if Current Issue Coverany!) for this “digital daze” phenomenon. This is somewhat surprising in light of the fact that the phenomenon has been well documented behaviorally and because there seems to be a general consensus that the amount of time youngsters spend being “techno-tethered” is worrisome from a psychological health standpoint. It seems that some are taking for granted the idea that these brains are actually being “re-wired” to be shallower processors of information without the scientific evidence required to make this inference.

  • How do you see this study influencing future research and/or practice?

I think the issue is certainly an important one and I hope that some of the points I have chosen to emphasize will lead to more and better research on the possible brain effects of purported “screen addiction”. At the same time, as I suggest in the article, I also believe that brain measures are simply neither necessary nor sufficient for making informed decisions about many such public policy issues. Cognitive, behavioral, and academic measures should remain the stalwarts for assessing potential problems like this and for measuring the success of solutions that we put into practice.

An excerpt from the rejoinder:

Given what we know about how brains work, activities performed at such lengths must have some effects on the young brains involved. At all phases of human development and aging, our brains reflect within their structural and functional organization aspects of the activities, both mental and physical, in which we are engaged (Poldrack, Desmond, Glover, & Gabrieli, 1998; Ungerleider, Doyona, & Karnic, 2002). But as Cavanaugh and colleagues articulate, the concern is precisely that these youngsters’ brains are not really engaged during many of these tasks. And one principle that has emerged from developmental cognitive neuroscience research is that the growing brain shows a progressive commitment of resources with increasing age and decreasing plasticity overall (Stiles, Brown, Haist, & Jernigan, 2015; Stiles, Reilly, Levine, Trauner, & Nass, 2012). So in addition to fears that these protracted digital activities might be bad for students, we can also certainly imagine that some of this time might be better spent devoted to any number of activities that we know or suspect are good for developing minds and brains.

You can read the article “Digital Technology and Student Cognitive Development: The Neuroscience of the University Classroom” and Tim Brown’s rejoinder “On the Brain Basis of Digital Daze in Millenial Minds” from Journal of Management Education free for the next two weeks by clicking here.

Want to stay up to date with all of the latest research from Journal of Management Education? Click here to sign up for e-alerts! You can also check out the latest podcasts from Journal of Management Education by clicking here!

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