{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,6,1]],"date-time":"2026-06-01T17:57:47Z","timestamp":1780336667122,"version":"3.54.1"},"reference-count":63,"publisher":"Emerald","issue":"10","license":[{"start":{"date-parts":[[2019,12,9]],"date-time":"2019-12-09T00:00:00Z","timestamp":1575849600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["JKM"],"published-print":{"date-parts":[[2019,12,9]]},"abstract":"\nPurpose<\/jats:title>\nIngenuity can be viewed as the use of creativity to develop innovation within constraints. The authors investigate how entrepreneurial ingenuity is enhanced by self-imposed ethical constraints, by using a case study of sustainability-driven technology enterprises in an emerging economy. The authors find that self-imposed ethical constraints can enhance entrepreneurial ingenuity because they encourage entrepreneurs to solve more complex problems as a result of considering the impact of the business on a more diverse set of stakeholders. The aim of this study is to show that while additional resources are normally considered an advantage, a dearth of resources can be a source of competitive advantage leading to ingenuity. By self-imposing ethical constraints, founders increase engagement of stakeholders who shape the firm\u2019s industry toward greater sustainability knowledge.<\/jats:p>\n<\/jats:sec>\n\nDesign\/methodology\/approach<\/jats:title>\nThe authors used semi-structured interviews which are typically the most important data source in the Gioia methodology because they provide both retrospective and present accounts by individuals experiencing the phenomenon of theoretical interest (Gioia et al.<\/jats:italic>, 2012). The authors focused on founders at each enterprise who had sufficient knowledge to speak comprehensively and authoritatively about their organizations. The goals of the semi-structured interview protocol were to focus on the research question, avoid the use of terminology that could lead interviewees in their answers and maintain flexibility to explore spontaneous themes during the interviews.<\/jats:p>\n<\/jats:sec>\n\nFindings<\/jats:title>\nThe authors examined the influence of entrepreneurial ingenuity on the creation of knowledge in an organization's environment. They defined entrepreneurial ingenuity as a type of organizational ingenuity (Lampel et al.<\/jats:italic>, 2014a, 2014b) and by focusing on the role of ethical constraints, examined the conditions under which it is influenced. They emphasized that ethical constraints warrant consideration in the knowledge management process (Rechberg and Syed, 2013) because they can stimulate entrepreneurial ingenuity. The authors also investigated the relevance of ethical constraints for founders of social enterprises in Brazil, an emerging economy of growing interest to knowledge management scholars.<\/jats:p>\n<\/jats:sec>\n\nResearch limitations\/implications<\/jats:title>\nThis study brings the following three main contributions. First, by incorporating the scope of social entrepreneurship, the research contributes to the perspective that both ethics and innovation can positively coexist within an organization while contributing to knowledge management creation and success (Borghini, 2005; Schumacher and Wasieleski, 2013). Second, the authors establish ethics as an important type of constraint that can spark ingenuity and help break through the constraints of bounded awareness for knowledge management (Kumar and Chakrabarti, 2012). Third, by highlighting the role of self-imposed ethical constraints, this study helps answer a recent call for research on \u201centrepreneurial actions that benefit others\u201d (Shepherd, 2015, p. 490) addressing \u201cWhat are the constraints that disable or obstruct an organization\u2019s normal routines from alleviating human suffering?..It could be less about whether it is good or bad to ignore constraints and more about which constraints are ignored and which are abided by\u201d (Shepherd, 2015, pp. 499, 501, emphasis added).<\/jats:p>\n<\/jats:sec>\n\nPractical implications<\/jats:title>\nIn this study, the authors show that entrepreneurs facing ethical dilemmas experience a unique cycle of equilibration, essentially throwing customary norms of equilibrium into disequilibrium. Treating ethics as both a lever and a constraint allows a more unique set of problems to be solved through knowledge management and entrepreneurship, so solutions to these problems can themselves become new sustainability-driven businesses.<\/jats:p>\n<\/jats:sec>\n\nSocial implications<\/jats:title>\nThis study opens up several opportunities for future research. The authors conducted a study with five sustainability-driven enterprises from Brazil. New research may benefit from examining a larger number of organizations in other countries to investigate potential environmental differences that affect ingenuity and knowledge management. This study highlights the notion of ethical constraints as enabling mechanisms, and thus self-imposed ethical constraints merit a more systematic consideration as a key additional factor that may inspire disruptive innovation (Christensen, 2013), blue-ocean strategy (Kim and Mauborgne, 2004), as well as value-creation for stakeholders (Tantalo and Priem, 2016).<\/jats:p>\n<\/jats:sec>\n\nOriginality\/value<\/jats:title>\nResources are critical to both knowledge management and entrepreneurial activity and have been examined from numerous perspectives (Alvarez & Busenitz, 2001; Barney, Wright, & Ketchen, 2001; Moustaghfir and Schiuma, 2013). Entrepreneurs following a creation strategy depend less on accumulating existing knowledge and resources before beginning, and more on forming new knowledge or relationships that do not yet exist. They do this through a process of entrepreneurial trial and error (Alvarez & Barney, 2007, 2010). From a knowledge management perspective, individual knowledge sharing through both experimentation and learning by doing provide consistently high levels of knowledge sharing (Burns, Acar and Datta, 2011). This research emphasizes that constraints, such as limited resources and self-imposed ethical standards, can be a source of advantage leading to ingenuity and knowledge creation.<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/jkm-11-2018-0707","type":"journal-article","created":{"date-parts":[[2019,9,25]],"date-time":"2019-09-25T07:28:43Z","timestamp":1569396523000},"page":"1965-1983","source":"Crossref","is-referenced-by-count":23,"title":["Entrepreneurs\u2019 ingenuity and self-imposed ethical constraints: creating sustainability-oriented new ventures and knowledge"],"prefix":"10.1108","volume":"23","author":[{"given":"Ana Cristina O","family":"Siqueira","sequence":"first","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"Benson","family":"Honig","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"140","reference":[{"issue":"5","key":"key2020012107502571700_ref001","doi-asserted-by":"publisher","first-page":"1297","DOI":"10.1177\/0149206314527128","article-title":"Innovation and creativity in organizations: a state-of-the-science review, prospective commentary, and guiding framework","volume":"40","year":"2014","journal-title":"Journal of Management"},{"issue":"3","key":"key2020012107502571700_ref002","doi-asserted-by":"publisher","first-page":"450","DOI":"10.1177\/0007650312446784","article-title":"Performing citizenship: an innovative model of financial services for rural poor in India","volume":"51","year":"2012","journal-title":"Business & Society"},{"issue":"8","key":"key2020012107502571700_ref003","doi-asserted-by":"crossref","first-page":"891","DOI":"10.1002\/smj.2041","article-title":"Necessity as the mother of \u2018green\u2019 inventions: institutional pressures and environmental innovations","volume":"34","year":"2013","journal-title":"Strategic Management Journal"},{"issue":"4","key":"key2020012107502571700_ref004","doi-asserted-by":"crossref","first-page":"19","DOI":"10.1108\/13673270510610305","article-title":"Organizational creativity: breaking equilibrium and order to innovate","volume":"9","year":"2005","journal-title":"Journal of Knowledge Management"},{"issue":"2","key":"key2020012107502571700_ref005","doi-asserted-by":"crossref","first-page":"270","DOI":"10.1108\/13673271111119691","article-title":"A qualitative exploration of entrepreneurial knowledge transfers","volume":"15","year":"2011","journal-title":"Journal of Knowledge Management"},{"issue":"3","key":"key2020012107502571700_ref006","doi-asserted-by":"crossref","first-page":"473","DOI":"10.1007\/s10551-011-0825-x","article-title":"Repentance and continuous improvement: ethical implications for the modern leader","volume":"102","year":"2011","journal-title":"Journal of Business Ethics"},{"issue":"6","key":"key2020012107502571700_ref007","doi-asserted-by":"crossref","first-page":"934","DOI":"10.1108\/13673271211276209","article-title":"Bounded awareness and tacit knowledge: revisiting challenger disaster","volume":"16","year":"2012","journal-title":"Journal of Knowledge Management"},{"issue":"3","key":"key2020012107502571700_ref008","doi-asserted-by":"publisher","first-page":"361","DOI":"10.1007\/s10551-011-0914-x","article-title":"The influence of corporate environmental ethics on competitive advantage: the mediation role of green innovation","volume":"104","year":"2011","journal-title":"Journal of Business Ethics"},{"issue":"4","key":"key2020012107502571700_ref009","doi-asserted-by":"publisher","first-page":"331","DOI":"10.1007\/s10551-006-9025-5","article-title":"The influence of green innovation performance on corporate advantage in Taiwan","volume":"67","year":"2006","journal-title":"Journal of Business Ethics"},{"key":"key2020012107502571700_ref010","volume-title":"The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail","year":"2013"},{"issue":"3","key":"key2020012107502571700_ref011","doi-asserted-by":"publisher","first-page":"522","DOI":"10.5465\/amr.1999.2202135","article-title":"An organizational learning framework: from intuition to institution","volume":"24","year":"1999","journal-title":"Academy of Management Review"},{"issue":"2","key":"key2020012107502571700_ref012","doi-asserted-by":"publisher","first-page":"253","DOI":"10.1007\/s10551-013-1762-7","article-title":"Righting the wrong for third parties: how monetary compensation, procedure changes and apologies can restore justice for observers of injustice","volume":"122","year":"2014","journal-title":"Journal of Business Ethics"},{"issue":"6","key":"key2020012107502571700_ref013","doi-asserted-by":"crossref","first-page":"1393","DOI":"10.5465\/amj.2010.57318388","article-title":"Formal dining at cambridge colleges: linking ritual performance and institutional maintenance","volume":"53","year":"2010","journal-title":"Academy of Management Journal"},{"issue":"3","key":"key2020012107502571700_ref014","doi-asserted-by":"publisher","first-page":"471","DOI":"10.1007\/s10551-010-0434-0","article-title":"Mainstreaming green product innovation: why and how companies integrate environmental sustainability","volume":"95","year":"2010","journal-title":"Journal of Business Ethics"},{"issue":"4","key":"key2020012107502571700_ref015","doi-asserted-by":"publisher","first-page":"302","DOI":"10.1111\/1540-627X.00059","article-title":"The ethical outlook of micro business operators","volume":"40","year":"2002","journal-title":"Journal of Small Business Management"},{"key":"key2020012107502571700_ref016","first-page":"34","article-title":"1 The meaning of social entrepreneurship","volume-title":"Case Studies in Social Entrepreneurship and Sustainability","year":"2017"},{"issue":"1","key":"key2020012107502571700_ref017","doi-asserted-by":"publisher","first-page":"26","DOI":"10.1002\/sej.1150","article-title":"Optimization or bricolage? Overcoming resource constraints in global social entrepreneurship","volume":"7","year":"2013","journal-title":"Strategic Entrepreneurship Journal"},{"issue":"4","key":"key2020012107502571700_ref018","doi-asserted-by":"publisher","first-page":"681","DOI":"10.1111\/j.1540-6520.2010.00370.x","article-title":"Social bricolage: theorizing social value creation in social enterprises","volume":"34","year":"2010","journal-title":"Entrepreneurship Theory and Practice"},{"issue":"1","key":"key2020012107502571700_ref019","doi-asserted-by":"publisher","first-page":"47","DOI":"10.1111\/j.1467-6486.2006.00582.x","article-title":"Corporate social responsibility, public policy, and NGO activism in Europe and the United States: an institutional\u2010stakeholder perspective","volume":"43","year":"2006","journal-title":"Journal of Management Studies"},{"issue":"2","key":"key2020012107502571700_ref020","doi-asserted-by":"publisher","first-page":"286","DOI":"10.2307\/259083","article-title":"Multilevel theorizing about creativity in organizations: a sensemaking perspective","volume":"24","year":"1999","journal-title":"The Academy of Management Review"},{"key":"key2020012107502571700_ref021","first-page":"289","article-title":"Ingenuity research: current problems and future prospects","volume-title":"Handbook of Organizational and Entrepreneurial Ingenuity","year":"2014"},{"issue":"4","key":"key2020012107502571700_ref022","doi-asserted-by":"publisher","first-page":"1155","DOI":"10.2307\/20159361","article-title":"Methodological fit in management field research","volume":"32","year":"2007","journal-title":"The Academy of Management Review"},{"issue":"4","key":"key2020012107502571700_ref023","doi-asserted-by":"publisher","first-page":"532","DOI":"10.2307\/258557","article-title":"Building theories from case study research","volume":"14","year":"1989","journal-title":"The Academy of Management Review"},{"issue":"1","key":"key2020012107502571700_ref024","doi-asserted-by":"publisher","first-page":"25","DOI":"10.5465\/amj.2007.24160888","article-title":"Theory building from cases: opportunities and challenges","volume":"50","year":"2007","journal-title":"Academy of Management Journal"},{"issue":"5","key":"key2020012107502571700_ref025","doi-asserted-by":"publisher","first-page":"341","DOI":"10.1007\/bf00871762","article-title":"Measuring moral judgment: the moral judgment interview or the defining issues test?","volume":"13","year":"1994","journal-title":"Journal of Business Ethics"},{"issue":"4","key":"key2020012107502571700_ref026","doi-asserted-by":"publisher","first-page":"1112","DOI":"10.5465\/amr.1996.9704071865","article-title":"A theory of individual creative action in multiple social domains","volume":"21","year":"1996","journal-title":"Academy of Management Review"},{"key":"key2020012107502571700_ref027","doi-asserted-by":"crossref","first-page":"18","DOI":"10.1016\/j.techsoc.2014.07.001","article-title":"Third wave Do-It-Yourself (DIY): potential for prosumption, innovation, and entrepreneurship by local populations in regions without industrial manufacturing infrastructure","volume":"39","year":"2014","journal-title":"Technology in Society"},{"issue":"1","key":"key2020012107502571700_ref028","doi-asserted-by":"crossref","first-page":"23","DOI":"10.1007\/s10551-013-1797-9","article-title":"New insights into ethical leadership: a qualitative investigation of the experiences of executive ethical leaders","volume":"123","year":"2014","journal-title":"Journal of Business Ethics"},{"key":"key2020012107502571700_ref029","volume-title":"The Unschooled Mind: How Children Think and How Schools Should Teach","year":"1991"},{"issue":"8","key":"key2020012107502571700_ref030","doi-asserted-by":"crossref","first-page":"1655","DOI":"10.1108\/JKM-10-2017-0497","article-title":"Twenty years of the journal of knowledge management: a bibliometric analysis","volume":"22","year":"2018","journal-title":"Journal of Knowledge Management"},{"issue":"1","key":"key2020012107502571700_ref031","doi-asserted-by":"publisher","first-page":"15","DOI":"10.1177\/1094428112452151","article-title":"Seeking qualitative rigor in inductive research: notes on the Gioia methodology","volume":"16","year":"2012","journal-title":"Organizational Research Methods"},{"issue":"1","key":"key2020012107502571700_ref032","doi-asserted-by":"crossref","first-page":"5","DOI":"10.1108\/13673279810800744","article-title":"Knowledge, creativity and innovation","volume":"2","year":"1998","journal-title":"Journal of Knowledge Management"},{"issue":"3","key":"key2020012107502571700_ref033","doi-asserted-by":"crossref","first-page":"476","DOI":"10.2307\/3094872","article-title":"When innovations meet institutions: Edison and the design of the electric light","volume":"46","year":"2001","journal-title":"Administrative Science Quarterly"},{"issue":"4","key":"key2020012107502571700_ref034","doi-asserted-by":"publisher","first-page":"689","DOI":"10.1007\/s10551-010-0704-x","article-title":"The role of ethical ideology in reactions to injustice","volume":"100","year":"2011","journal-title":"Journal of Business Ethics"},{"key":"key2020012107502571700_ref044a","volume-title":"Handbook of Organizational and Entrepreneurial Ingenuity","year":"2014"},{"key":"key2020012107502571700_ref035","unstructured":"ISCV, Inova\u00e7\u00e3o e Sustentabilidade na Cadeia de Valor (2014), \u201cInnovation and sustainability in the supply chain project cases\u201d, available at: www.inovacaonacadeiadevalor.com.br\/"},{"issue":"10","key":"key2020012107502571700_ref036","first-page":"76","article-title":"Blue ocean strategy","volume":"82","year":"2004","journal-title":"Harvard Business Review"},{"issue":"4","key":"key2020012107502571700_ref037","doi-asserted-by":"publisher","first-page":"465","DOI":"10.1177\/0170840614525321","article-title":"Organizational ingenuity: concept, processes and strategies","volume":"35","year":"2014","journal-title":"Organization Studies"},{"key":"key2020012107502571700_ref038","article-title":"Organizational ingenuity: insights and overview","volume-title":"Handbook of Organizational and Entrepreneurial Ingenuity","year":"2014"},{"issue":"1","key":"key2020012107502571700_ref039","doi-asserted-by":"crossref","first-page":"71","DOI":"10.1287\/orsc.2.1.71","article-title":"Exploration and exploitation in organizational learning","volume":"2","year":"1991","journal-title":"Organization Science"},{"key":"key2020012107502571700_ref040","volume-title":"Piaget's Conception of Evolution: Beyond Darwin and Lamarck","year":"1996"},{"issue":"4","key":"key2020012107502571700_ref041","doi-asserted-by":"crossref","first-page":"661","DOI":"10.1111\/j.1540-6520.2010.00389.x","article-title":"Social ventures from a resource\u2013based perspective: an exploratory study assessing global Ashoka fellows","volume":"34","year":"2010","journal-title":"Entrepreneurship Theory and Practice"},{"issue":"3","key":"key2020012107502571700_ref042","doi-asserted-by":"publisher","first-page":"750","DOI":"10.2307\/20159434","article-title":"Ending corruption: the interplay among institutional logics, resources, and institutional entrepreneurs","volume":"33","year":"2008","journal-title":"Academy of Management Review"},{"issue":"4","key":"key2020012107502571700_ref043","doi-asserted-by":"crossref","first-page":"495","DOI":"10.1108\/JKM-04-2013-0141","article-title":"Knowledge, learning, and innovation: research and perspectives","volume":"17","year":"2013","journal-title":"Journal of Knowledge Management"},{"issue":"4","key":"key2020012107502571700_ref044","doi-asserted-by":"crossref","first-page":"611","DOI":"10.1111\/j.1540-6520.2010.00397.x","article-title":"The legitimacy of social entrepreneurship: reflexive isomorphism in a pre\u2013paradigmatic field","volume":"34","year":"2010","journal-title":"Entrepreneurship Theory and Practice"},{"issue":"6","key":"key2020012107502571700_ref045","first-page":"673","article-title":"TheART' of knowledge: systems to capitalize on market knowledge","volume":"16","year":"1998","journal-title":"European Management Journal"},{"key":"key2020012107502571700_ref046","volume-title":"The Psychology of Intelligence","year":"1950"},{"issue":"155","key":"key2020012107502571700_ref047","doi-asserted-by":"crossref","first-page":"1","DOI":"10.1017\/S0031819100066110","article-title":"The logic of tacit inference","volume":"41","year":"1966","journal-title":"Philosophy"},{"key":"key2020012107502571700_ref048","volume-title":"Jugaad Innovation: Think Frugal, Be Flexible, Generate Breakthrough Growth","year":"2012"},{"issue":"2","key":"key2020012107502571700_ref049","doi-asserted-by":"publisher","first-page":"186","DOI":"10.1111\/j.1467-8551.2012.00848.x","article-title":"From entrepreneurial orientation and learning orientation to business performance: analysing the mediating role of organizational learning and the moderating effects of organizational size","volume":"25","year":"2014","journal-title":"British Journal of Management"},{"issue":"6","key":"key2020012107502571700_ref050","doi-asserted-by":"crossref","first-page":"828","DOI":"10.1108\/JKM-06-2013-0232","article-title":"Ethical issues in knowledge management: conflict of knowledge ownership","volume":"17","year":"2013","journal-title":"Journal of Knowledge Management"},{"issue":"2","key":"key2020012107502571700_ref050aa","doi-asserted-by":"crossref","first-page":"243","DOI":"10.5465\/amr.2001.4378020","article-title":"Causation and effectuation: toward a theoretical shift from economic inevitability to entrepreneurial contingency","volume":"26","year":"2001","journal-title":"Academy of Management Review"},{"issue":"1","key":"key2020012107502571700_ref051","doi-asserted-by":"publisher","first-page":"15","DOI":"10.1007\/s10551-012-1277-7","article-title":"Institutionalizing ethical innovation in organizations: an integrated causal model of moral innovation decision processes","volume":"113","year":"2013","journal-title":"Journal of Business Ethics"},{"issue":"4","key":"key2020012107502571700_ref052","doi-asserted-by":"publisher","first-page":"435","DOI":"10.1007\/s10551-013-1911-z","article-title":"Positive organizational ethics: cultivating and sustaining moral performance","volume":"119","year":"2014","journal-title":"Journal of Business Ethics"},{"issue":"4","key":"key2020012107502571700_ref053","doi-asserted-by":"publisher","first-page":"489","DOI":"10.1016\/j.jbusvent.2015.02.001","article-title":"Party on! a call for entrepreneurship research that is more interactive, activity based, cognitively hot, compassionate, and prosocial","volume":"30","year":"2015","journal-title":"Journal of Business Venturing"},{"issue":"2","key":"key2020012107502571700_ref054","doi-asserted-by":"publisher","first-page":"314","DOI":"10.1002\/smj.2337","article-title":"Value creation through stakeholder synergy","volume":"37","year":"2016","journal-title":"Strategic Management Journal"},{"issue":"2","key":"key2020012107502571700_ref055","doi-asserted-by":"crossref","first-page":"94","DOI":"10.1108\/13673279910275512","article-title":"Questions in knowledge management: defining and conceptualising a phenomenon","volume":"3","year":"1999","journal-title":"Journal of Knowledge Management"},{"issue":"4","key":"key2020012107502571700_ref050a","doi-asserted-by":"crossref","first-page":"802","DOI":"10.5465\/amr.2006.22527385","article-title":"Knowledge for theory and practice","volume":"31","year":"2006","journal-title":"Academy of Management Review"},{"issue":"4","key":"key2020012107502571700_ref056","doi-asserted-by":"publisher","first-page":"613","DOI":"10.1177\/0170840613517599","article-title":"Organizational ingenuity and the paradox of embedded agency: the case of the embryonic Ontario solar energy industry","volume":"35","year":"2014","journal-title":"Organization Studies"},{"issue":"7","key":"key2020012107502571700_ref057","doi-asserted-by":"publisher","first-page":"763","DOI":"10.1016\/j.jbusres.2009.06.005","article-title":"Linking organizational culture, structure, strategy, and organizational effectiveness: mediating role of knowledge management","volume":"63","year":"2010","journal-title":"Journal of Business Research"},{"key":"key2020012107502571700_ref058","first-page":"57","article-title":"Ingenuity spirals and corporate environmental sustainability","volume-title":"Handbook of Organizational and Entrepreneurial Ingenuity","year":"2014"},{"issue":"2","key":"key2020012107502571700_ref059","doi-asserted-by":"publisher","first-page":"201","DOI":"10.1023\/a:1023303917699","article-title":"From management systems to corporate social responsibility","volume":"44","year":"2003","journal-title":"Journal of Business Ethics"},{"issue":"2","key":"key2020012107502571700_ref060","doi-asserted-by":"crossref","first-page":"79","DOI":"10.1007\/s10551-004-1893-y","article-title":"From quality to sustainability","volume":"55","year":"2004","journal-title":"Journal of Business Ethics"}],"container-title":["Journal of Knowledge Management"],"original-title":[],"language":"en","link":[{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/JKM-11-2018-0707\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/JKM-11-2018-0707\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,24]],"date-time":"2025-07-24T22:28:06Z","timestamp":1753396086000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/jkm\/article\/23\/10\/1965-1983\/264773"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2019,12,9]]},"references-count":63,"journal-issue":{"issue":"10","published-print":{"date-parts":[[2019,12,9]]}},"alternative-id":["10.1108\/JKM-11-2018-0707"],"URL":"https:\/\/doi.org\/10.1108\/jkm-11-2018-0707","relation":{},"ISSN":["1367-3270","1367-3270"],"issn-type":[{"value":"1367-3270","type":"print"},{"value":"1367-3270","type":"print"}],"subject":[],"published":{"date-parts":[[2019,12,9]]}}}