-凯发k8游戏

��ࡱ�>�� ������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������u �r� jbjbj�n�n2���a��ab �������""������������8�le$��pl��������wpypypypypypyp$dr��t<}p������}p����4�p����2����wp��wp�����������|�������(�cp�p0�p�6u:6u��v26u�m0��������}p}pql����p������������������������������������������������������������������������6u���������"q s: organization science volume 35, issue 2, mar/apr 2024 1. title: when funders aren't customers: reputation management and capability underinvestment in multiaudience organizations. authors: keith, david; taylor, lauren; paine, james; weisbach, richard; dowidowicz, anthony. abstract: in contrast with for-profit companies, many "multiaudience" organizations, such as universities, hospitals, and nonprofits, receive revenues not just from customers but from third-party funders. this distinction is most stark in donative nonprofits that receive all of their funding from noncustomers and have long been perceived to underperform because of persistent underinvestment in organizational capabilities. in this paper, we explore how the need to manage funder perceptions influences how managers allocate resources to investment in organizational capabilities versus programmatic spending. we develop a model of capability dynamics based on fieldwork with six nonprofit organizations that incorporates the mechanism of reputation management. we argue that difficulties communicating the impact of nonprofits to donors often leads managers to instead focus on the amount of work being done, creating a bias toward programmatic spending. analyzing our model, we show that a capability tipping threshold exists: for nonprofits with low capabilities, it is boundedly rational for managers to underinvest in organizational capabilities in order to manage donor perceptions even when this practice is known to limit performance. our findings suggest that building high-performance nonprofits requires coordinated action between managers and donors to allow capability investments to accumulate. counterintuitively, deliberately restraining programmatic expenditure (i.e., serving fewer recipients) while the organization builds its capabilities may be the best strategy for nonprofits to achieve sustained high performance and impact in the long run. 2. title: inverted apprenticeship: how senior occupational members develop practical expertise and preserve their position when new technologies arrive. authors: beane, matthew; anthony, callen. abstract: new technologies create a dilemma for senior members of occupations. traditionally, practical expertise and position are considered correlates, yet when new technologies arrive, they may be knocked out of alignment. this means that senior members must develop new expertise lest their position be threatened. however, because position often signifies expertise, developing new practical expertise may be challenging. indeed, senior members face strong pressures not to appear to nor actually devote time to comprehensive formal training as they are booked with complex problems using prior methods, they are responsible for the learning of junior members, and they have passed early career training windows. through comparative ethnographic field studies of urological surgery and investment banking, we show that "inverted apprenticeships," defined as configured struggle and restructured interactions with junior members that allow senior members to develop practical expertise with new technologies while maintaining their position, resolve this dilemma. we identify four pathways that senior experts took to structure these inverted apprenticeships, including seeking, stalling, leveraging, and confronting. we uncover the conditions of each pathway and trace their consequences. although these pathways allowed senior members to enhance or preserve their position, they generated widely varying practical expertise with the new technology. furthermore, the majority of these pathways undermined the learning of those most junior, who were supposed to be developing expertise through their interactions with seniors. 3. title: legitimating illegitimate practices: how data analysts compromised their standards to promote quantification. authors: stice-lusvardi, ryan; hinds, pamela j.; valentine, melissa. abstract: prior studies that examine how new expertise becomes integrated into organizations have shown that different occupations work to legitimate their new expertise to develop credibility and deference from other organizational groups. in this study, we similarly examine the work that an expert occupation did to legitimate their expertise; however, in this case, they were legitimating practices that they actually considered illegitimate. we report findings from our 20-month ethnography of data analysts at a financial technology company to explain this process. we show that the company had structured data analytics in ways similar to bechky's idea of a captive occupation: they were dependent on their collaborators' cooperation to demonstrate the value of data analytics and accomplish their work. the data analysts constantly encountered or were asked to provide what they deemed to be illegitimate data analysis practices such as hacking, peeking, and poor experimental design. in response, they sometimes resisted but more often reconciled themselves to the requests. notably, they also explicitly lowered their stated standards and then worked to legitimate those now illegitimate versions of their expert practices through standardization, technology platforms, and evangelizing. our findings articulate the relationship between captive occupations and conditions wherein experts work to legitimate what they consider illegitimate practices. 4. title: learning strategic representations: exploring the effects of taking a strategy course. authors: heshmati, mana; csaszar, felipe a. abstract: despite the popularity of strategy courses and the fact that managers make consequential decisions using ideas they learn in such courses, few studies examine the learning outcomes of taking a strategy course�a research gap most likely the result of the methodological challenges of measuring these outcomes in realistic ways. this paper provides a large-sample study of what individuals learn from taking a strategy course and how those learning outcomes depend on individual characteristics. we examine how 2,269 master of business administration (mba) students evaluate real-world video cases before and after taking the mba core strategy course at a large u.s. business school. we document several changes in their performance, mental representations, and self-perceptions. among other findings, we show that taking a strategy course improves strategic decision making, increases the depth of mental representations and the attention paid to broader industry and competitive concerns, and boosts students' confidence, while making them more aware of the uncertainty pervading strategic decisions. we also find that the magnitude and significance of these changes are associated with individual characteristics, such as cognitive ability, prior knowledge, and gender. 5. title: a temporal perspective on boundary spanning: engagement dynamics and implications for knowledge transfer. authors: zobel, ann-kristin; falcke, lukas; comello, stephen d. abstract: this study adopts a temporal perspective to investigate how boundary spanners can increase the inflow of external knowledge by engaging with both external and internal parties. we add to prior work on knowledge transfer by shifting the focus from engagement levels to investigating engagement dynamics, especially the degree of switching between external and internal engagement across consecutive time periods. drawing from a cognitive perspective, we argue that switching strongly between engagement types is associated with a segmented knowledge structure that enables quick and efficient categorical processing when knowledge can simply be "channeled" from source to recipient units. in contrast, weak or no switching is associated with a blended knowledge structure and more reflective processing, which is particularly helpful when knowledge transfer requires more translation and transformation. correspondingly, we adopt a contingency perspective and theorize that the cognitive advantages associated with stronger versus weaker switching weigh differently, contingent on the stickiness of knowledge to be transferred and the nature of boundary-spanning activities that vary in importance over time. fixed effects models of eight waves of original survey data reveal that, in line with our theorizing, the association between switching and knowledge transfer becomes increasingly negative (1) the more boundary spanners access knowledge that is transspecialist in nature, (2) the greater the organizational distance between source and recipient units, and (3) in later phases of the boundary-spanning process. 6. title: a microstructural approach to self-organizing: the emergence of attention networks. authors: tonellato, marco; tasselli, stefano; conaldi, guido; lerner, j�rgen; lomi, alessandro. abstract: a recent line of inquiry investigates new forms of organizing as bundles of novel solutions to universal problems of resource allocation and coordination: how to allocate organizational problems to organizational participants and how to integrate participants' resulting efforts. we contribute to this line of inquiry by reframing organizational attention as the outcome of a concatenation of self-organizing, microstructural mechanisms linking multiple participants to multiple problems, thus giving rise to an emergent attention network. we argue that, when managerial hierarchies are absent and authority is decentralized, observable acts of attention allocation produce interpretable signals that help participants to direct their attention and share information on how to coordinate and integrate their individual efforts. we theorize that the observed structure of an organizational attention network is generated by the concatenation of four interdependent micromechanisms: focusing, reinforcing, mixing, and clustering. in a statistical analysis of organizational problem solving within a large open-source software project, we find support for our hypotheses about the self-organizing dynamics of the observed attention network connecting organizational problems (software bugs) to organizational participants (volunteer contributors). we discuss the implications of attention networks for theory and practice by emphasizing the self-organizing character of organizational problem solving. we discuss the generalizability of our theory to a wider set of organizations in which participants can freely allocate their attention to problems and the outcomes of their allocation are publicly observable without cost. 7. title: pay suppression in social impact contexts: how framing work around the greater good inhibits job candidate compensation demands. authors: hussain, insiya; pitesa, marko; thau, stefan; schaerer, michael. abstract: past research suggests that when organizations communicate the benefits of their work for human welfare�that is, use a social impact framing for work�job candidates are willing to accept lower wages because they expect the work to be personally meaningful. we argue that this explanation overlooks a less socially desirable mechanism by which social impact framing leads to lower compensation demands: the perception among job candidates that requesting higher pay will breach organizational expectations to value work for its intrinsic (rather than extrinsic) rewards, or constitute a motivational norm violation. we find evidence for our theory across five studies: a qualitative study (study 1), a hiring experiment with undergraduate students (study 2), an online labor market field experiment (study 3), a vignette-based simulation (study 4), and a stimulus sampling study using multiple occupations (study 5). exploratory analyses find that the negative effects are unique to monetary (versus nonmonetary) job rewards. together, results uncover a novel mechanism by which emphasizing work for the greater good leads job candidates to accept lower wages�one that reflects candidates self-censoring on pay from concerns about violating organizational norms rather than solely from a willingness to trade higher pay for potentially meaningful work. our research contributes to understandings of how social responsibility messaging impacts workers' perceptions of organizations and negotiation behavior. it also holds implications for emerging scholarship on managers' implicit theories of employee work motivation. 8. title: hybrid administrative interfaces: authority delegation and reversion in strategic alliances. authors: hanisch, marvin; reuer, jeffrey j.; haeussler, carolin; devarakonda, shivaram v. abstract: steering committees are pivotal for governing complex collaborations by consensus to facilitate coordination and knowledge sharing. although consensus-based governance promotes mutuality, it can also cause deadlocks, stalling expeditious decision making. we examine the conditions under which alliance partners delegate decision-making authority to steering committees as well as the conditions under which authority over discordant matters can be relocated to one of the alliance partners. we argue that joint coordination concerns increase the likelihood of authority delegation, whereas the higher costs and stakes associated with decision stalemates provide grounds for authority reversion. empirical analyses of strategic alliances in the biopharmaceutical industry support our arguments. our paper demonstrates the versatility of contractually defined administrative interfaces in alliance governance, allowing partners to coordinate bilaterally and adapt hierarchically as and when required. 9. title: the reconnection process: mobilizing the social capital of dormant ties. authors: rondi, emanuela; levin, daniel z.; de massis, alfredo. abstract: prior research has identified the value of reconnecting dormant ties (i.e., people you used to know), allowing individuals to refresh relationships and mobilize the value inherent in a tie (i.e., its social capital). however, less well understood is how this reconnection process occurs, including how it can be done well or poorly. to address this lack of knowledge, we conducted multi-organizational research combining an inductive, qualitative field study of professional reconnections by individuals in the north italian textile district (study 1) and, to validate our findings, a vignette-based experiment with u.s. workers (study 2). we find that the process of reconnecting dormant ties can and does fail, sometimes dramatically, when people do not refresh the tie and, as a result, do not trust where they stand with each other. specifically, we find that three elements�remembering, catching up, and perceiving the tie similarly�are key to successfully mobilizing the value of a dormant tie. 10. title: stigma by association: the unintended interpersonal consequences of associating oneself with an abusive supervisor. authors: yan, liuxin; yam, kai chi. abstract: extant abusive supervision research has predominantly studied its prevalence and destructive effects through the lens of victims, potential victims, or third-party observers who witness such mistreatments. in the present research, we examine a neglected group of individuals�employees who are able to develop high-quality relationships and are closely associated with their abusive supervisors. drawing insights from the stigma-by-association literature, we conceptualize abusive supervision as a unique form of moral stigma that might result in unintended spillover effects. specifically, we found that observers tend to perceive employees who are closely associated with an abusive supervisor to be less moral and trustworthy for seemingly sharing a similar set of unethical values and beliefs, even though this might not necessarily be true in reality. as a downstream consequence, these employees are subject to unintended interpersonal backlashes (i.e., withdrawal from helping behaviors) imposed by their fellow coworkers. furthermore, we investigate the moderating role of voluntary motive attribution, revealing that those who were attributed to voluntarily associate themselves with abusive supervisors received the highest levels of interpersonal backlashes. results from one pilot study, one multiwave survey study (study 2), and three preregistered experiments (studies 1, 3, 4) supported our full theoretical model. our research adds new insights to the abusive supervision literature by introducing a new unintended consequence on a previously overlooked group of employees who are presumed to be shielded from the negative impact of abusive supervision. 11. title: the corporate opportunity structure for shareholder activism: how activist hedge funds exploit board demographic diversity. authors: desjardine, mark r.; shi, wei; marti, emilio. abstract: inspired by research on social movements, we extend the idea that activists look for opportunities to target firms to the realm of financially motivated shareholder activists. focusing on activist hedge funds, we argue that hedge fund campaigns are more likely to succeed when boards are slow and less united and that, compared with more homogeneous boards, demographically diverse boards tend to act more slowly and with less unity. although these attributes make demographically diverse boards more effective under "normal" circumstances, they become a liability in confrontations with activist hedge funds. we, therefore, hypothesize that when subject to governance and performance problems, firms become more likely targets of activist hedge funds when they also have demographically diverse boards. to further probe our theory, we explore the opportunity recognition of activist hedge funds in two ways. first, we posit that this opportunity will be recognized and exploited primarily by experienced activist hedge funds. second, we argue that activist hedge funds' opportunity recognition is correct in so far that demographically diverse boards respond to activism campaigns in ways that are likely to benefit activist hedge funds. using data on united states-based activism campaigns, we find support for our theory. by simultaneously studying problems and opportunities, this study establishes a foundation for examining when the disciplinary effect of shareholder activism may go awry and reveals why a strict business case for demographic diversity may be insufficient to align all shareholders behind board diversity. 12. title: the consequences of revealing first-generational status. authors: belmi, peter; raz, kelly; neale, margaret; thomas-hunt, melissa. abstract: college is regarded as the great equalizer. people with four-year degrees expect to reap the rewards of their education. this paper examines the pivotal transition from college to the labor market. how do candidates fare when they reveal to prospective employers that they are "first-gen"? based on the literature, one may advance two competing predictions. one perspective predicts the possibility of a first-gen advantage. this view predicts that revealing one's first-gen status can help applicants, by making them seem motivated, committed, responsible, and hardworking. it also makes for a compelling narrative; many americans love stories of "bootstrapped" success. in contrast, a competing perspective predicts the possibility of a first-generation disadvantage. according to this view, there are forces that block decision makers from recognizing the strengths of first-gen students. we tested these two perspectives with an audit study (n = 1,783) and four follow-up studies (n = 4,920). the results supported the first-gen disadvantage hypothesis. even in the mainstream labor market, first-gen students were evaluated less favorably. we traced this bias to the impact of one possible mechanism: deficit thinking. despite overcoming hardships, first-gen students were often viewed through the lens of deficits. as a consequence, they were often denied opportunities to gain entry into organizations. importantly, we found that a mindset shift can help ameliorate the problem. when we nudged decision makers to adopt a strengths-based lens, they became more receptive to hiring first-gen applicants. this work extends knowledge on the mechanisms that drive social class gaps in hiring. it also invites a reassessment of how to study social class in organizations. deficit models dominate the study of social class. however, as we demonstrated, focusing on deficits can exacerbate inequality. it is important to consider people's experiences and humanity holistically. 13. title: striking out swinging: specialist success following forced task inferiority. authors: bond, brittany; poskanzer, ethan. abstract: organizing work around specialized professionals leverages their deep expertise and mastery of particular skills. however, as work becomes more flexible, organizations often require specialists to perform some work outside their specialization. these tasks, which distance specialists from the area of their greatest contribution, could diminish their performance by being distracting or tiring or by creating negative comparisons with others who are more proficient in that work. contrary to these perspectives, we find robust evidence that specialists' performance can be enhanced, rather than diminished, after work outside their specialization. using archival data from 22 years of major league baseball (mlb) games and interviews with former mlb players and coaches, we find that specialized players perform better in their specialty after obligatory tasks outside of their specialization. we argue that this occurs through a process we call forced task inferiority, in which underperformance in tasks outside their specialty frustrates specialists, generating heightened arousal and drive that they can channel into better performance in their specialty work. the results are robust to alternative mechanisms, such as tasks outside a specialist's area of specialization leading to learning, breaking monotony, or threatening the specialist's professional identity. this research advances knowledge about managing specialists and flexible work arrangements by showing that when tasks are particularly sequenced, specialists' performance can be enhanced, rather than diminished, by doing work outside their specialty. 14. title: technology counteroffensive strategies: toward an ex ante view of technology substitution. authors: furr, nathan r.; snow, daniel c. abstract: although the canonical view of technology substitution describes the frequent failure of incumbent firms to adapt to new technologies, research suggests that firms adopt a variety of strategies when faced with a substitution. these include extending the incumbent technology, bridging to the new by creating hybrids of incumbent and threatening technology, and retreating to market niches in which incumbent technologies retain a competitive advantage. because ex post views can depict such strategies as ineffectual in the face of inevitable substitution, we have a limited view of the impact of these strategies�whether, when, and how technology substitution occurs. in a study of technology substitution in the population of automobile carburetor manufacturers between 1979 and 1992, we find that these "technology counteroffensive" strategies effectively improved product performance, temporarily deferred technology substitution, and contributed to the continued survival of many firms. significant firm outcome differences result from these strategies. the paper concludes by suggesting both a theory of technology hybrids and an ex ante theory of technology substitution as a complement to the dominant ex post view. 15. title: do lower-power individuals really compete less? an investigation of covert competition. authors: zhong, yufei; li, huisi. abstract: competition is one of the defining features of organizational life. in this research, we identify a prevalent but overlooked type of competition�covert competition, which we define as behaviors with the intention to win (i.e., advancing one's interest/position while disregarding or hurting the other party's interest/position) that are unclear to or hidden from the other party. we argue that one's relative power in dyadic social relationships influences covert competition. based on the theory of power dependence, we expect that lower-power individuals are more likely than higher-power individuals to compete covertly. this is because lower-power individuals fear the potential negative repercussions of revealing their competitiveness, which motivates them to engage in more covert competition. lower-power individuals' ability to escape from the current relationship mitigates the effects of having lower power on such fear and on their subsequent covert competition. with five experiments and a three-wave longitudinal survey study, we find support for our hypotheses. this research calls attention to the understudied covert form of competition and emphasizes the nuanced relationships between power and competitive behaviors.     &')035679b�����ʸʩʸ��wobtf9thj�5�ojqj^jo(h'1�h'1�5�ojqj^jh�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo(h!@�5�cjojqj^jajh 2e5�cjojqj^jajh'1�5�cjojqj^jaj#h'1�h'1�5�cjojqj^jaj#h�"�h�"�5�cjojqj^jaj h$-�5�cjojqj^jajo(#h'1�h'1�5�cjojqj^jaj678� ��0z��2w ,���"�"/#o#�)�����������������������gd�psgd)w�gd$?�gdto�gd�l$gd%j,gd)?�gdu<�gd�"�$a$gdt4��    �������/089yzcd�����ⱥ�����y�k[y��[ym�?hihu<�ojqj^jo(hih�l$ojqj^jo(hvi�h�l$5�ojqj^jo(h'1�h'1�5�ojqj^jh�l$h�l$5�ojqj^jh�l$5�ojqj^jo(hj�5�ojqjo(hiht4ojqj^jo(h'1�h'1�ojqj^jhihj�ojqj^jo(h�"�hu<�5�ojqj^jh)?�ht45�ojqj^jo(h)?�h)?�5�ojqj^jhicy5�ojqj^j�������12:;vw��* ,-/56������跧�虧ŋ~q�dvh;�h$?�5�ojqj^jo(h$?�h$?�5�ojqj^jh�"�h%j,5�ojqj^jhs/�5�ojqj^jo(hihanojqj^jh'1�h'1�ojqj^jh� )hto�ojqj^jo(h)?�h)?�5�ojqj^jhvi�hto�5�ojqj^jo(h'1�h'1�5�ojqj^jhto�hto�5�ojqj^j hto�hto�h�"�h�`�5�ojqj^jhto�5�ojqj^jo(h%j,5�ojqjo(���������"�"�"�"�"�"�".#/#7#8#n#o#�����⹬���xj�\nj��>h)?�h)w�5�ojqj^jo(hvi�h�ps5�ojqj^jhe8ehe8e5�ojqj^jh�psh�ps5�ojqj^jh�"�h)w�5�ojqj^jh�ps5�ojqj^jo(h)w�5�ojqjo(hvi�h%j,ojqj^jo(h'1�h'1�ojqj^jh� )h$?�ojqj^jo(h)?�h)?�5�ojqj^jh$?�5�ojqj^jo(h$?�h$?�5�ojqj^jhvi�h$?�5�ojqj^jo(o#x#y#�)�)�)�)�)�)�))***2*3*�*�*�*�*�*m1n1o1���ƚ�����x�j\l>���ƚh)?�h)w�5�ojqj^jh)?�h)w�5�ojqj^jo(h)?�h)?�5�ojqj^jhvi�hvi�5�ojqj^jhvi�hr7a5�ojqj^jhe8ehe8e5�ojqj^jhr7ahr7a5�ojqj^jh�"�h)w�5�ojqj^jhr7a5�ojqj^jo(h)w�5�ojqjo(hvi�h)w�ojqj^jo(he8ehe8eojqj^jh}onh)w�ojqj^jo(h$?�h)w�5�ojqj^j�)�)**�*n1o1�1$2�8�8�8b93=4=�=�=�a�a:b^b�h�hui�i�����������������������gd�s�gd1r�gd�_gdd�gdlz�gd�)ggd�nigd|�gd)?�gdr7agd)w�o1p1r1x1y1�1�1�1#2$2-2.28�8�8�8�8�8�8����ɻ׭���tfxk�=kh�)gh�)g5�ojqj^jh�)g5�ojqj^jo(h�nih)w�5�ojqjo(h�nih)w�ojqj^jo(h�nih�niojqj^jh}onh)w�ojqj^jo(h$?�h)w�5�ojqj^jh)?�h)w�5�ojqj^jo(h)?�h)?�5�ojqj^jhvi�h|�5�ojqj^jh�d�h�d�5�ojqj^jh|�h|�5�ojqj^jh�"�h)w�5�ojqj^jh|�5�ojqj^jo(�8�8�8�8�8a9b9k9l92=3=4=5=7===>=���ⱥ����sh[m?2hlz�5�ojqj^jo(hlz�hlz�5�ojqj^jh�"�h)w�5�ojqj^jhr5�ojqj^jo(h)w�5�ojqjo(hvi�h)w�ojqj^jo(h,{�h,{�ojqj^jhih)w�ojqj^jo(h$?�h)w�5�ojqj^jh)?�h)w�5�ojqj^jo(h)?�h)?�5�ojqj^jh�)g5�ojqj^jo(h�)gh�)g5�ojqj^jhvi�h�)g5�ojqj^jh,{�h,{�5�ojqj^j>=�=�=�=�=�=�=�=�a�a�a�a�a�a�a9b���ƿ����rewi<.h1r�h1r�5�ojqj^jh�_5�ojqj^jo(h�_h�_5�ojqj^jh�"�h)w�5�ojqj^jhr5�ojqj^jo(hd�h)w�5�ojqjo(hd�h)w�ojqj^jo(hd�hd�ojqj^jhih)w�ojqj^jo(h$?�h)w�5�ojqj^jhvi�h)w�5�ojqj^jo(h)?�h)?�5�ojqj^jhlz�hlz�5�ojqj^jhvi�hlz�5�ojqj^jhd�hd�5�ojqj^j9b:bcb]b^bgbhb�h�h�h�h�h�h�htiui}i~i�i���ŷ����vhzvl>z0�h[h[5�ojqj^jh[h�s�5�ojqj^jh,7oh,7o5�ojqj^jh�s�h�s�5�ojqj^jh�"�h)w�5�ojqj^jh�s�5�ojqj^jo(h)w�5�ojqjo(h1r�h)w�ojqj^jo(h1r�h1r�ojqj^jhih)w�ojqj^jo(h$?�h)w�5�ojqj^jhvi�h)w�5�ojqj^jo(h)?�h)?�5�ojqj^jh�_h�_5�ojqj^jhvi�h�_5�ojqj^j�i�i�i�ipppppp pxpypapbp�p�p�p�pex���ǹ�����wi�[m��?2h-~h-~ojqj^jhih)w�ojqj^jo(h)?�h)?�5�ojqj^jh�9�h[5�ojqj^jh[h�s�5�ojqj^jh-~h-~5�ojqj^jh�s�h�s�5�ojqj^jh�"�h)w�5�ojqj^jh�s�5�ojqj^jo(h)w�5�ojqjo(h[h)w�ojqj^jo(h,7oh,7oojqj^jh}onh)w�ojqj^jo(h$?�h)w�5�ojqj^jh[h)w�5�ojqj^jo(�ippyp�pfxgx�x�xj_k_�_�_�d�de3ejjjjjjjjjj��������������������������gd�gd �gdmw�gd�s�gd)w�exfxgxixkxqxrx�x�x�x�x�x�x�xi_j_k_l_m_o_u_���˽ٯ����ugz�o�b�4hmw�hmw�5�ojqj^jh)w�5�ojqj^jo(h)w�5�ojqjo(h�.�h�.�ojqj^jhih)w�ojqj^jo(h$?�h)w�5�ojqj^jh[h)w�5�ojqj^jo(h)?�h)?�5�ojqj^jh[h�s�5�ojqj^jh�.�h�.�5�ojqj^jh�s�h�s�5�ojqj^jh�"�h)w�5�ojqj^jh�s�5�ojqj^jo(h�~�5�ojqjo(h[h)w�ojqj^jo(u_v_�_�_�_�_�_�_�_�d�d�d�d�d�d�d�d���ɻ����ti\ng9,h �5�ojqj^jo(h �h �5�ojqj^j h �h �h�"�h)w�5�ojqj^jh�s�5�ojqj^jo(h)w�5�ojqjo(h[h)w�ojqj^jo(h��h��ojqj^jhih)w�ojqj^jo(h$?�h)w�5�ojqj^jh[h)w�5�ojqj^jo(h)?�h)?�5�ojqj^jhmw�hmw�5�ojqj^jh[hmw�5�ojqj^jh��h��5�ojqj^jhmw�5�ojqj^jo(�deee2e3e&��ŝ�]�6��ҩ��n=���in����a7���qb&>!"�h [�� �lx�z)��w�v�og�%�ţ|8mă#�/��8��'��=���q�u*��c�`c�w{�d6��/�[��yl���%�� ��n� {�\�o�sm�/�~��i�bcax���/=x e��'5��&\�h�4da���,ye\}�)�l�a�����r�^��*�z���y�v-wowz�n�]��:m�v�=t�c���w��r�b���*i�v�u�r��u����|�nc`�|����*^����pk! ѐ��'theme/theme/_rels/thememanager.xml.rels��m �0���wooӻ�&݈э���5 6?$q�� �,.�a��i����c2�1h�:�q��m��@rn��;d�`��o7�g�k(m&$r(.1�r'j��њt���8��v�"��aȼ�h�u}��|�$�b{��p����8�g/]�qasم(����#��l�[������pk-!����[content_types].xmlpk-!�֧��6 0_rels/.relspk-!ky���theme/theme/thememanager.xmlpk-!���f���theme/theme/theme1.xmlpk-! ѐ��'� theme/theme/_rels/thememanager.xml.relspk]� b����� ���o#o1�8>=9b�iexu_�d j689:;=>?@acde�)�ij j7<bf�@� @���������h ��0�( � ����0�( � ��b �s ���� ?������jwfo9>;i�����8=lr[b&!5!3"<"e"m"x"_"x"|"x&g&�)�)�)�)****�0�01111 1'1)14161>1�5�5�5�5�5�5h:n:?�?~a�abhghphsh�p�p�w�w]]!]&],]1]bbbbbbbb!bem]3]b!b3bbbbbbbb!b�p�p�w�w]]]2]3]3]b!b��q04e��n[g],-�o�����`<|��o";0ri1�%�rrsui��w�i�= {u�,� uz*�m� �r=��-9h�s��eme�.~�� {r�v �4�1l2q �"�i aha��og>�u��`�1_%v��nh{��q��u�3�d]-�z:kkkk�vyn;�q0�<�?*� 7��:a��^b� �l{��2h�(�#!�q��m4-cqrrs�4>�p]�sao-�?��yn�b~i�(��)ib��>!]�.�` rv:g&>!��}n!�l��2�"�0r��\�|�md-%;�blrbr]�a 6ji� ��vj�`�[jo 5j90�ry �:[� k 3q-r�jx 8i� tp� k�|�2~� ��y�e-� �k� ?i��� * �? = ��#? ?*� @�4le� dw" �� �z�g 6 �kd �2�^e �-h�x �w��t� bs &2*� �x� -z�y� �w� i�>�:-� �u kkkkdw" q�x�-h� k^r� �^�vxb� �=#�/y�pur ���� ��'ff�x�ac @-z�d�y�(��)fk{z��fv��-�p�'�e��4�!~q�2h`�?i��be��@��fk-<"��l�q�u��y/�x{��]^�~76=&����` [� ��rh&<�^��oc!��d{�/�"���[��h�2��d���t��w�8i� (f�tl(����}�t�a9�~�8� �7l��4�";�g)n��p�izumv7v}g�xd|��&�h�w�a�g�b�u�d\*�)#jb�l�d� )r�}��w�gl$l��r�qh� v���/xcz.�^m~;�|p%�fzpsh���`7l�ps�#���<>)��s��vj��h5h 5� a�l[�x� xcz�be�yfdxl�y��raj>�n�cr%v��h�a9�� !`��}<�q�}q =�7y]��r�-��.��zf�7�� �e �o[kh,~�hmpm~� mg�=�j��>m�?[%��'w�jo8�l�y2\gqwez ��p]74�`a��m�!�|z��z:�*��b!�"v g;cq�qq�h�nk^r a�x�t an�gap�y8��x� ��s��d���z��j�vzq��t\ ~��av'po�_m4�i�w��tkpb�` rq1��yn�pur �p}��� urep�&>!�z[fxx)!�b!x{�ec!�t�k��oc!�v�>b(p!� ]!�3�l� �!nr�q5�! �gts�!2*� �m�!�j#�g-�!�f�d�[z"�u&z�6'�"�zy�q �"ji�_��m�"� ]!�&�"�)��/�"|z�s\�"=v�g��~#�)9~��k#� � �i3#�#? �=#�i\;�j#p%�sh�#���2k�#�|�#ry �ps�#pb��9�#�sa�d $��yj!4$�`�%�qg$�ep$�"e</d�$@v�$�q�$mj�h:*�$�[��p�$�]'��?[>�?z]%�`�%vd�i1�%�lyk-,�%�,�=��l�%�z�@�x�%�!0��e&poq�bs &�b*&t�(6=&�'w�rh&2\lp&p\�x�qp&nyvc��t�&��&�]'�ep$��}^'tw�'~d:(�r�'�kl��>�'��5�l�'�taz��w (r�@�~d:(� _(it~tl(�x�,�dm�(�t�(�pi�(��]�a#�(�j�`�<>)^e ��p&)dfrh�w)!,�f���)�l�%��)mq{�"*�^�i��le*^l�x�ne*n9��^�*�:8t��[? . �v ��o�(s� qh� �`� q�f� � {p���c,@�i��#,�dq[mk, @p�qb,�d&d� �,�>m��x�,� {u�,�@�q>,-�m4-rt�h�fk-�r�-�j�n�2@�-�ggc���-x*�y���->o.-dt��t�.��z]�.�x��<}7/d|���y/ds}���/: o=�#�/�>�utj�/0�u0{z�o�!0�ran 0gy|�5j90�$�}�;1�0��efw2 �z��>2"o�m�29!"e�w�2�f\�h�2n�~�w�3ui�� �3dj�u�3��x@�4�;�4�d5��p�4@l�5h 5�^b^� -a5�pv5�d5tw�'��5��5md-�b�5i�d��v�5 -a5�a 6�`d�#6ghch�81�6�&7��6�a�r!�6q1���@�6xx�6)1:t�&7�x�\�2i7�~74\�7bd9t=r�7��gr f8c�]��jo8�~�8�� �8��b�n9?oi�q�9�a:�kx_�s�:kkkk�3�:�!�q�o";�4mjj o;�i\;�%�|c;�q��viu;�ru�;�~7�[u�u�`fr>�>�'i�>r]��v�>lrb�mt?<#iq!{�?p[5=�tf�?�t�&�?�*��o-�?�mt?�s�? u|3e�?�-x{�8�?�@}��ac @*.}@��)��-�@�t�`�r�@g��z�@z]%hag;��:a�s6ay8���doahu�(�a�le*�&e�ana��.�an���a�$,&d]�l�d|1�q�i�dbl#g�>e�\���ez�v�n�e�v ��'�e�#�c�hfs�]�=bdf�^^n��z[f�y� ��f�"�o w~g� l`�#�g�{9=��g �g=v�g�o�t�{s h�-h�pv5p@h�og�ghch'\l��&�h�t�e�hoaq�!~q��y#%�q@gku�nr�q �q� �qqg$�r)b;r�,�q��0hr�l��zwr� {r;1�0��y{r�i�r�� �(u�r�$atxcs�#sw/�=fzps8ts)b;r��ts�#�g3%�s�{�s�;�4��g/t�4>�:8t�gn�bd9t]z[t� �m��td $�`�t�s��,!u�rdi�@gku�u0 g�u���uxcs>�uc;�rumvxyyv�d�^�v4�o�v�j$w�w�w�6�x�m�2:3�x�q�y���x�3�:��o�x�#sp\�x^l�x\<�jg�xq>,- q�x�}<��x_/,j�zy��t��`-y<myv ��q�yv^mc���y< z�&xfk{z�kd  �zhp�� [�enx�:[�=�^�` [�0�[(>y��f\�?\i�(��\�m��x�\~�f<1/�\�s��fak]�}^'�7y]�>aqs�]���c�]hv�i���]viu;�]^ph$^�^b^�`.�^�=�^�1_�kx_�a9�ji�_l{�� !`�qb,�� l`�y`� ���`�t�`�=�}�j�`�qq��u�`�>�`_m�t a��&na[mk,�� a�vy9a��q�mrea��a��5��>�asq�y�3j�a�zwr�a�t� 3b@�z��)ib�u~b1�h��u�b�~#��b%;�b@v�$03cd.�b�ggcg-�!�va�c�^����c(�a�u�c�0hr��#�c�j$wvd0q|�`d�d&d�@�m�f�d,-�zn�d�|�#�9!"e2k�#�g e�/e� * ^ee����l\e�>e��eme�hgqwe�u �t�edu�efd��&fji�,\f<}7/��zfs{tq�f3%�s!,�fqx{~�fxx�6�a�f6�f< z�bl#g�^blkqg�j9r��g8|k=�z�g�-9h�kdfrh?oi�u�<mebiahi'm|�rdi�b*&��b~i�y{r4�i�`-y�^�ix�u�nf�i�~7djtj�/v,�j�8�?w�j�`�t�=�j�4�q\<�j�dk�g�tk�k�2i7 �kx�p~j�ke-� z l!{�?�klv:g��3�l<|�<ie�lj l�^(m��k��lm�jum 6 �.�mz*�ma�� �m�hn�y`�gn� �!�g)nfr>��^^nv��, mn�kj>�nh#�n�gv'po� ���"�o�"�o6gp�e �oh��.�o�r��v�o mg���o]z[thptf�?(ap(s� @p�[? bep=r�7�c�p�qp&��dq�vzq� �<#iq�!�q� ���qq =��,�q�w�#!�q{s h�4�q�a�f�l�q|1�q6s�~r�q3q-rie�l��j9r �3�c;�rn[g� �r�-�@�y0�sb(p!��s{fm-dt�y�)1:to �v�$at�6�x� 0w?0w?0w?0w?�.�t�/e��t(ap�}�t�o�t�u�u�x�u���b�uo�vj<�vbep��m�vkkkk��v"v z�v�~�vo �vkkkk�ocw��x�];ywnf�i�n�w�p�4��q�w&xfx�>2�&xph$^�clx. �enx[�x, mnf�x&xn �x�0�<�=.y6�f�� oyrgox*�y�x�u��yd]-sq�y7���yxl�y�t�.��y];yw��y�w��u&z�*n{��tazr=��whkzjx �.tzji��z@�z�.�o���z�`�o��%�z�q�wv{�nh{$,&d�*n{�s�?mq{ hr{��6�jbs{�-x{qx{�@�6m�{�d��0q|�~�v'm|gy|��s� u|�[|�w)�\�| w~g�p�|/d�$;�|�g ek�|�.�t�y>�|b�5�ds}xyyv�p}�r>�$�}dm�(�m�}j<�v��=�}jbs{�q�}\ ~ �=�h,~03c��)9~whkzit~�;�~j{�~0�n�n�~l�ys�lms{t�<(>y\*�4e�z �j�{p�4\�7��(k�i����x ��m�j�����[w�3`2 r� �p j^ �n�_ati�wb��.�ih j<sh�to>s�r#�l$�}&�m'�m(� )�g)%j,�p. }.�i/�2�z2'4t4�p5.6�6*8x8;i8cj8�9�i;�e=k&>e!@jj@r7a�ec�nd�udvf0 i�ni4tj�kul%man�o�|p�%smkxgy�py�]�^ro_�q`5a�7ahc 2ee8e�lf�qf�)gjmi�ckalthllmnnm}on,7o[r�ps0@ui1vywicy�x}-~�/�wt��$�mw��=��=��`�j�nj�)?��d��9�l�.~�v�=h��j��~�du�� �=i�fj�to�4��m��2�)w����l�lz� ��c�7�u<�[��t��r�����d���cb��^�v�,{��\�a�vi�|w�r�����$?��n��l�� ��!�s/�� ��8�*��.��-��_�$-��f�><�'1����r��c�7"����s�?5����"�gl�bj�h�m,��-��� ��"�l%�w� p�!@���2����y�� �1r��e�`-�|�bb�@�2]2]2]2] b�@��unknown������������g��.�[x� �times new roman5��symbol3.� �.�[x� �arial7.� ��[ @�verdana;���(�[sosimsuna����$b�cambria math 1��h;"�f�b�g�i�os2��os2�!-!),.:;?]}����    & 6"0000 0 0 00000��� � �����=�@�\�]�^���([{�  0 0 00000��;�[�����������a�a 2�q��hp��?�����������������������"�2!xx�x�re ���userlib-x�� �����oh�� '��0t������� ��   (4<dl�usernormallib-x165microsoft office word@�]n2@�y��\�@&me���os�� ��՜.�� ,��0� x`t|�� ����� microsoft�2�a   !"#$%&'()* ,-./0123456789:;<=>?@abcdefg����ijklmno����qrstuvwxyz[\]^_`abcdefghijklmnopqrstuvwxyz����|}~���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������root entry�������� �fpo�|����data ������������h1table����p6uworddocument����2�summaryinformation(������������{documentsummaryinformation8���������compobj������������n������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������ ���� �fmicrosoft word 97-2003 �ĵ� msworddocword.document.8�9�q
网站地图