Basis up on which this proposal is bound to be written by is the core subject of“Organisational Culture" and the coercive affects that innovation and technology have had on it within the new dynamic era of strategic business. Feasibly the context idea of the proposal is to look into how successful organisations have innovatively implemented technological change, identify the organisational impacts up on its culture and evaluate whether these changes were beneficial for the organisation in the tong and short run of its course. The scenario of the proposal is to identify two successful modern or reinvented medium sized organisations, evaluate their advances in change, and identify affects of its organisational behaviour and how they managed the change, whether it is its employees or its general business strategy and mission. The inevitable question to answer upon the research in the end is whether more businesses should adopt organisational change with the perspective of innovation and technology to maintain a competitive advantage and how they can achieve this.
Rational Justification
Literature Review:
Organisations today are knowledge based organisations and their success and survival depend on creativity, innovation, discovery and inventiveness. An effective reaction to these demands leads not only to changes, in individuals and their behaviour, but also to innovative changes in organisations to ensure their existence (Read, 1996 cited in Martins & Terblanche, 2003). To ensure survival and continued prosperity, businesses must meet challenges by providing a constant stream of new and improved products, processes and services. Creativity and innovation have a role to play in the change process for survival. The result is that organisations and leaders try to create a framework in which creativity and innovation will be accepted as basic cultural norms in the centre of technological and other changes. Various authors have emphasised the importance of organisational culture and the appearance for it to have an influence on the degree to which creativity and innovation are stimulated in an organisation (Martins & Terblanche, 2003).
Johnson and Scholes (cited in Irani; Sharp and Kagioglou, 1997) define culture as being the deeper level of basic values, assumptions and beliefs that are shared by members of an organization. These values, assumptions, attitudes and beliefs are reflected within an organizational culture and are noticeable in many forms ranging from the rites, rituals and routines that take place within an organisation to the language used, the symbols, loges and artefacts that are found throughout a company. Therefore, an organizational culture is considered to be a set of collective norms that govern the behaviour of people within the company.
Organizational culture seems to be a critical in the success of any organization. The basic elements of organizational culture influence creativity and innovation in two ways. First through socialization processes in organizations, individuals learn what behaviour is acceptable and how activities should function. Norms develop and are accepted and shared by individuals. In accordance with shared norms, individuals will make assumptions about whether creative and innovative behaviour forms part of the way in which the organization operates (Chatman, 1991 and Louis, 1980 both cited in Tesluk et al., 1997). Secondly the basic values, assumptions and beliefs become enacted in established forms of behaviours and activity and are reflected as structures, policy practices and procedures. These structures impact directly on creativity in the workplace, for example by providing resource support to pursue the development of new ideas (Tesluk et al., 1997).
Organizational culture affects the extent to which creative solutions are encouraged, supported and implemented. A culture supportive of creativity encourages innovative ways of representing problems and finding solutions, regards creativity as both desirable and normal and favours innovators as models to be emulated (Lock and Kirkpatrick, 1995).
Scott and Bruce (1994) suggest that innovative behaviour is influenced by the climate for innovation, which is a product of leadership, work group relations and problem solving present in the organisation. Therefore, leadership appears to be a central factor in the development of effective culture in organisations. The boardroom agenda theory (knox, 2002) states that culture and climate are part of four aspects that sustain an innovative organisation, in addition business leaders have to create the right climate in which innovation can thrive.
Kleiner and Vere (1997) also identified leadership to be a key success factor within successful organisations. They furthermore point out that High-level leaders are made more effective in every way if the systems over which they control are made vital by tapping into the potential creativity and motivation of lower levels of management and workers. They stress the point to which Leaders do not create motivation but they unlock or channel existing motivation. Effective leaders tap those which serve the purpose of collective action in pursuit of shared goals.
Up to now much of the covered literature review has been based upon the basis of how organisational culture can incorporate and help manage technology and innovation. But in researching through key resource channels, much of the conceptual framework on the two areas are mostly based up on very large multinational organisations and lack coverage over the actual impact of technological & innovation change on organizations that are smaller in size. Whilst they study the bigger picture of organisational change they also only look into the latest high cost technological or innovative methods that in theory smaller organisations cannot benefit from.
Aims:
The fundamental aim of paper is to draw up a guideline for smaller organisations on how they can incorporate organisational change in perspective of changing their culture to enable technological and innovative methods to become a norm in their way of working.
Key aims:
Demonstrate the need for Technological & Innovative change
Illustrate successfully sustained practises adopted by organisations in an attempt to highlight positive attributes.
Sustain the critical downfalls of not adapting with the dynamics of the markets
Develop a structured guide on the availability of new business solutions to enable a more modern working environment.
Focus on bringing new managerial perspectives and theories into the work place
Objectives:
First and formal objective of the paper would be to take on board majority of the management content learnt with in my MA and incorporate all the foundational theories into developing the framework of the dissertation. Regarding the actual content of the dissertation the following will take precedence:
1. Investigate the history of organisational behaviour, its elements and identify the causing factors of change within recent years.
2. Identify current practises and review academically covered works to discuss the their theoretical details
3. Identify studies of larger organisations that incorporate the current practises to evaluate their success of failure with it.
4. Locate two modem small/medium business and research into how their
organisation incorporates and manages technology and innovation. How it implemented these changes, what adverse reaction did it receive from employees and also what benefits or downsides they experienced. The key benefit with this objective is to gain a more realistic perspective of advances that are up to date and can be related to similar size organisations.
5. Look into the current future drivers and innovators to sustain a future perspective of what's to be expected with in organisational culture.
6. Evaluate all theoretical secondary and primary research to draw up results
7. Critically evaluate results against any academically theorized work and proceed with creating a guideline from allocated data
Outcomes:
In view of the proposal and the research carded out it is cleady illustrated that
organisational culture is adaptively a key role player in managing innovation and technology. The main role of organisational culture can be expressed simply in the form of a facilitator. Cultures that are modern and adaptable in creating feasible climates for development of innovation seem to be evidently apparent in the two examples illustrated in the essay. As expressly demonstrated the theory of authors used clearly point out that organisational culture and its enabling factors such as proactive leaders can lead to innovative outcomes through where appropriate the use of technology.
In my personal approach to organisational culture I view leaders and communication systems such as knowledge management to the critical factors of organisational culture that a play a role in managing innovation and technology. Leaders at each level are the supporting foundations to employees. In any scenario they facilitate, if done affectively, guidance in the right direction. With the help of communication systems that enable advanced sharing of knowledge and leniency towards individual ideas the possibilities can be said to be productively unknown. As a postgraduate management student I
highly view organisations to move aside from autonomous cultures and tall hierarchies and adopt a more communicative approach.
Personal Justification:
The general topic of organisational behaviour is an every growing and changing field, specifically when its incorporated with the two leading factors, Technology & innovatior it cannot be ignored or not kept up to date with. My interest into topic is based on my personal lack of experience within working environment and thus the study into it is an enabler for me to incorporate an idea to develop with me giving me ability to implement it more affectively in practise. The secondary purpose in choosing this topic to base a dissertation on leads back to early work covered in my MA to which I found this topic to be the most intriguing and highly enthusiastically interesting how varied differences in behaviour can take precedence.
In a more critical approach I view the subject or organisational behaviour vitally important in the essence of a Managerial background education and view it as a necessity to have a detailed personal study into the subject. Furthermore the topic itself is very broad and its subcategories cover many aspects that I've been studied within the duration of my MA, therefore allowing me further enhance my own learning experience.
Anticipated Methodology:
As with any academically based paper majority of the theoretical secondary data will be strictly based on journals sourced from resources of EBSO, Emerald and the likes. The significant reason for this approach is obtain justified, reviewed, unbiased, reputable information that can be recognised as being valid. Much of the relating aspects from the objectives, for example the historical aspects of organisational behaviour are going to be based on secondary data. Books will also base a vital key source of information as majority of authors themselves too adopt work journals and evaluate them against more modern arguments and theories, giving a fresher insight into old and new comparison. Whilst under the Athens Iogin page there are many other sources of databases that will be looked into. Where needed as a means of gathering media coverage on the topic articles from reputable news websites will be used (but only as a least means). Electronic researching will take precedence as much as possible where it can be obtained much easier, quicker and convenient for gathering key data rather then an entire scope of work which causes more delays in analyses. If and required the university, local and British library will be used to source various articles that I may come
across that cannot be located online, it has been the case where some older articles or books are not available and need to be brought in.
In regards to field research a key marketing research will be adopted in the form of managerial face to face interviews where feasible. Where options are limited a distinct set of direct detailed questions will be drawn up and emailed, posted & faxed to relevant given forms of contact by the organisations. Much cannot be asked for in regards to getting a firm appointment as with many times in the past gaining access to such means of contact have been minimal with disappointment with in the results where a short brief telephone interview was conducted. Furthermore to gain a downstream view of organisational behaviour and its affects on sustaining technology and innovation, qualitative based questionnaires will be created, giving the employee a chance to openly answer and discuss their point of view allowing a better perspective into how they perceive matters. Quantitative questions may arise in the questions to allow some numerical data and graphs to be drawn up. The basis of the entire primary research will be focused on two medium sized organisations. First steps in locating such companies that are firstly correct for the means of my research will be to contact a previous lecturer and get guidance of any contact he/she may have. The second approach would lead down to careers department, with their vast scope of contacts a short of list of companies that may seem viable will be made and contacted. Thirdly and more the wisest option to read trade articles and magazines that are abundantly covering successful organisations. The internet will play a big role in locating and communicating with these companies and will take precedence within all research.
Timetable of Key Activities:
Please find enclosed a Gant chart (Appendix 1) of the following steps that will preside in the course of the dissertation write up
Step 1
Secondary research & Summarisation
Locate candidates for primary research
Step 2
Primary research & Summarisation
Review back over research & identify any gaps in research
Step 3
Analyse all date gathered - proceed to draw up plan outline for dissertation
Step 4
Write up first drafl of dissertation
Step 5
Review work covered and attain supedvors guidance over covered work so far
Step 6
Review feedback - proceed to cover missing parts and go ahead with writing up final rough version of dissertation
Step 7
Present final rough version for review and await feedback.
Commence changes and adaptations required from given feedback
Step 8
Draw up final version of dissertation and have it reviewed for judgement quality and grammatical error by piers
Step 9
Cover any last minute changes - bind and hand in assignment by deadline
Resources
In reflection to the criteda's of the dissertation and the means required to gain information the only resources required are already present and not much more is extra needed (in thought at this stage). The location of the organisations that may be chosen may mean travelling but these would most likely be London or outer London based, costs would be minimal.
Evaluation:
In review of the proposal and the question raised for the dissertation I view to an extent that this chosen methodology and objectives are sound and viable to base a research study. Whilst it may be said many existing studies on the subject of organizational culture exists, not many can be found that are more suitable and feasible for smaller organisations to implement. In a market where smaller businesses struggle to compete with larger organisations they are more likely to require a competitive edge, and that can be gained from a culture that welcomes innovation and technology which is achievable for them.
In reflection on feasibility of the proposed project I view, I have sustained an idea more too personal interest then a need to create such a project. A project that can be used later on with justification in the work place, a means of demonstrating my knowledge of the field I studied. In regards to the idea and acceptability of the proposed project I can openly state that is not a by far a complicated or unjust idea but at the same time much of it will be beneficial in drawing up history, current and future practises as a guideline.
The only downside aspect in relation to this proposed idea is the notion of incorporating two organisations to base research on. Whilst many at first hand are open to helping but the final quality of data from experience is always questionable. If first hand interview are achieved then by far those cannot be faulted, but in contrast questionnaires sent via post always bring back disappointing results. A care will need to be taken in sustaining a valid set of primary research result. At this present stage that is the only aspect that I have great caution over.
Bibliography
1. Irani, Z; Sharp, J, M; Kagioglou, M. 1997. Improving business performance
through developing a corporate culture. The TQM Ma.qaz ne Volume: 9 Number. 3 Page: 206-216.
2. Lock, E.A., Kirkpatrick, S.A., 1995, "Promoting creativity in organizations", Ford C.M., Gioia, D.A., Creative Action in Organizations: Ivory Tower Visions & Real World Voices, Sage, London, 115-20.
3. Martins, E.C.; Terblanche. F. 2003. Building organidational culture that stimulates creativity and innovation. European Journal of Innovation Management Volume: 6 Number: 1 Page: 64 – 74
4. Scott, S. G. and Bruce, R. A. (1994) 'Determinants of Innovative Behaviour: A Path Model of Individual Innovation in the Workplace', Academy of Management Journal, 37(3), 580-607.
5. Kleiner, B. H. Vere, s;. 1997. Practices of excellent companies in the retail industry. Managing Service Quality Volume: 7 Number 1 Page: 34- 38
6. Tesluk, P.E., Faar, J.L., Klein, S.R., 1997, "Influences of organizational culture and climate on individual creativity", The Journal of Creative Behaviour, 31, 1, 21-41.
切实的建议的背景下思想是基准此提议势必会写的“组织文化”的核心科目和矫顽影响，内有创新和技术战略业务时代新的动态。寻找到成功的组织如何创造性地实施技术变革，确定组织的影响，其文化和评价这些变化是否有利于组织当然塘及短期的方案的建议是要找出两个成功现代或改造的中型组织，评估他们的进步变化，并确定组织行为的影响，以及他们如何管理的变化，无论是其雇员或一般业务的战略和使命，不可避免的问题，在研究后回答到底是越来越多的企业是否应该通过组织变革与创新和技术的角度来保持竞争优势，以及他们如何能做到这一点。
理性的理由
文学评论：
今天的组织知识为基础的组织，他们的成功和生存依赖于创意，创新，发现和发明。不仅导致这些需求的一个有效的反应的变化，在个人和他们的行为，但也组织创新变革，以确保他们的存在（读取，1996年引马丁斯Terblanche，2003）。为了确保生存和持续繁荣，企业必须迎接挑战，通过提供源源不断的新的和改进的产品，过程和服务。创造力和创新的生存变化过程中发挥作用。其结果是，组织和领导人试图建立一个框架中，创造力和创新将被接纳为中心的技术及其他变动的基本的文化规范。不同的作者强调组织文化的重要性和它的外观有一定影响力的程度，刺激创造力和创新的组织（马丁斯Terblanche，2003年）。
约翰逊和斯科尔斯（引伊拉尼夏普和1997年Kagioglou，）作为一个组织成员所共享的基本价值观，假设和信念的更深层次的文化定义。反映在这些值，假设，态度和信念的组织文化，并有明显的仪式，仪式和程序内发生的组织所使用的语言，在许多形式，从符号，包厢和文物被发现在整个公司。因此，被认为是一组集体支配人的行为的规范，在公司内部的组织文化。
组织文化似乎在任何一个组织的成功是一个关键。创造力和创新组织文化的影响在两个方面的基本要素。首先通过社会化进程中的组织，个人学习，什么样的行为是可以接受的活动应该如何运作。规范发展和个人接受和共享。按照共同规范，个人会做出假设是否创造性和创新性的行为形式的一部分，该组织运作的方式（查特曼，1991年和1980年圣路易斯，均引在Tesluk等，1997）。其次，基本的价值观，假设和信念成为既定的行为和活动形式颁布，并反映结构，政策的做法和程序。这些结构直接影响创造力在工作场所，例如，通过提供资源支持，谋求发展的新思路（Tesluk等，1997）。
组织文化会影响创造性的解决方案，在何种程度上鼓励，支持和实施。支持创造力的文化鼓励创新的方式代表的问题，并找到解决方案，把创意既是可取的，正常的，有利于创新作为模型来进行模拟（锁定和柯克帕特里克，1995年）。
斯科特和布鲁斯（1994）表明，创新行为受到气候的创新，这是一个产品的领导，工作组的关系，并在组织中存在的问题的解决。因此，领导似乎是组织发展的有效文化的一个核心因素。董事会议程理论（诺克斯，2002）指出，文化和气候是四个方面维持一个创新的组织，此外，企业领导人必须创造合适的环境，在创新能茁壮成长的一部分。
Kleiner与维尔（1997）也确定了领导成功的组织内是一个关键的成功因素。此外，他们指出，高级别领导人以各种方式更有效，如果超过其控制系统是由潜在的创造力和积极性较低水平的管理人员和工人进军至关重要。他们强调一点，领袖不创造动机，但他们解开，或引导现有的动机。有效的领导者挖掘那些在追求共同的目标为目的的集体行动。
现在大部分覆盖的文献回顾已根据组织文化如何可以将管理技术和创新的基础。但在研究通过关键资源渠道，多两个领域的概念框架主要是基于非常大的跨国组织和技术创新变化的实际影响是规模较小的组织上缺乏覆盖范围。虽然他们研究的大局观，组织变革，他们也只能看成本高到最新的技术或创新的方法，在理论上更小的组织不能从中受益。
目的：
纸的根本目的是制定一个规模较小的组织指引他们如何能够把组织变革的角度改变，使他们的文化技术和创新的方法，在他们的工作方式成为一种常态。
主要目标：
演示需要科技与创新的变革
说明持续成功做法组织企图突出积极的属性。
维持临界挫折不适应市场的动态
开发新业务解决方案的可用性，使一个更现代的工作环境，一个结构化的指南。
专注于进入工作场所的管理带来了新的观点和理论
目标：
首先，正式目标的纸张，将学习到的管理内容与董事会多数在我的马，并把所有的基础理论到开发的博士论文框架。关于论文的实际内容，以下将优先考虑：
1。调查组织行为学，历史元素和确定引起变化的因素，近几年内。
2。确定目前的做法，并检讨学术覆盖工程，以讨论他们的理论细节
3。确定较大的机构，将目前的做法，以评估他们的成功与失败的研究。
4。如何他们找到两个调制解调器/中小型企业和研究
组织整合和管理的技术和创新。它是如何实现这些变化，没有什么不良反应，它收到来自雇员和他们经历了什么好处或缺点。实现这个目标的关键好处是获得一个更现实的角度看进步，是最新的，可以与同样大小的组织。
5。寻找到当前的未来的司机和创新，以维持未来的角度看是可以预料的，在组织文化。
6。评估所有理论中小学研究结果
7。审慎评估的结果对任何学术理论工作和进行分配的数据创建一个指引
结果：
的建议和研究，梳理出它cleady说明，
组织文化是自适应管理创新和技术的关键角色球员。组织文化的主要作用可以简单表达形式的推动者。文化，是现代和适应创新发展创造可行的气候似乎明显显现在作文中所示的两个例子。明确证明的理论，作者明确指出，组织文化，并通过在适当的情况下使用的技术，其有利因素，例如主动领导人可能会导致创新成果。
在我个人的做法，组织文化，我认为领导人和通信系统，如知识管理，组织文化的关键因素，管理创新和技术发挥作用。在每个级别的领导人支持基金会员工。在任何情况下，他们方便，如果做情感上，在正确的方向指导。随着通信系统的帮助下，对个人的想法，使先进的共享知识和宽大的可能性可以说是是富有成效未知。作为一名研究生管理专业的学生，我
高度查看移动一边从自治区文化和高大的层次，并采取更交际法的组织。
个人的理由：
组织行为学的一般话题是每一个成长和改变的领域，特别是当其注册成立的两个主导因素，技术与innovatior，它不能被忽略或没有跟上最新。我的兴趣是基于我个人缺乏经验，在工作环境为主题，从而把它的研究是我把一个想法，我给我的能力来实现它在实践中更多的情感上发展的推动者。在选择这个主题的基础上的论文的第二个目的，导致提早覆盖在我的马，我觉得这个话题是最有趣的和高度踊跃有趣的多样差异的行为，可以采取优先工作。
更关键的方法，我认为极其重要的主体或组织的行为管理的背景教育的本质，认为它作为一种必然有一个详细的个人研究的课题。此外，话题本身是非常广泛的，其子类别涵盖了许多方面，我一直在研究我的马的时间内，因此使我进一步提高自己的学习经验。
预计方法论：
与任何学术理论辅助数据的纸张大部分将严格EBSO，翡翠和喜欢的资源来源于期刊。这种方法的重要原因是获得合理的，审查，公正的，有信誉的信息，可以确认为有效。大部分目标有关的方面，例如组织行为学的历史等方面也都将根据二手资料。书籍也将立足多数作者自己也采取工作日志，并评估它们对更现代化的论点和理论，给人一种清新的洞察新老比较关键的一个重要的信息来源。虽然下雅典Iogin的页面上有许多其他来源的数据库，这将被看作成。将用于在必要情况下为手段，收集媒体报道知名新闻网站上的主题文章（但只是作为一个至少表示）。电子研究将优先考虑，尽可能地在那里可以得到更容易，更快捷，方便的密钥数据，而收集的整个工作范围，这将导致更多的延迟分析。如果需要大学，地方和大英图书馆将用于源的各种文章，我有可能会
横跨不能在线上找到，它一直是一些年龄较大的文章或书籍的情况下无法使用，并且需要被带进来。
在实地调研方面的研究将采用一个关键的营销管理面面谈在可行的情况下的形式。选择是有限的一组独特的直接具体的问题将制定并通过电子邮件发送，张贴传真至组织形式的接触有关。大部分不能要求得到坚定的任命与过去接触等方式获得多次问候已经微乎其微了失望的结果在短期进行了简短的电话采访。此外，获得了下游组织行为及其影响保持技术和创新，基于定性的调查问卷将被创建，给员工一个机会公开回答和讨论他们的角度来看，让一个更好的观点纳入他们是如何看待事宜。定量的问题可能会出现的问题，让一些数值数据和图表绘制。整个主研究的基础将集中在两个中型组织。在寻找这样的公司首先是正确的，我的研究手段的第一步将是与以前的讲师，并得到指导，他/她可能有任何接触。第二种方法将带领下来到部门的职业生涯，接触短名单的公司可能将和接触，似乎是可行的，其广阔的范围。第三和更多的阅读商业文章和杂志，覆盖大量成功的组织是最明智的选择。互联网将发挥很大的作用，与这些公司的定位和通信，将优先考虑在所有研究。
主要活动时间表：
请找封闭一个甘特图（附录1）以下步骤论文的过程中，将主持写
第1步
二次研发撮
找到主要研究候选人
第2步
初步研究及撮录
回顾在研究和识别任何研究空白
第3步
分析收集所有的日期 - 论文着手拟订计划大纲
第4步
写论文的第一drafl
第5步
审查工作覆盖，实现覆盖工作的指导supedvors到目前为止
第6步
评论反馈 - 继续弥补缺少的部分，并提前写论文最后的粗糙版本
第7步
目前最终的粗糙版本进行审查，并等待反馈。
开始改变和适应需要给予反馈
第8步
拟定论文的最终版本，并已检讨码头的审判质量和语法错误
第9步
覆盖最后一分钟的变化 - 绑定和转让手期限
资源
在反射criteda的论文和需要的手段获取信息所需的唯一资源已经存在，而不是更是格外需要在这个阶段在思想。组织可以选择的位置可能意味着旅行，但这些最有可能是伦敦或外伦敦为基地的话，成本会是最小的。
评价：
在审查的建议和提出的问题，我认为在一定程度上，这个选择的方法和目标是合理和可行的一项研究基础的论文。虽然它可能会说，现有的许多研究组织文化的主题存在，没有多少可以发现，规模较小的组织实施更为合适和可行的。在市场规模较小的企业争来争与更大的组织，他们可能更需要的竞争优势，并从文化欢迎创新和技术，这是为他们实现，可以得到。
在反思我认为拟建项目的可行性，我已经多得持续一个想法，个人的兴趣，那么需要创建这样一个项目。一个项目，以后可以使用理由证明我所知，我所研究的领域，意味着在工作场所。方面的想法和可接受性拟建项目，我可以公开说明这不是一个远一个复杂或不公正的想法，但同时更将有利于它的历史，作为指导当前和未来的做法。
唯一的缺点方面有关这个建议的想法是将两个组织基础研究的概念。虽然许多第一手的帮助，但是从经验数据的最终质量始终是值得怀疑的。如果第一手采访，然后由远那些不能故障，但在对比问卷通过邮寄发送，总是带回令人失望的结果。维持一组有效的主要研究结果，需要采取的护理。在目前这个阶段，这是唯一的方面，我非常谨慎。
参考书目
1。伊拉尼，Z;夏普，J，M，Kagioglou，M. 1997年。提高业务绩效
通过发展企业文化。 TQM的Ma.qaz的东北卷数：9。 3页：206-216。
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3。马丁斯，E.C. Terblanche。 F. 2003。建设organidational文化，激发创造力和创新。欧洲杂志创新管理卷：6号：第1页：64 - 74
4。斯科特，SG和布鲁斯的，RA（1994）创新行为的决定因素：个人创新路径模型在职场，学院的管理杂志，37（3），580-607。
5。克莱纳B. H.维尔; 1997年。实践在零售行业的优秀企业。管理服务质量卷：7号1页：34 - 38
6。 Tesluk，PE，FAAR，JL，克莱因，SR，1997年，“组织对个人创造力的文化和气候的影响”，该杂志的创意行为，31，1，21-41。
