-尊龙游戏旗舰厅官网

��ࡱ�>�� z|����y��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������u �r�qlbjbj�n�n2l��a��acd �������""������������8�d]��olyyyyy��� o o o o o o o$�p��s<1o������1o��yy4foqqq���y�y oq� oqqqy����� x�'w������4q�n\o0�oq�s�f�sqqv1�s��kp��q�����1o1o4����o�������������������������������������������������������������������������s���������"q s: academy of management journal volume 66, issue 2, april 2023 1. title: do i dare? the psychodynamics of anticipated image risk, leader-identity endorsement, and leader emergence. authors: lee cunningham, julia; sonday, laura; ashford, susan j. abstract: although many organizations value leadership across levels, individuals are reluctant to step up and lead. we explore how anticipated image risk (i.e., individuals' beliefs that the act of leading might harm their image with others) and lay beliefs about leadership ability (i.e., that this ability is fixed versus malleable) may diminish individuals' endorsement of a leader identity and thus their leadership emergence. across mba consulting teams, supervisor�employee dyads, and virtual workers, we find that lay theories of leadership ability moderate the negative relationship between anticipated image risk in leadership and leader-identity endorsement, which affects subsequent leadership emergence (study 1). using qualitative survey data, study 2 identifies three specific image concerns that individuals associated with leading: seeming bossy, seeming unqualified, and seeming different from one's peers. study 3 tests whether a newly developed measure of three specific image risks similarly predicts leader-identity endorsement and emergence. last, in study 4 we experimentally manipulate the anticipation of image risk to show its causal impact on leader-identity endorsement and emergence. 2. title: appraising and reacting to perceived pay for performance: leader competence and warmth as critical contingencies. authors: kong, dejun tony; park, sanghee; peng, jian. abstract: while pay for performance (pfp) is widely adopted in organizations to boost employee performance, the empirical evidence on its incentive effect has been mixed. based on park and sturman's pfp perception framework, we integrated two motivation theories�transactional theory of stress and role engagement theory�to delineate two countervailing mechanisms that explain how individuals appraise and react to perceived pfp. our research considers employees' perception of pfp-i (perceived pfp based on individual performance) and highlights leader competence and warmth as critical contingencies. we propose that perceived pfp-i is appraised by employees as a challenge when leader competence is higher, which leads to employees' work engagement and enhanced task performance, but is appraised as a threat when leader warmth is lower, which leads to employees' work withdrawal and decreased task performance. in two three-wave survey studies, we found support for our model. the present research advances our knowledge regarding the incentive effect of pfp-i by emphasizing the importance of perceived pfp-i and proposing a new way of seeing employee motivation and performance ensuing from perceived pfp-i through the lenses of stress and role (dis)engagement. our findings provide insights into how organizations and leaders can effectively utilize pfp to motivate employees. 3. title: inside-out, outside-in, or all-in-one? the role of network sequencing in the elaboration of ideas. authors: ter wal, anne l. j.; criscuolo, paola; salter, ammon. abstract: the structure of advice and support networks within organizations has a profound impact on the elaboration of novel ideas. we explore how the sequence in which individuals expose ideas to their network contacts affects their innovation performance. we argue that, during idea elaboration, inside-out network sequencing�that is, mobilizing input and support from inner-circle ties before outer-circle ones�yields an innovation performance advantage over outside-in network sequencing and all-in-one mobilization of network contacts. inside-out network sequencing generates valuable early feedback and support from inner-circle ties that actively engage with ill-defined, ill-structured, and uncertain ideas, and delays exposure to outer-circle ties until ideas can better withstand criticism from beyond the social circle where they emerged. we further contend that the benefits of inside-out network sequencing are amplified in environments that lack support for innovation. using an analysis of survey data and archival innovation performance records for 301 research and development scientists and engineers in a large multinational firm, we find support for our predictions. 4. title: leveraging knowledge diversity in hierarchically differentiated teams: the critical role of hierarchy stability. authors: gray, steven m.; bunderson, j. stuart; van der vegt, gerben s.; rink, floor; gedik, yeliz. abstract: past research has been equivocal about the information sharing and performance effects of knowledge diversity in teams. in an attempt to resolve this equivocality, scholars have suggested that status hierarchy may play a role, proposing that status differences can constrict team-level information sharing in diverse teams by privileging the knowledge of higher-status members and discounting the knowledge of lower-status members. although there is some evidence to support this notion, there is also evidence to suggest that status differences may amplify information sharing in diverse teams by offering status enhancement incentives to members who share unique knowledge. in this paper, we reconcile these different predictions by suggesting that the effects of status hierarchy on the relationship between knowledge diversity and team information sharing will depend on the stability of the hierarchy. using a diverse sample of 156 teams across 110 organizations, we found that status differences constricted information sharing in knowledge-diverse teams when hierarchy stability was high and amplified information sharing in knowledge-diverse teams when hierarchy stability was low. these information sharing effects, in turn, affected team performance. our study highlights how hierarchy stability is critical for understanding whether status differences constrict or amplify information sharing in knowledge-diverse teams. 5. title: pay transparency as a moving target: a multistep model of pay compression, i -deals, and collectivist shared values. authors: wong, man-nok; cheng, bonnie hayden; lam, leon wai-yuan; bamberger, peter a. abstract: drawing from research on the transparency-privacy dilemma in management, we theorize that firm-level pay transparency elicits a multistep process involving managers and employees that shifts the dispersion in remuneration from more to less observable forms, thus making pay transparency a "moving target." we posit a serial indirect effect of pay transparency on firm-level rates of i-deal grants (a less observable form of remuneration) via variable pay compression and heightened rates of employee i-deal requests, with this indirect effect amplified in firms characterized by collectivist shared values. first examining the role of managerial agency and collectivist shared values in the pay transparency�compression relationship in a simulation-based experiment, we test the overall model in a multisource field study using a sample of 111 medical device distribution firms. our findings demonstrate that: (a) firm-level pay transparency is predictive of greater pay compression, (b) firm-level rates of i-deal grants are largely explained by this pay compression via its effects on employee i-deal requests, and (c) this sequential effect is amplified in firms with more collectivist shared values. accordingly, we explicate how transparency triggers unintentional hiding, and suggest that accompanying more transparent pay may be an increased reliance upon rewards that, by their very nature, are less transparent. 6. title: with head and heart: how emotions shape paradox navigation in veterinary work. authors: pradies, camille. abstract: emotions are part of everyday life, and paradox scholars have long acknowledged that navigating paradox�that is, opposite, interrelated, and enduring tensions�is inherently emotional. yet, how such emotions shape the ways in which individuals navigate paradoxes remains unclear. drawing on an in-depth qualitative study of 63 veterinarians facing the business�care paradox, i develop an emotionally informed model of how individuals navigate paradox at work. i find that emotions: (a) make paradox salient by surfacing a personal connection to paradoxical tensions, (b) trigger flexible emotional labor while responding to paradox, and (c) leave emotional traces that foster ongoing learning. in so doing, i surface how emotions shape the way paradoxes are recognized and experienced. my model invites paradox scholars to consider the centrality of emotions in paradox navigation, thus moving beyond emotions as something to be avoided and instead embracing their generative potential. foregrounding emotions offers rich theoretical opportunities for future work. 7. title: the relational dynamics of issue-selling: enacting different genres for dealing with discontent. authors: lauche, kristina; erez, miriam. abstract: actors without formal power can initiate and shape organizational change through issue-selling as a means to address their concerns about organizational practices. the literature has emphasized the need for perspective-taking and found discontent to be associated with inhibiting fear. based on a longitudinal field study of middle managers trying to instigate strategic renewal in six different manufacturing companies, we find that discontent can also energize issue-selling, particularly if sellers and -recipients also engage in perspective-taking. we identify three different genres of issue-selling and enacting discontent that are jointly shaped by sellers and -recipients: (a) productive confrontation, (b) avoiding escalation, and (c) collective moaning. in a process model of issue-selling as framing, mobilizing, and pursuing, we illustrate how the genres form part of an organization's collective repertoire of initiating and responding to change. our findings have implications for pursuing change, as well as for managers seeking to create a constructive environment for expressing discontent. 8. title: the role of attribution in learning from performance feedback: behavioral perspective on the choice between alliances and acquisitions. authors: lee, jaemin; lee, joon mahn; kim, ji-yub. abstract: the causal attribution of performance has not been explicitly considered in the performance feedback literature, despite its potential value in learning from prior performance. in this study, we develop a theory concerning the attribution in learning from performance feedback and explore how the attribution of past alliance performance can influence a firm's choice between future acquisitions and alliances. we also examine the mechanisms by which attribution manifests by exploring how three theoretical factors, known to influence attribution, can moderate the relationship�the diffusion of responsibility, the perceived capability of partners, and the ambiguity of performance information. we find strong evidence supporting our predictions. this study contributes to the performance feedback literature by integrating attribution with performance feedback theory. it also extends research on corporate strategy by providing a behavioral account of the choice between acquisitions and alliances. 9. title: learning down to train up: mentors are more effective when they value insights from below. authors: zhang, ting; wang, dan j.; galinsky, adam d. abstract: although mentorship is vital for individual success, potential mentors often view it as a costly burden. to understand what motivates mentors to overcome this barrier and more fully engage with their mentees, we introduce a new construct, "learning direction," which captures the beliefs people have about which individuals within a hierarchy�upward, lateral, or downward�are valuable sources of knowledge. although most mentors believe knowledge resides higher up in hierarchies, the current research demonstrates mentors are more engaged and effective when they value insights from below. our first three studies found that downward learning predicted mentor engagement (study 1) because downward learning-directed mentors viewed mentoring as a worthwhile opportunity for their own learning (studies 2a and 2b). a field study examined downstream consequences on mentees' learning outcomes, finding that downward learning-directed mentors trained more hireable mentees (study 3). a final experiment established causality while also demonstrating that learning direction is open to intervention: reflecting on a downward learning experience increased mentor engagement, which enhanced the mentorship experience for their mentees (study 4). we extend theories on learning orientation to learning direction and demonstrate that beliefs about the hierarchical sources of learning are critical to successful mentoring. 10. title: mixed messages: crisis communication�dismissal (in)coherence and shareholder trust following misconduct. authors: hersel, matt c.; gangloff, k. ashley; shropshire, christine. abstract: we explore how firms' post-transgression crisis communication and executive dismissals jointly influence shareholder trust following financial misconduct. we argue the coherence of a firm's crisis management strategy�the degree to which its elements fit together consistently and logically�plays an important but previously unconsidered role in shareholder trust repair. we utilize multiple methods to abductively develop and test our theory. first, we conduct a qualitative comparative analysis of 51 cases of financial misconduct among s&p 1500 firms that disclosed a misstatement via press release and dismissed either the ceo or cfo within 90 days of the disclosure. analyzing aspects of these firms' crisis communication and the type of dismissal executed, this study reveals four configurations that highlight the influence of crisis management (in)coherence on shareholder trust. second, a policy-capturing study examines the underlying mechanisms that drive shareholders' perceptions and intended behaviors relative to manipulated crisis management strategies in a controlled setting. together, findings from these studies indicate that shareholder trust following misconduct depends in part on the (in)coherence between what firms say about their misconduct, how they communicate that information, and what they do to resolve the problem. 11. title: lay theories of instrumental relations: explaining individual differences in dispositional similarity-attraction. authors: kuwabara, ko; cao, jiyin; cho, soomin; ingram, paul. abstract: the growing diversity in today's workplace requires engaging with people who not only look different but also think different. yet, research on workplace relations has treated similarity-attraction as a human universal and paid limited attention to individual differences in who respects or tolerates different views and values, and why. we address this gap by examining how lay theories people hold about instrumental relations affect dispositional similarity-attraction. because people who hold a fixed (versus growth) theory of instrumental relations believe that relationships form primarily on the basis of natural compatibility (versus effort), they should be particularly prone to similarity-attraction on the basis of dispositional similarity in values, attitudes, and personality traits. to test our arguments, we first develop a lay theories of instrumental relations scale, which we use to demonstrate that holding a growth theory decreases (moderates) people's tendency to avoid dispositionally dissimilar partners in a naturally occurring network (field study) and a dyadic task (experiment 1). finally (experiment 2), we manipulate lay theories to show that inducing growth theories increases people's satisfaction with a task partner who is dispositionally dissimilar. we conclude by discussing theoretical and practical implications for building diverse yet cohesive workplaces. 12. title: does job satisfaction rise and fall with the economy? cross-sectional, longitudinal, and experimental evidence that job satisfaction increases during recessions. authors: bianchi, emily c.; martin, chris c.; li, ren. abstract: while recessions have many adverse consequences for individuals and organizations, we propose that they have positive implications for job satisfaction. we argue that during bad economic times, people will be less attuned to other possible jobs, and more likely to see their own jobs favorably. we find support for these predictions across three studies. study 1 (n = 23,335) utilizes a large cross-sectional survey of american adults collected over four decades and finds that job satisfaction increases during recessions and declines during booms. study 2 (n = 12,859) replicates this result using a large longitudinal survey of british adults and finds that job satisfaction rises and falls with the unemployment rate even within the same people. finally, study 3 (n = 512) uses an experimental design and finds that the relationship between economic conditions and job satisfaction is mediated by the reduced salience of alternative jobs. while scholars have long recognized that job satisfaction is affected by situational features inside organizations, our findings suggest that conditions outside the workplace can also influence how people think about and evaluate their jobs.     %'/0257:<=>?@b��ʸʩʸ��|h`rg9h�"�hu<�5�ojqj^jhn5�ojqj^jhnhj�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo(h�]5�cjojqj^jajh 2e5�cjojqj^jajh�g25�cjojqj^jajhoc(5�cjojqj^jaj#hoc(hoc(5�cjojqj^jaj#h�"�h�"�5�cjojqj^jaj h$-�5�cjojqj^jajo(#hoc(hoc(5�cjojqj^jaj=>?��� � 1g��=| !���" x &�����������������������gdr7agd/�gd�psgd)w�gd$?�gdto�gd�l$gd%j,gd�"�$a$gdt4bhi������� � � � � � � � � 019:�������񪝏�ykdvi�9vihvi�hto�5�ojqj^jo(hto�5�ojqj^jo(hto�hto�5�ojqj^j hto�hto�h�"�h�`�5�ojqj^jhn5�ojqj^jh%j,5�ojqjo(hihu<�ojqj^jo(h�}�h�}�ojqj^jhih�l$ojqj^jo(h�$�h�$�5�ojqj^jhvi�h�l$5�ojqj^jo(h_r�h_r�5�ojqj^jh�l$5�ojqj^jo(h�l$h�l$5�ojqj^j:fgpq�������<=ef{|�����ÿ����yl^nyl�ny@h� )h$?�ojqj^jo(hvi�h$?�5�ojqj^jo(h5;h5;5�ojqj^jh$?�5�ojqj^jo(h$?�h$?�5�ojqj^jh�"�h%j,5�ojqj^jhn5�ojqj^jh%j,5�ojqjo(hihanojqj^jh_r�h_r�ojqj^jh� )hto�ojqj^jo(hto�hto�5�ojqj^jhvi�hto�5�ojqj^jo(h�$�h�$�5�ojqj^j� !"$* �����  �������������|l^pc5h/�h)w�ojqj^jo(h/�h/�ojqj^jh}onh)w�ojqj^jo(h$?�h)w�5�ojqj^jhvi�h)w�5�ojqj^jo(h�$�h�$�5�ojqj^jhvi�h�ps5�ojqj^jh/�h/�5�ojqj^jh�ps5�ojqj^jo(h�psh�ps5�ojqj^jh�"�h)w�5�ojqj^jhn5�ojqj^jh)w�5�ojqjo(hvi�h%j,ojqj^jo(h5;h5;ojqj^j������! " * w x � � &&&&&���˾��˔�vhzm?4��h)w�5�ojqjo(hvi�h)w�ojqj^jo(h�h�ojqj^jh}onh)w�ojqj^jo(h$?�h)w�5�ojqj^jhvi�h)w�5�ojqj^jo(h�$�h�$�5�ojqj^jhvi�hvi�5�ojqj^jhvi�hr7a5�ojqj^jh�h�5�ojqj^jhr7a5�ojqj^jo(hr7ahr7a5�ojqj^jh�"�h)w�5�ojqj^jhn5�ojqj^jh/�h)w�5�ojqjo(&&i&�&�*�*" k �/�/<0o0c4d4�4�4�:�:;k;�@�@aua�f������������������������gd�s�gd=)pgd�$�gd�_gdlz�gdmgd�)ggd|�gd)w�&&&h&i&r&�&�&�&�&�*�*�*�*�*�*�*����񺪜��sh]oa4h�)g5�ojqj^jo(h�)gh�)g5�ojqj^jh�"�h)w�5�ojqj^jhn5�ojqj^jh)w�5�ojqjo(hvi�h)w�ojqj^jo(h�h�ojqj^jh}onh)w�ojqj^jo(h$?�h)w�5�ojqj^jhvi�h)w�5�ojqj^jo(h�$�h�$�5�ojqj^jhvi�h|�5�ojqj^jh�h�5�ojqj^jh|�5�ojqj^jo(h|�h|�5�ojqj^j�*! " * j k t u �/�/�/�/�/�/�/���ⱥ����sezl>1hlz�5�ojqj^jo(hlz�hlz�5�ojqj^jh�"�h)w�5�ojqj^jhn5�ojqj^jhmh)w�5�ojqjo(hmh)w�ojqj^jo(hmhmojqj^jhih)w�ojqj^jo(h$?�h)w�5�ojqj^jhvi�h)w�5�ojqj^jo(h�$�h�$�5�ojqj^jh�)g5�ojqj^jo(h�)gh�)g5�ojqj^jhvi�h�)g5�ojqj^jhmhm5�ojqj^j�/;0<0e0n0o0x0y0b4c4d4e4g4m4n4�4���ƿ����uj\na3h=)ph=)p5�ojqj^jh�_5�ojqj^jo(h�_h�_5�ojqj^jh�"�h)w�5�ojqj^jhn5�ojqj^jh)w�5�ojqjo(hvi�h)w�ojqj^jo(hj4hj4ojqj^jhih)w�ojqj^jo(h$?�h)w�5�ojqj^jhvi�h)w�5�ojqj^jo(h�$�h�$�5�ojqj^jhlz�hlz�5�ojqj^jhvi�hlz�5�ojqj^jhj4hj45�ojqj^j�4�4�4�4�45 5�:�:�:�:�:�:�:�:;���ŷ����vk]ob4h�d�h�d�5�ojqj^jh�s�5�ojqj^jo(h�s�h�s�5�ojqj^jh�"�h)w�5�ojqj^jhn5�ojqj^jhn5�ojqj^jo(h)w�5�ojqjo(h=)ph)w�ojqj^jo(h=)ph=)pojqj^jhih)w�ojqj^jo(h$?�h)w�5�ojqj^jh�$�h)w�5�ojqj^jo(h�$�h�$�5�ojqj^jh�_h�_5�ojqj^jhvi�h�_5�ojqj^j;; ;;j;k;t;u;�@�@�@�@�@�@�@�@aaa���ƿ����uh]o�b4��h�g�h�g�5�ojqj^jh�s�5�ojqj^jo(h�"�h)w�5�ojqj^jhn5�ojqj^jhn5�ojqj^jo(h)w�5�ojqjo(h[h)w�ojqj^jo(h�d�h�d�ojqj^jh}onh)w�ojqj^jo(h$?�h)w�5�ojqj^jh[h)w�5�ojqj^jo(h�j2h�j25�ojqj^jh[h[5�ojqj^jh�s�h�s�5�ojqj^jh[h�s�5�ojqj^ja ataua^a_a�f�f�f�f�f�f�f�fg�g�g�g�g�g�g���ŷ����yk]pb4]��ŷh[h�s�5�ojqj^jh�2h�25�ojqj^jh�s�5�ojqj^jo(h�s�h�s�5�ojqj^jh�"�h)w�5�ojqj^jhn5�ojqj^jhn5�ojqj^jo(h�~�5�ojqjo(h[h)w�ojqj^jo(h�g�h�g�ojqj^jhih)w�ojqj^jo(h$?�h)w�5�ojqj^jh[h)w�5�ojqj^jo(h�j2h�j25�ojqj^jh�9�h[5�ojqj^j�f�f�g�gblclelflhlilklllnlolplql���������������gd�gd�s�gd)w��galblcldlflgliljlllmlplql������������h(�jh(�uhj<hj<5�ojqjo(h[h)w�ojqj^jo(h�2h�2ojqj^j 01�82p��. ��a!�"�#��$��%��s�� ��s2���� 0@p`p������2(�� 0@p`p������ 0@p`p������ 0@p`p������ 0@p`p������ 0@p`p������ 0@p`p��8x�v~�������� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@pj_hmh nhsh thj`��j ck�e $1$a$ cjkh_hajmh nhsh th$a ���$ ؞���k=�w[sobi���b nf�h�&��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}��|�$�b{��p����8�g/]�qasم(����#��l�[������pk-!����[content_types].xmlpk-!�֧��6 0_rels/.relspk-!ky���theme/theme/thememanager.xmlpk-!���f���theme/theme/theme1.xmlpk-! ѐ��'� theme/theme/_rels/thememanager.xml.relspk]� qdl���� b:��&�*�/�4;a�gql')* ,./01235&�fql(-4�@� @���������h ��0�( � ����0�( � ��b �s ���� ?���@ery$-f i j m [ d ����������58z]vwrs��ry #1#=#a#j(p(w([(\(`(j(m(�,�,�0�0333'343>3�4�4 9(9*9,93989?9e9>=m=g>v>cdedfdhdidkdldndrd<���=�=cdrd33<cdedfdhdidkdldndrd57�8�8�>�>bdrd��q04e��n[g],-�o�����`<|��o";0ri1�%�rrsui��w�i�= {u�,� uz*�m� �r=��-9h�s��eme� z�.~�� {r�v �4�1l2q �"�i aha��og>�u��`�1_%v��nh{��q��u�3�d]-�z:kkkkn;�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��q� 4 8`�k� ?i��� * �? = ��#? t@ ?*� @�4le� dw" �� �z�g�kd �2�^e �-h�x �w��t� bs &�x� -z"m� �$�5�y� �w� i�>�:-� �u kkkkdw" q�x��v �l�e-h� k^r� �^�vxb� �=#�/y�pur ���� ��'ff�x-z�d�y�(��)fk{z��fv��-�p�'�e��4�!~q�2h`�?i��be��@��fk-<"��l�q�u��y/�x{��]^�~76=&����` [� ��rh&<�^��oc!��d{�/�"���[��h�2��d���t��w�8i� (f�tl(����}�t�a9�~�8� �7l��4��m� b('";�g)n��p7v}g�xd|��&�h�w�a�g�b�u�d\*�)#jb�l�d� )r�}��w�gl$l��r�qh� v���/xcz.�^m~;�|p%�fzps7l�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!�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�q�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<@v�$:*�$�[��p�$�]'��?[>�?z]%�`�%vd�i1�%�lyk-,�%�,�=��l�%�z�@�x�%�!0��e&poq�bs &�b*&t�(6=&�'w�rh&2\�qp&nyvc��t�&��&�]'�ep$� b('tw�'~d:(�r�'�kl��>�'��5�l�'�taz��w (r�@�~d:(� _(it~tl(�x�,�dm�(�t�(�pi�(��]�a#�(�j�`�<>)^e ��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���-��-�-�p>o.-dt��t�.��z]�.�x��<}7/d|���y/ds}���/: o=tj�/0�u0{z�o�!0�ran 0gy|�5j90�$�}�;1�0��efw2 �z��>2"o�m�29!"e�w�2�f\�h�2n�~�w�3ui�� �3dj�u�3��x�y�4@�4�;�4�d5��p�4@l�5h 5�^b^� -a5�lu5�y�4�pv5�d5tw�'��5�$�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�\�~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�?�@}��*.}@��)��-�@�t�`�r�@g��z�@z]%hag;��:a�s6ay8���doahu�(�a�le*�&e�ana��.�an���a�$,&d]�l�d|1�q�i�dbl#g�>e�\���ez�v�n�e�v ��'�e�#�c�hfs�]�=bdf�^^n�fyf�z[f�y� ��f�"�o w~g� l`�#�g�{9=��g=v�g�o�t�^2�gfyf{s h�-h�pv5p@h�og�ghch'\l��&�h�t�e�hoaq�!~q��y#%�q@gku�nr�q �q� �qqg$�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 $�`�t�s��,!u�rdi�@gku�u0 g�u���uxcs>�uc;�rxyyv�d�^�v4�o�v�j$w�w�w�6�x�m�2:3�x�q�y���x�3�:��o�x�#s^l�x\<�jg�xq>,- q�x�}<��x_/,j�zy��t��`-y<myv �"riy z��q�yv^mc���y< z�&xfk{z�kd  �zhp�� [�enx�:[�=�^�` [�0�[(>y��f\�?\i�(��\�m��x�\~�f<1/�\�s���7y]�>aqs�]���c�]hv�i���]viu;�]^z ^t@ ph$^�^b^�`.�^�=�^�1_�kx_�a9�ji�_l{���_� !`�qb,�4 8`� l`�y`� ��t�`�=�}�j�`�qq��u�`�>�`_m�t a��&na[mk,�9a��q���a��5��>�asq�y�3j�a�zwr�a�t� 3b@�z��)ib�u~b1�h��u�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��l�e�&fji�,\f<}7/��zfs{tq�f3%�s!,�fqx{~�fxx�6�a�f6�f< z�bl#g�^blkqg�j9r��#qg�g8|k=� �g�#qg�z�g�-9h�k?oi�u�<mebi�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�tkz l!{�?�klv:g��3�l<|�<ie�lj l�^(m��k��.�mz*�ma�� �m�hn�y`�gn� �!�6n�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&��-�p�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�$at�6�x� 0w?0w?0w?0w?�.�t�/e��t(ap�}�t�o�t�u2�&xph$^�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{$,&d�*n{�s�?mq{ hr{��6�jbs{�-x{qx{�@�6m�{�d��0q|�~�vgy|��s� u|�[|�w)�\�| w~g;�|�g ek�|�.�t�y>�|b�5�ds}xyyv�p}�r>�$�}dm�(�m�}j<�v��=�}jbs{�q�}\ ~ �=�h,~03c��)9~whkzit~�;�~j{�~0�n�n�~l��k.��_s{t�<(>y\*�4e�z �j�{p�4\�7��(k�i����x ��m�j�����[w�3`2 r� �p j^ ��n�_nati�wb���0�.h j<sh�to>s�r#�p$�l$�}&�m'oc(�m(� )�g)�a)%j,�p.�i/�2�2�j2�z2�g2'4j4t4.6�6*8;i8cj8�95;�i;�e=k&>e!@jj@r7a�ec�nd�udvf& h0 i4tj�kul%manwqn�%smkxgy�py�@[�]�^ro_5a�7ahc 2e�lf�qf�)gjmi�ckal,blthllmnnmm}on=)p[rcms�ps0@ui1vywicy�x}�u�/�wt��g�mw��=��=��`�j�nj��9�l�.~�v�=h��j��~�ng��i�du�� �=i�fj�to��$�4��m��2�f�)w���lz� ��c�7�u<�[��}��t��r�������cb��^�v��\�a�vi�|w�r����x���$?��n�� �(��!�s/�� ��8�*��-��_�$-�/��f�j�><����r��c�7"����s�?5����d��"�gl�bj�h��-��� ��"�l%�_r�w� p�2����y�� ��e�`-�|�cded�@�<<<<qd�@��unknown������������g��.�[x� �times new roman5��symbol3.� �.�[x� �arial7.� ��[ @�verdana;���(�[sosimsuna����$b�cambria math 1��h;"�f�ʴg�n4 /:"|4 /:"|!-!),.:;?]}����    & 6"0000 0 0 00000��� � �����=�@�\�]�^���([{�  0 0 00000��;�[����������adad 2�q��hp��?�����������������������"�2!xx��~�s ���userlib-x�� �����oh�� '��0t������� ��   (4<dl�usernormallib-x195microsoft office word@.!3@�y��\�@�m�'w�4 /:�� ��՜.�� ,��0� x`t|�� ����� microsoft|"ad   !"#$%&'()* ,-./0123456����89:;<=>����@abcdefghijklmnopqrstuvwxyz[\]^_`abcdefgh����jklmnop����rstuvwx��������{��������������������root entry�������� �f�l�'w�}�data ������������71table����?�sworddocument����2lsummaryinformation(������������idocumentsummaryinformation8��������qcompobj������������n������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������ ���� �fmicrosoft word 97-2003 �ĵ� msworddocword.document.8�9�q
网站地图