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��ࡱ�>��	GI����DEF������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������	����bjbj��	s��}�}������������$����///P�[�/�)@5KKKZ��\D0>)@)@)@)@)@)@)$�*��-<d)tVZttd)KKy)8$8$8$t�KK>)8$t>)8$8$V�'@(K�����(:?���/>�(*)�)0�)(�-�"x�-((&�-B(�tt8$tttttd)d)8$ttt�)tttt���������������������������������������������������������������������-ttttttttt�	�:	ORGANIZATIONAL STRUCTURES AND SUSTAINABLE PERFORMANCE IN SELECTED BANKS IN LAGOS STATE
Chris-Ossai Ekene, Covenant University
Ogunnaike Olaleke, Covenant University
Udoh, Iboro Paul (Miss), Covenant University
Oyo-Ita Dorothy, Covenant University
Oputa Alma, Covenant University
Mercy Ogbari, Covenant University
ABSTRACT
Sustainability is highly important as well as performance. Companies are required to structure and restructure through different strategies because of the current increase in sophisticated technology and complexity. This research was carried out using descriptive survey. The scope of the research was Zenith Bank, First Bank and Guarantee Trust Bank in Lagos State. The primary source of data was administering copies of structured questionnaire to a total of one hundred and twenty (120) participants that constituted the sample size. Out of the one hundred and twenty (120) copies administered, one hundred (100) were completed and given back to the researchers. Multiple regression and correlation were used including frequency tables and percentages to analyse the data and test the hypotheses. Results discovered that decentralized systems in banking firms in Nigeria enhanced greater evidence-based strategic planning; specialization positively impacted employee efficiency and additionally a substantial positive relationship was present between reduced span of influence and effectiveness in firms. Among others, the research established and suggested that executives of firms ought to embrace more decentralized systems as a way of enhancing the strategic planning; that executives should merge specialization and diversity of task with workers so as to gain the benefits of both structures of job performance; and that workers have to be trained to add creativity in the way they perform their task, whether monotonous or diversified.
Keywords: Decentralized Systems, Restructure, Strategy, Structure, Sustainable Performance, Specialization, Strategic Planning, Span Of Influence, Productivity, Effectiveness.
INTRODUCTION
The industry environment nowadays is ever changing hence the resolution to organize and re-organize is seen to be very necessary. Stephen & Timothy (2018) posited that structural resolutions such as the redesigning of any firm are perhaps the essential ones a manager has to focus on. According to the authors it is in view of the fact organizational structure explains how work are properly allocated, classified, as well as harmonized. Likewise, Shabbir (2017) posited that the structure of firms offers the procedure to achieve targeted purposes in the business world. Accepting the opinions of the above-mentioned writers on the necessity for organizational resolutions and the unending discussion on the interconnections between policy, systems and productivity, one would like to reach to an agreement with Pradhan & Jena (2017) that the result of the firm�s strategy procedure is obviously an essential element of sustainable development in organizations.
Traditionally, structure of firms progressed to industrialised structure and the post-industrialised structures of today, as Quinn (1988) observed from the earliest periods of hunters. Moving out of the olden times to the present sphere of business, one continuous and commonly raised issue which is; how does an organization�s structure impact on productivity? The struggle in responding to this issue centres on the point that the connection between firm�s strategy and performance has been given very slight consideration for several years, particularly with organizations that have less than 100 staffs. McShane & Glinow (2017) on the other hand, responded this issue partially by suggesting that structure contains two major components: the separation of labour into distinctive tasks and its organisation so that staffs are capable of achieving shared goals.
Child (2018) posited that the aim of structure is to yield to the effective execution of goals by assigning persons and resources to required jobs as well as strategize duties and responsibility for their control and management. The preceding statement highlights the fact that an organization�s structure disturbs not just production and monetary proficiency but also the confidence and job fulfilment of the workers (Ezigbo, 2011). Furthermore, Wolf (2019) alleged that structure nevertheless form the proficiency of the firm, moreover the procedures that form sustainable performance. Clemmer (2018) further established that the performance of a firm is prejudiced by the structure embraced by that firm.
The research hence will reinitiate the conversation on the connection notwithstanding putting specific importance on decentralized systems, influence as they impact strategic planning, employee efficiency as correspondingly between structure and performance specialization and reduced span of well as organizational effectiveness
Statement of Research Problem
Nowadays, organizations in the bid to embrace the paramount kind of structure in respect to the goal of achieving optimum performance have encountered a number of challenges. Many organizational errors could be connected to an unsuitable structure selected for the purpose of attaining an anticipated goal. A suitable structure is dependent mutually on the kind of job to be achieved and the environment whereupon the firm carries out business activities (Bolman & Deal, 2017). Various structures offer various merits and shortcomings to the job and it is however imperative to get a strategy appropriate for the anticipated effect on sustainability (Mintzberg, 2009).
All the difficulties firms encounter in selecting appropriate kinds of systems are complications related with the current move from centralized to decentralized systems emphasizing staff development, incapability of executives to recognize the ideal kind of structure that ought to go along with policies embraced by their unique firms, inability of workers to adjust to present and shifting structures, as well as the struggle in sustaining a steady structure because of the constant shifting business environment (Bolman & Deal, 2017)
The general aim of the research is to explore the effect of organizational structure on sustainable performance.
The main aims are as follows:
To find out if decentralized systems enhances strategic planning.
To identify the level to which specialization affects employee efficiency.
To assess the connection between reduced span of influence and organizational effectiveness.
LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT
Organization and Performance
Snow & Hrebiniak (1980) maintained that an organization is an assembly of two or more persons functioning cooperatively for the purpose of achieving a shared goal or set of goals. Martinelli (2013), further defined organization as a group of components in contact with structured level and managerial units. Additionally, he proposed that performance is a degree of the position of an organization, or the results that arise on the basis of administrative decisions by workers in the organization. Performance is a form of monetary and non-monetary pointers that offer evidence on the amount of accomplishment of goals and outcomes (Greenberg, 2011).
Organizational Structure
Greenberg (2011), referred to organizational structure as the recognized arrangement between persons and teams regarding the duties, division of jobs and power in the organization Mintzberg (1983), disputed that organizational structure describes how persons are controlled or how their works are allocated and harmonized.
Meier & John (2000) articulated a more social opinion by describing organizational structure as a form of connection and actions that adjust gradually hence providing precision and permanence. Equally, Ranson (2018) suggested that structure is a multifaceted form of management, the outline of guidelines, responsibilities, and authority relationships that strive to enable approved agendas by distinctively allowing definite types of behaviour, presenting assistance for methods of commitment and compelling those who discard the rights required by the outline. It is the recognized scheme of job and disclosing relations that guides, organizes, and encourages workers in order to enable them to collaborate to accomplish organization's objectives (Underdown, 2013).
For the purpose of the research, a functional meaning of structure is specified as basically the approach in which roles are gathered and allocated, and the ways in which relations are harmonized among managers and junior staff in any firm.
Elements of Organizational Structure
Going with the concept of Bruns & Stalker (1961) that presented a prevalent way of exploring the possible measures of organizational structure. They mentioned mechanical and organic structures of firms. Several scholars have discovered and created various listings on the measures of structure. Prominent amongst them are Marume & Jubenkanda (2016) who described five elements of the structure of an organization: specialism, standardization, formalism, centralism, and configuring. Jackson & Morgan (2016) further included a sixth element, traditionalism. Mohammed (2018) offered five major elements of organic structure: involvement in task decisions, formalism, line of authority, impersonality, and division of labour.
In recent times, Daft (2000) delivered a list which included formalism, specialism, standardization, line of authority, complexity, central authority, proficiency, and staff�s ratios. Furthermore, the structural element is a means for organization and incorporation (Bernd, 2007), and when projecting the structure of their organization, executives have to tackle six vital features: task specialization, departmentalism, line of authority, span of influence, central and decentralized systems, and formalism (Daft, 2010).
On the basis of this research, prominence will be positioned on only the dimensions connected to the objectives of the research.
Sustainable Performance
There is a widespread view that the concept of sustainable performance is not so prevailing in empirical literature. The description of the concept is complex because it has various implications. Daft (2000), defined sustainable performance as the firm�s capacity to achieve its objectives with the utilization of resources in a correctly organized way. Heffernan & Flood (2000) affirmed that sustainable performance has experienced not just a description issue, but also a theoretical issue. Often the term performance was misunderstood as productivity. Ricardo & Wade (2017) reasserts that performance and productivity varied. He considered productivity to be a ratio representing the amount of task performed over a given volume of time while performance is a bigger pointer that includes quality, consistency and other factors.
Performance indicators are also denoted as measurements of performance. Numerous financial and non-financial performance pointers have been offered (Parnell & Wright 2016; Thomas & Ramaswamy, 1996; Gimenez 2000). They include economic performance/productivity (net income, return on investment and equity), employee satisfaction (turnover, employee training and development, retirement plan), productivity (output level, product development, output per labour hour), efficiency (utilization or resources, waste reduction, cost reduction) and effective decision making (policy execution, operative leadership) (Hodge & Williams 2004). On the other hand, scholars have claimed that none of the measure is basically superior to the other and that scholars should focus their precision on the structure embraced for the research (Cameron & Whelton 2016; Holfer 2017; Barney, 1991).
Hypothesis Development
Decentralized systems and strategic planning
Decentralized systems can be viewed as when lower-level administrators are permitted to take part in strategic plans. In a decentralized company, strategic planning is shifted below to the administrators close to the activity. It significantly means shifting strategic planning power down to junior level workers (Sablynski, 2013) and is grounded on the belief of subsidiaries (Holtmann 2018). A decentralized company takes swift action to resolve complications because more people contribute to strategic planning, and workers are less expected to feel separated from the people who take resolutions that have to do with their task (Stephen & Timothy, 2018).
Related to the opinions of Stephen & Timothy (2018), established that a wide range of firms with decentralized systems of research and improvement offices in several locations were superior at creativity compared to firms that focused all study and improvement in a particular location (Leiponen & Helfat, 2016). This is owing to the fact that workers in firms desire to labour in a workplace of trust and reverence where they consider they are offering a tangible impact to the company�s aims and objectives (Anderson & Pulich, 2000). This gave birth to the first hypothesis below.
H1 Decentralized systems enhances strategic planning.
Specialization and Employee Efficiency
Maintaining operative production in the achievement of specialized tasks is vital to the success of the company. Executives are required to find the suitable method to allocate a job over an extended period. Specialization comprises both helpful and damaging effects on employee efficiency. For instance, in studying the effect of specialization and diversity on efficiency, when an employee finishes several jobs in the course of a day, specialization aids the employee to speedily finish the crucial job (Ajagbe et al., 2016; Argote, 2012) and reduces expensive exchanges (Cellier & Eyrolle, 1992; Schultz et al., 2013). They went ahead and noted that; even though reducing various kinds of task throughout a day may result to better performance the reverse may perhaps be true over several days. In this research, it is necessary for executives to associate features of day-to-day task and differences in task allocation were highlighted. This way, the gains of both are attained. This gave birth to the second hypothesis below.
H2 Specialization has an effect on employee efficiency.
Reduced Span of Influence and Organizational Effectiveness
A firm categorized by reduced span of influence has its executives supervising a small number of subordinates at each stage. Gittell (2011) posited that a director can keep close control of the staff by making the number of influences to be five or six employees. Moreover, Hendericks (2001) remarking on the effect of reducing span of influence, wrote that a 1:18 to 1:6 decrease in span of influence was found to increase the organization�s effectiveness and revenues. However, Robbins & Timothy (2012) believed that the more effective the firm is, the more things being the same, the wider the span. They went on to note that are three crucial disadvantages of reduced spans. First, they are costly since they include levels of administration. Second, they hinder vertical interaction within the firm. The additional hierarchical levels hinder swift strategic planning and continue to segregate higher administration. Third, reduced spans enhance very rigid influence and inhibit the autonomy of the workers. This gave birth to the third hypothesis for the study below.
H3	Reduced span of influence has an effect on organizational effectiveness.
MATERIALS AND METHODS
Research Methods
This research adopted the quantitative method because data was gotten through the administering of well-designed questionnaire to the participants. The research also adopted the descriptive survey design. This design was chosen since it intensely defines and evaluates the effect of organizational structure on sustainable performance. Primary data was used as a source of data collection.
Population Determination
The population of this study comprised of selected banks in Nigeria. Based on market share, competitive advantage and reliable structures Zenith bank, First bank and Guarantee Trust bank headquarters in Lagos were considered to determine the population for the study.
Sampling Techniques
In furtherance of the research, the probability sampling technique was embraced using the stratified method to draw the required sample size. 120 staff which is 40 staff from each bank was chosen randomly. Copies of questionnaire were distributed to an aggregate of 120 staff that sums up the sample for the research. Out of 120 copies administered, 100 were completed and returned. Data analysis was done using SPSS 25. Multiple regression analysis in line with the research hypotheses was used to identify the extent of the impact of the measures of organizational structure on the measures of sustainable performance. The statistical tools included descriptive analysis, frequency tables and percentages.
Data Validity
Content validity was used for this study. To have a great content validity, the research instrument was given to academic and research experts in the area of organizational structure to proofread and remark on. It was to make sure that all questions in the questionnaire were fully in agreement with the research questions and hypotheses. The general reliability that showed internal consistency (Cronbach Alpha Coefficient) was 0.916 on 26 items in the questionnaire which implies that the reliability is good. Reliability for each of the constructs was also analyzed to check for consistency among each item in the constructs.
Table 1
 RELIABILITY OF INDEPENDENT AND DEPENDENT VARIABLESConstructNo. of ItemsReliability
CoefficientOrganizationalDecentralized systems40.628StructureSpecialization40.754Reduced span of influence20.670SustainableEffective strategic planning30.893PerformanceStaff productivity40.940Organizational effectiveness40.752Source: Researcher�s field survey (2020)
RESULTS AND DISCUSSION
This segment reveals the stated demographic profile of the respondents, presenting distribution in terms of gender, age, marital status and educational qualification.
Table 2
DEMOGRAPHIC PROFILE OF RESPONDENTSFrequencyPercentGenderMale5252.0Female4848.0Total100100.0Age21-253434.026-304242.031-351414.036 and above1010.0Total100100.0Marital StatusSingle6262.0Married3838.0Total100100.0EducationalO�level66.0QualificationDiploma2828.0B.Sc5454.0Masters1212.0Total100100.0Source: Researcher�s field survey (2020)
In Table 2, the gender distribution indicates that 52% are males while 48% are females. There is no major difference between the number of males and females therefore their responses which serve as raw data are likely to increase the quality and dependability of the output. The age distribution reveals that the selected banks are mostly dominated with young people within the age bracket of 21-25 representing 34% of the sample, 26-30 representing 42% of the sample. The remaining are from 30 and above. 62% of the respondents are single while the remaining 38% are married which further confirms that it is a young populated organization. Respondents� educational qualification shows that a good number have their Bsc representing 54%, 12% have their Masters, 6% have O�levels while 28% have their Diploma. Given these statistics, a good number of the respondents are sufficiently educated to be included in the study�s sample.
Descriptive Analysis of Data on Significant Variables
This segment elaborates on participants� replies to assertions about corporate social responsibility and sustainable performance. Participants specified whether they strongly agree, agree, disagree or strongly disagree with the assertions given.
Table 3
 ORGANIZATIONAL STRUCTUREDecentralized systemsStatementSAADSDTotalMeanEmployees are part of decision making5634641003.53Problem are solved easily64361003.54Suggestions from employees are welcomed3856421003.32It boosts employee�s creativity682481003.64SpecializationI enjoy my area of specialization4050101003.32Trainings I receive are usually in line with my task6624101003.46I am sometimes given the opportunity to function in other areas484481003.41My task gives me the opportunity to be an expert465041003.40Reduced Span of influenceGood communication exists between top management and subordinates4446101003.36My manager supervises my activities daily603821003.55Source: Researcher�s field survey (2020)
Table 3 is on organizational structure indicators. Under decentralization a great number of participants (56% and 34%) agreed that employees are part of the decision making. The inference of the mean at 3.53 showed the extent of agreement. Still under decentralization a good number of participants (64% and 36%) agreed that problems are easily solved. The 3.54 mean indicated the extent of agreement. Furthermore, with respect to decentralization, majority of the participants (38% and 56%) agreed that suggestions of employees are welcomed. The mean of 3.32 revealed the extent of agreement. Finally, under decentralization, majority of the respondents (68% and 24%) agreed that it boost employee�s creativity. The mean of 3.64 showed the extent of agreement.
The second indicator under organizational structure is task routine. Majority of the participants (40% and 50%) agreed that they enjoyed their area of specialization. The inference of the mean at 3.32 showed the extent of agreement. (66% and 24%) of the participants agreed that trainings they receive are in line with their task. The mean of 3.46 showed the level of agreement. Going further, the table shows that 48% and 44% of the respondents agreed to the fact that they are sometimes given the opportunity to function in other areas. The mean of 3.41 showed the level of agreement. Majority of the participants (46% and 50%) agreed that their task gives them the opportunity to be experts. The mean of 3.40 showed the extent of agreement.
The third indicator under organizational structure is narrow span of control represented by two items. Good communication exists between managers and subordinates were agreed by 44% and 46% of the participants. The inference of the mean at 3.36 showed the extent of agreement. 60% and 38% of the participants agreed that managers supervise their activities daily. The mean of 3.55 indicated the extent of agreement.
Table 4
SUSTAINABLE PERFORMANCEStrategic planningStatementSAADSDTotalMeanPolicy implementation process is good6422141003.51The leadership structure is effective623081003.56Strategic planning is done quickly6224141003.44Employee efficiencyMy organization offers quality service6232421003.56The output of my organization is great5242421003.42My organization has a good competitive advantage623261003.57Customers� needs are met58301021003.42Organizational EffectivenessResources are well utilized425081003.32Waste is effectively minimized50381021003.35Input-output ratio is positive5440421003.44Improved technology2262161003.07Table 4 is on sustainable performance indicators. Under strategic planning 64% and 22% of participants agreed that policy implementation process is good. Still under strategic planning 62% and 30% of participants agreed that the leadership structure is perfect, Furthermore, with respect to strategic planning, 62% and 24% of the participants agreed that strategic planning is done quickly. The inference of the mean indicated that most of the participants agreed to the items.
The second indicator under sustainable performance is employee efficiency represented by four items. The organization offers quality service was agreed by 62% and 32% of the participants. 52% and 42% of the participants agreed that the organization�s output is great. Going further, the table showed that 62% and 32% of the respondents agreed to the fact that the organization has a good competitive advantage. The next item which is customers� needs are met shows that 58% and 30% of the participants agreed. The inference of the mean showed that most of the participants agree to the items.
The third indicator under sustainable performance is organizational effectiveness represented by four items. Resources are well utilized was agreed by 42% and 50% of the participants. 50% and 38% of the participants agreed that the organization minimizes wastes. Input output ratio is positive was agreed by 54% and 40% of the respondents. Finally, improved technology was agreed by 22% and 62% of the participants. The mean clearly showed that most of the participants agree to the items.
Test of Hypotheses
H1	 Decentralized systems improves strategic planning						
Table 5
MODEL SUMMARYbModelRR2Adjusted R2Std error of the estimate10.569a0.3230.3160.53106AnovaaModel
1Sum of SquaresDfMean SquareFSigRegression13.201113.20146.808.000bResidual27.639980.282Total40.8499CoefficientsaModel
1Unstandardized BCoefficients Error Std.Standardized
Coefficients
BetaTSig(Constant)0.7850.4061.9320.056Decentralized systems0.7570.1110.5696.8420Source: Researcher�s field survey (2020)
Dependent variable: Strategic planning.
Predictors: (Constant), Decentralized systems.
Table 5 displays the model summary, anova and coefficients to establish the descriptive power of the independent variable (decentralized systems) in explaining and predicting the dependent variable (strategic planning). The R which is the regression effect or regression coefficient shows a positive relationship at 0.569. This implies that the independent variable has a strong positive impact on the dependent variable. The R2 which is the coefficient of determination explains the degree of variance. The R2 is 0.323 (or 32.3%). The import of this is that the independent variable explains 32.3% of the variance on the dependent variable hence other factors not included in the model explains 67.7% (100-32.3) of the variance in strategic planning.
The hypothesis was further tested by examining the decision rule which states that if the significant value is less than 0.05, and vice versa, the independent variable makes a significant contribution to the dependent variable prediction. The significant value under coefficients is (.000) therefore decentralized systems improve strategic planning.
H2	Specialization has an effect on employee efficiency
Table 6
MODEL SUMMARYbModelRR2Adjusted R2Std error of the estimate10.461a0.2120.2040.54264AnovaaModelSum of SquaresDfMean
SquareFSig1Regression7.78317.78326.4330.000bResidual28.857980.294Total36.6499CoefficientsaModel
1Unstandardized
BCoefficients Std.
ErrorStandardized
Coefficients
BetaTSig(Constant)2.0730.2947.0480Specialization0.4180.0810.4615.1410Source: Researcher�s field survey (2020) 
Dependent variable: Employee efficiency.
Predictors: (Constant), Specialization
In Table 6, the R which is the regression effect or regression coefficient shows a positive relationship at 0.569. This implies that the independent variable (specialization) has a strong positive impact on the dependent variable (employee efficiency). The R2 which is the coefficient of determination explains the degree of variance. The R2 is 0.323 (or 32.3%). The import of this is that the independent variable explains 32.3% of the variance on the dependent variable hence other factors not included in the model explains 67.7% (100-32.3) of the variance in employee efficiency.
The hypothesis was further tested by examining the decision rule which states that the independent variable makes a significant contribution to the prediction of the dependent variable if the significant value is less than 0.05, and vice versa. Therefore, the significant value under coefficients is (.000) showing that specialization has an effect on employee efficiency.
H3	 Reduced span of influence has an effect on organizational effectiveness
Table 7
MODEL SUMMARYbModel
1RR2Adjusted R2Std error of the estimate0.598a0.3570.3510.54222AnovaaModelSum of SquaresDfMean SquareFSig1Regression16.028116.02854.5150.000bResidual28.812980.294Total44.84099CoefficientsaModel
1Unstandardized
BCoefficients
Std. ErrorStandardized
Coefficients BetaTSig(Constant)0.7690.3692.0860.040Reduced span of influence0.7520.1020.5987.3830.000Source: Researcher�s field survey (2020)
Dependent variable: Organizational effectiveness.
Predictors: (Constant), Reduced span of influence
In Table 7, the R which is the regression effect or regression coefficient shows a positive relationship at 0.569. This implies that the independent variable (reduced span of influence) has a strong positive impact on the dependent variable (organizational effectiveness). The R2 which is the coefficient of determination explains the degree of variance. The R2 is 0.323 (or 32.3%). The import of this is that the independent variable explains 32.3% of the variance on the dependent variable hence other factors not included in the model explains 67.7% (100-32.3) of the variance in organizational effectiveness.
The hypothesis was further tested by examining the decision rule which states that if the significant value is less than 0.05, the independent variable is making a significant contribution to the prediction of the dependent variable and vice versa. The significant value under coefficients is (.000) therefore reduced span of influence has an effect on organizational effectiveness.
CONCLUSION
The major purpose of this research was to ascertain the effect of organizational structure on sustainable performance. Nevertheless, prior studies have shown that an effective organizational structure allows for good working relationships within the organizations between various departments. The outcome and discoveries propose the deductions that decentralized systems advances strategic planning, specialization has a significant effect on employee efficiency which implies that the organizational structure affects personnel behaviours, and reduced span of influence has a significant relationship with effectiveness. Grounded on this research, it can be further deduced that sustainable performance is largely dependent on the structure of the organization.
Recommendations/Policy Implications
From on the above deductions, the following recommendations were made:
Management in the banking industry should accept more decentralized systems of structures as a way of enhancing the strategic planning procedure.
Junior level executives should be permitted to contribute to the process of strategic planning to improve the common objectives and evade sub maximization in the industry.
Mangers have a duty to incorporate task routine features and variation in establishing workers for the task undertaking to reap the benefits of both.
Workers must be trained to be more creative in their conduct of jobs, whether monotonous or diversified.
Executives and entrepreneurs should make sure that span of influence is maintained at a position that each individual executive can successfully manage. That is the capacity of the executive should be appropriately taken into consideration.
ACKNOWLEDGMENTS
The authors appreciate the management of Covenant University for funding this research.
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 Academy of Strategic Management Journal                                                                                                                                       Volume 19, Issue 6, 2020

                                                                                                                                 PAGE   \* MERGEFORMAT 13                                                                                       1939-6104-19-5-641




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