{"meta":{"query_hash":"ac03bec281d0","filters":{"venue":"Emerald Emerging Markets Case Studies"},"cohort_total":30,"direct_labels_cover":0,"predictions_cover":30,"exported":30,"export_cap":100000,"truncated":false,"label_status":"direct model label, unvalidated","prediction_status":"machine_predicted_unvalidated (Codex and Gemma teacher distillation)","score_status":"score_only:v0-immature-baseline","snapshot":{"source":"OpenAlex, pinned release, all 482 partitions","release":"2026-06-24","frame_built":"2026-07-12"},"permalink":"https://metacan.xera.ac/q/ac03bec281d0","api":"https://metacan.xera.ac/api/v1/cohort?venue=Emerald+Emerging+Markets+Case+Studies"},"results":[{"id":"W1595974364","doi":"10.1108/20450621111122165","title":"Building Brazilian citizenship in the context of poverty, waste, drugs and violence","year":2011,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Innovation and Socioeconomic Development","field":"Business, Management and Accounting","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"HEC Montréal","funders":"","keywords":"Social entrepreneurship; Poverty; Context (archaeology); Entrepreneurship; Public relations; Local community; Local government; Economic growth; Social change; Community development; Sociology; Slum; Political science; Economics; Public administration","score_opus":0.02915216297369497,"score_gpt":0.2608176386385746,"score_spread":0.23166547566487963,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W1595974364","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.8838799,0.0012049371,0.0007923073,0.0138074225,0.00007222442,0.00016575289,0.000046478104,0.000017318775,0.10001369],"genre_scores_gemma":[0.9930005,0.0007692281,0.0006285089,0.0005115529,0.000012299189,0.00004206794,0.000015894353,0.0000054629445,0.0050144377],"study_design_codex":"qualitative","study_design_gemma":"not_applicable","domain_scores_codex":[0.9983563,0.0009190786,0.000032890937,0.00008780792,0.00012879974,0.00047515688],"domain_scores_gemma":[0.9985455,0.0004497553,0.00023641484,0.0001218175,0.00014825253,0.0004983398],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00259391,0.00030576315,0.00032823265,0.0009179784,0.00852294,0.00333253,0.0007042724,0.0011568762,0.0033069535],"category_scores_gemma":[0.0030975684,0.0002230052,0.00030777827,0.00071617676,0.005668325,0.0025732927,0.005283546,0.0010995158,0.00019232027],"study_design_candidate":"not_applicable","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00002005438,0.000246878,0.05038348,0.00018251965,0.000013347166,0.003228399,0.82168496,0.00020183864,0.00089809427,0.050368223,0.0057625645,0.067009576],"study_design_scores_gemma":[0.000007155251,0.00009029153,0.03680676,0.00038304593,0.000012599529,0.0011935015,0.82912225,0.00030263886,0.0004425718,0.006132342,0.1254897,0.000017089305],"about_ca_topic_score_codex":0.03889549,"about_ca_topic_score_gemma":0.10637386,"teacher_disagreement_score":0.03889549,"about_ca_system_score_codex":0.0041398634,"about_ca_system_score_gemma":0.0074257255,"threshold_uncertainty_score":0.07733816},"labels":[],"label_agreement":null},{"id":"W1963936629","doi":"10.1108/20450621111193743","title":"Quality Tailors, Textiles and Embroidery (QTTE)","year":2011,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Middle East and Rwanda Conflicts","field":"Social Sciences","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"University of Windsor","funders":"","keywords":"SWOT analysis; Quality (philosophy); Marketing; Business; Payment; Plan (archaeology); Work (physics); Control (management); Organizational culture; Public relations; Management; Economics; Finance; Political science; Engineering","score_opus":0.10872304953232562,"score_gpt":0.3631930347987429,"score_spread":0.2544699852664173,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W1963936629","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.09559605,0.0053081852,0.0012517823,0.020249017,0.0017194371,0.0015189325,0.0016240668,0.000059776343,0.87267286],"genre_scores_gemma":[0.38861755,0.0069033024,0.0015491734,0.0030418013,0.0005506932,0.0011414312,0.00077154144,0.000032454434,0.5973921],"study_design_codex":"not_applicable","study_design_gemma":"qualitative","domain_scores_codex":[0.99943596,0.0001490165,0.000040722294,0.0000597321,0.00013674275,0.00017769662],"domain_scores_gemma":[0.99866927,0.00031720602,0.00019451794,0.0000596963,0.00023358854,0.0005257803],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0008269642,0.00030506784,0.00021615665,0.0010189372,0.0019558345,0.0020533693,0.0008572858,0.0012445688,0.10518381],"category_scores_gemma":[0.002145097,0.00013241546,0.00019143878,0.0014910841,0.00070557,0.0017155004,0.0016498491,0.0011497019,0.012221082],"study_design_candidate":"qualitative","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00018846279,0.0015980321,0.027635243,0.0016031074,0.000009123095,0.0043224213,0.026082419,0.0003788025,0.001422296,0.08174025,0.54698664,0.30803323],"study_design_scores_gemma":[0.000026891381,0.00030221345,0.03812731,0.0009561353,0.000004180066,0.0017449979,0.042828172,0.00023221593,0.0005282184,0.0033666634,0.91186935,0.000013646149],"about_ca_topic_score_codex":0.009999159,"about_ca_topic_score_gemma":0.016861798,"teacher_disagreement_score":0.10518381,"about_ca_system_score_codex":0.002076977,"about_ca_system_score_gemma":0.0029985714,"threshold_uncertainty_score":0.3518749},"labels":[],"label_agreement":null},{"id":"W1967656941","doi":"10.1108/eemcs-01-2014-0001","title":"From mines to minds: addressing the skills gap in Sierra Leone","year":2014,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"International Development and Aid","field":"Social Sciences","cited_by":3,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"Université de Montréal","funders":"","keywords":"Sierra leone; General partnership; Context (archaeology); Viewpoints; Corporation; Vocational education; Agency (philosophy); Sustainable development; Public relations; Business; Political science; Management; Economic growth; Sociology; Economics; Finance","score_opus":0.06040164086651984,"score_gpt":0.3704501618781173,"score_spread":0.31004852101159747,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W1967656941","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.95226467,0.0016763149,0.00022554344,0.009535026,0.00019943052,0.00019477821,0.00005371189,0.000030347972,0.035820194],"genre_scores_gemma":[0.9800393,0.0014692578,0.00058562396,0.0013463008,0.000046944107,0.00012721666,0.000078144614,0.00000982704,0.016297303],"study_design_codex":"qualitative","study_design_gemma":"qualitative","domain_scores_codex":[0.99928004,0.00021761058,0.000015696916,0.00003260374,0.00006520825,0.0003888451],"domain_scores_gemma":[0.99924505,0.00013981176,0.0000706481,0.00001897828,0.00005169322,0.0004738864],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00079563854,0.0003843236,0.00018335119,0.0009298499,0.006146787,0.002505649,0.0011294553,0.0014734905,0.008428721],"category_scores_gemma":[0.0015745418,0.00019638216,0.00015126447,0.0004505601,0.0022533871,0.0015742554,0.0049049654,0.0013523451,0.0005640744],"study_design_candidate":"qualitative","study_design_consensus":"qualitative","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.0002631309,0.0027876336,0.09299469,0.0018648119,0.000042379197,0.06204414,0.5049525,0.0007935831,0.0051712277,0.0135938665,0.06437456,0.25111756],"study_design_scores_gemma":[0.00004389284,0.00048069976,0.07317721,0.001299553,0.000018888195,0.005980857,0.78518516,0.00022400587,0.0010031341,0.0018612911,0.13069175,0.000033528104],"about_ca_topic_score_codex":0.033825397,"about_ca_topic_score_gemma":0.11886637,"teacher_disagreement_score":0.033825397,"about_ca_system_score_codex":0.0022760688,"about_ca_system_score_gemma":0.005527629,"threshold_uncertainty_score":0.06725705},"labels":[],"label_agreement":null},{"id":"W1975499998","doi":"10.1108/eemcs-01-2014-0014","title":"Coordinating cross-sector partnerships for water provision in Malawi","year":2015,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Public-Private Partnership Projects","field":"Business, Management and Accounting","cited_by":1,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"HEC Montréal; University of Alberta","funders":"","keywords":"Stakeholder; Stakeholder analysis; Public relations; Stakeholder management; Business; Public sector; Decentralization; Government (linguistics); Economic growth; Political science; Economics","score_opus":0.1809174583190057,"score_gpt":0.364424363160434,"score_spread":0.1835069048414283,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W1975499998","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.9002418,0.0022147484,0.01215986,0.022313384,0.00009410064,0.0012110176,0.000106071246,0.000090442205,0.061568465],"genre_scores_gemma":[0.9861988,0.00089566945,0.004038776,0.00036011447,0.000012009741,0.00018344962,0.000029285782,0.000008541127,0.008273317],"study_design_codex":"qualitative","study_design_gemma":"qualitative","domain_scores_codex":[0.9968526,0.0019447617,0.00008171406,0.00010781207,0.0001742251,0.0008389053],"domain_scores_gemma":[0.996433,0.0013457495,0.0004984643,0.00013258551,0.00029539043,0.0012947521],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0041978722,0.0001681484,0.00013815209,0.0004767167,0.0059512467,0.002906051,0.00094651955,0.0010779343,0.0071524666],"category_scores_gemma":[0.0058448655,0.00024716946,0.00012314679,0.0009119926,0.0017290966,0.0034300312,0.00782936,0.00097037584,0.00045371262],"study_design_candidate":"qualitative","study_design_consensus":"qualitative","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00023239345,0.0011713442,0.060108136,0.0017194533,0.0000650501,0.013363847,0.47850594,0.0066034123,0.0068563656,0.06445642,0.03071172,0.336206],"study_design_scores_gemma":[0.000035970217,0.00037665074,0.034144774,0.000880176,0.000020237823,0.0013891157,0.73251444,0.004273246,0.0026008775,0.008838595,0.21489228,0.00003371367],"about_ca_topic_score_codex":0.010299616,"about_ca_topic_score_gemma":0.04315708,"teacher_disagreement_score":0.010299616,"about_ca_system_score_codex":0.005010579,"about_ca_system_score_gemma":0.010786795,"threshold_uncertainty_score":0.036354423},"labels":[],"label_agreement":null},{"id":"W1988333203","doi":"10.1108/eemcs-07-2013-0154","title":"Alicia Meneces and the challenges of Aguablanca","year":2014,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Innovation and Socioeconomic Development","field":"Business, Management and Accounting","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"HEC Montréal","funders":"","keywords":"Poverty; Microfinance; Garcia; Latin Americans; Sociology; Political science; Corporate social responsibility; Peacebuilding; Economic growth; Management; Public relations; Public administration; Humanities; Economics","score_opus":0.02176923013791232,"score_gpt":0.25159730946684916,"score_spread":0.22982807932893684,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W1988333203","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.40551227,0.03907896,0.0010395196,0.13350633,0.0014221562,0.00014980213,0.00015147545,0.00010199263,0.41903752],"genre_scores_gemma":[0.94604284,0.0062891818,0.000752065,0.004151941,0.00014938485,0.00009306893,0.000033855624,0.000023367365,0.042464327],"study_design_codex":"qualitative","study_design_gemma":"qualitative","domain_scores_codex":[0.99912924,0.00036757567,0.000016835302,0.000067328874,0.00011371564,0.0003053608],"domain_scores_gemma":[0.99951315,0.000159922,0.000074492724,0.000019136443,0.00008840073,0.00014487209],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0006534586,0.00042873967,0.00025577075,0.0008519032,0.007850821,0.00397889,0.00077529193,0.0018246007,0.008046479],"category_scores_gemma":[0.0018807263,0.00012433059,0.00012937422,0.00071992155,0.0041909614,0.0018979512,0.003833667,0.0020535227,0.0004638605],"study_design_candidate":"qualitative","study_design_consensus":"qualitative","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.0002929958,0.00041188532,0.029593168,0.0014292425,0.000019447783,0.023282208,0.40226102,0.000889377,0.0027131236,0.26378304,0.09792843,0.17739609],"study_design_scores_gemma":[0.0000115327375,0.0000454917,0.014654952,0.0009574571,0.000007616214,0.002035954,0.23003748,0.00016093899,0.00040215612,0.00595155,0.74571365,0.000021280779],"about_ca_topic_score_codex":0.13313653,"about_ca_topic_score_gemma":0.16947328,"teacher_disagreement_score":0.13313653,"about_ca_system_score_codex":0.009855355,"about_ca_system_score_gemma":0.0062388903,"threshold_uncertainty_score":0.26472312},"labels":[],"label_agreement":null},{"id":"W2003983630","doi":"10.1108/eemcs-05-2014-0143","title":"Nuru International: empowering farmers to fight extreme poverty","year":2014,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Community Development and Social Impact","field":"Economics, Econometrics and Finance","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"Simon Fraser University","funders":"","keywords":"Entrepreneurship; Diversification (marketing strategy); Marketing; Poverty; Business; Social entrepreneurship; Kenya; Economics; Economic growth; Finance; Political science","score_opus":0.06738149891050686,"score_gpt":0.30550025182225915,"score_spread":0.23811875291175227,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2003983630","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.30573785,0.0059574754,0.005668006,0.030396562,0.0014545778,0.00071705226,0.00016666744,0.00049654505,0.64940524],"genre_scores_gemma":[0.82271785,0.005332563,0.009330916,0.005541161,0.00033454306,0.00073296,0.00011475148,0.00011367501,0.15578167],"study_design_codex":"design_other","study_design_gemma":"qualitative","domain_scores_codex":[0.9991239,0.00035641418,0.000015045776,0.000068803085,0.00012643664,0.00030942186],"domain_scores_gemma":[0.99914503,0.00017823576,0.000086487256,0.000044362663,0.000062247454,0.0004835534],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0011302194,0.0005242027,0.00015927508,0.0004968207,0.0056658504,0.003600868,0.0010863013,0.0022048485,0.016342351],"category_scores_gemma":[0.0012621412,0.00014798486,0.00020033716,0.0005331943,0.0024571726,0.003632142,0.006491424,0.0015499162,0.0025438997],"study_design_candidate":"qualitative","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00038468317,0.0009961996,0.015428235,0.0018885195,0.000039751234,0.018063346,0.1791777,0.0008772377,0.011234014,0.16127358,0.20580988,0.40482685],"study_design_scores_gemma":[0.000015470632,0.00028075115,0.004432457,0.0005056826,0.000011806197,0.002556449,0.13403787,0.00041468485,0.0014734087,0.0070492723,0.84918994,0.00003225701],"about_ca_topic_score_codex":0.0010331032,"about_ca_topic_score_gemma":0.004494574,"teacher_disagreement_score":0.016342351,"about_ca_system_score_codex":0.0013206343,"about_ca_system_score_gemma":0.0036950025,"threshold_uncertainty_score":0.054670572},"labels":[],"label_agreement":null},{"id":"W2022218094","doi":"10.1108/20450621211317618","title":"Crediamigo: partnering with Vivacred?","year":2012,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Microfinance and Financial Inclusion","field":"Economics, Econometrics and Finance","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"HEC Montréal","funders":"","keywords":"Microfinance; Context (archaeology); Entrepreneurship; Business; Loan; General partnership; Marketing; Strategic management; Social entrepreneurship; Finance; Economic growth; Economics","score_opus":0.05481973801964341,"score_gpt":0.2789263796372656,"score_spread":0.22410664161762217,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2022218094","genre_codex":"other","genre_gemma":"other","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"other","genre_consensus":"other","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.3848836,0.0013289949,0.0023224126,0.04096877,0.00081513193,0.00028334153,0.0002346416,0.00017502593,0.56898797],"genre_scores_gemma":[0.85658383,0.00090362894,0.0014580995,0.003805875,0.000103618455,0.00012459677,0.0001406735,0.000035559147,0.13684402],"study_design_codex":"not_applicable","study_design_gemma":"not_applicable","domain_scores_codex":[0.9991172,0.00019779461,0.000011246274,0.0000752502,0.00012642783,0.00047224865],"domain_scores_gemma":[0.9990208,0.00010682038,0.0000567677,0.000028015806,0.000060313352,0.0007273331],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0006286654,0.00027486554,0.00014457451,0.00053921,0.0035640732,0.0034359645,0.000856207,0.0020689936,0.032755475],"category_scores_gemma":[0.0018398365,0.00016490355,0.00021620694,0.0005485171,0.0010774108,0.0024877589,0.0028411665,0.0016757988,0.0035676265],"study_design_candidate":"not_applicable","study_design_consensus":"not_applicable","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.0004050754,0.0022276079,0.086308844,0.0006231715,0.000025725492,0.09313292,0.07825012,0.0012114256,0.0044834665,0.17592421,0.29411623,0.26329124],"study_design_scores_gemma":[0.000042105392,0.00027998915,0.018982371,0.0003105824,0.000010294161,0.026034709,0.106109224,0.0010462216,0.0011102337,0.0040034736,0.84203213,0.00003853618],"about_ca_topic_score_codex":0.009874521,"about_ca_topic_score_gemma":0.03471466,"teacher_disagreement_score":0.032755475,"about_ca_system_score_codex":0.0020918406,"about_ca_system_score_gemma":0.0025937054,"threshold_uncertainty_score":0.109577954},"labels":[],"label_agreement":null},{"id":"W2037940218","doi":"10.1108/20450621111197604","title":"Marketing of the dark: “Memento Park” in Budapest","year":2011,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Diverse Aspects of Tourism Research","field":"Social Sciences","cited_by":4,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"University of Guelph","funders":"","keywords":"Tourism; Value proposition; Marketing; Marketing plan; Business plan; Marketing mix; International business; Public relations; Business; Management; Economics; Political science; Law","score_opus":0.08129956680557456,"score_gpt":0.36140438554323434,"score_spread":0.2801048187376598,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2037940218","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.87664104,0.00283335,0.00024846886,0.0028111225,0.00036583844,0.00010092047,0.0004897374,0.000021785883,0.116487764],"genre_scores_gemma":[0.94123805,0.0010290229,0.00030268423,0.00051535753,0.000036504058,0.000028238752,0.0001791543,0.00001658901,0.056654446],"study_design_codex":"case_report","study_design_gemma":"qualitative","domain_scores_codex":[0.9998186,0.000042121013,0.000003666207,0.000024945142,0.00002787589,0.00008269883],"domain_scores_gemma":[0.99989915,0.000024930217,0.0000121232115,0.000005003334,0.0000050624662,0.000053711763],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00015625283,0.00019934101,0.00018313297,0.00029038778,0.0026655027,0.0016092851,0.0006476568,0.0009291339,0.014126458],"category_scores_gemma":[0.00023183158,0.00018220897,0.00013145505,0.0005340407,0.0014249452,0.0009184666,0.0012420607,0.0006688945,0.0010226916],"study_design_candidate":"qualitative","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.0021317825,0.0010719455,0.052554123,0.0018923894,0.00015497877,0.26467326,0.22878611,0.0023973223,0.018259605,0.060244463,0.2241463,0.14368775],"study_design_scores_gemma":[0.00008762539,0.0002935395,0.14835177,0.0002920182,0.000024034349,0.014423182,0.23015118,0.00048173033,0.0026750981,0.0016080557,0.60155576,0.000055939545],"about_ca_topic_score_codex":0.024816368,"about_ca_topic_score_gemma":0.07116176,"teacher_disagreement_score":0.024816368,"about_ca_system_score_codex":0.00296776,"about_ca_system_score_gemma":0.0012332357,"threshold_uncertainty_score":0.049343824},"labels":[],"label_agreement":null},{"id":"W2045879029","doi":"10.1108/eemcs-06-2013-0117","title":"Yogen Früz: it's all about ü","year":2013,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Management and Marketing Education","field":"Business, Management and Accounting","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":false,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":true,"ca_institutions":"","funders":"","keywords":"Competitor analysis; SWOT analysis; Entrepreneurship; Marketing; Rebranding; Adventure; Login; Business; Dominance (genetics); Stakeholder; Management; Economics; Computer science","score_opus":0.030598193506452428,"score_gpt":0.2863163967415385,"score_spread":0.2557182032350861,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2045879029","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.046934012,0.037555534,0.0016813029,0.124926075,0.019972203,0.00028396837,0.0023579856,0.0024545083,0.76383454],"genre_scores_gemma":[0.107583545,0.010821917,0.0015226225,0.016893756,0.0012839584,0.00015483749,0.00088311,0.00044665363,0.8604095],"study_design_codex":"not_applicable","study_design_gemma":"qualitative","domain_scores_codex":[0.9997104,0.000055348624,0.000007078626,0.000060590744,0.00008229401,0.000084222906],"domain_scores_gemma":[0.999551,0.000046281148,0.000047210662,0.000025560365,0.00011709628,0.00021276317],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00043156033,0.00043269192,0.0004153146,0.00041110086,0.00219971,0.0025383146,0.0005284784,0.0017214688,0.24442661],"category_scores_gemma":[0.0012993452,0.00015968246,0.00024403822,0.00052387104,0.0007750841,0.0029756804,0.0022388007,0.0012371647,0.07163225],"study_design_candidate":"qualitative","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.000096515236,0.00006821975,0.0023207401,0.0003875398,0.000004247687,0.0005158516,0.002198739,0.000039765935,0.0011633668,0.0033773512,0.8242116,0.16561612],"study_design_scores_gemma":[0.0000047962712,0.000043977878,0.0026972508,0.00027291762,0.0000031110912,0.00038737903,0.0034454763,0.000035065164,0.00022426633,0.00037953825,0.9924975,0.000008744048],"about_ca_topic_score_codex":0.014220454,"about_ca_topic_score_gemma":0.029105136,"teacher_disagreement_score":0.24442661,"about_ca_system_score_codex":0.0017043581,"about_ca_system_score_gemma":0.0021868246,"threshold_uncertainty_score":0.81768847},"labels":[],"label_agreement":null},{"id":"W2068852596","doi":"10.1108/20450621111187344","title":"Road to Kamaka: the struggles of poverty and desertification","year":2011,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Agriculture and Rural Development Research","field":"Agricultural and Biological Sciences","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":true,"ca_institutions":"HEC Montréal","funders":"","keywords":"Sustainability; Local community; Stakeholder; Poverty; Context (archaeology); Work (physics); Sustainable development; Community development; Business; Public relations; Economic growth; Environmental resource management; Environmental planning; Political science; Engineering; Geography; Economics","score_opus":0.0575286877586755,"score_gpt":0.2765935975579654,"score_spread":0.21906490979928991,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2068852596","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.57714814,0.015835805,0.0012115472,0.066692814,0.0012007337,0.00052358955,0.0003909697,0.00009484314,0.33690158],"genre_scores_gemma":[0.8874768,0.009370234,0.0009796078,0.0035161797,0.00011433579,0.0002621594,0.00015575952,0.000024124287,0.098100744],"study_design_codex":"qualitative","study_design_gemma":"qualitative","domain_scores_codex":[0.999648,0.000086316824,0.000007674201,0.000024942454,0.00004575809,0.00018736068],"domain_scores_gemma":[0.99952054,0.000080803555,0.000041627638,0.000011998677,0.00006526956,0.0002797933],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0005194935,0.00024607373,0.00021507531,0.00060113595,0.01008464,0.0036215046,0.0010610557,0.0017409853,0.017855996],"category_scores_gemma":[0.000891184,0.00015293843,0.00014724731,0.001117146,0.0027348618,0.002379322,0.0038211967,0.0017468577,0.0014008677],"study_design_candidate":"qualitative","study_design_consensus":"qualitative","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.000082833525,0.00042771836,0.030169033,0.0013943017,0.00001601137,0.022744501,0.56527823,0.0004430775,0.0021788469,0.08309634,0.11931425,0.17485493],"study_design_scores_gemma":[0.0000074992845,0.000058890997,0.024570948,0.00079410756,0.0000060926027,0.0024838191,0.6269956,0.00012008666,0.00021189451,0.0048993346,0.33983436,0.00001736275],"about_ca_topic_score_codex":0.12400465,"about_ca_topic_score_gemma":0.3853649,"teacher_disagreement_score":0.12400465,"about_ca_system_score_codex":0.005022508,"about_ca_system_score_gemma":0.01183291,"threshold_uncertainty_score":0.24656576},"labels":[],"label_agreement":null},{"id":"W2165772972","doi":"10.1108/20450621111138591","title":"Behind the veil","year":2011,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Innovation and Socioeconomic Development","field":"Business, Management and Accounting","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"Mennonite Economic Development Associates","funders":"","keywords":"Thriving; Value chain; Sustainability; Context (archaeology); Business; Marketing; Entrepreneurship; Value (mathematics); Livelihood; Value proposition; Harm; Computer science; Sociology; Supply chain; Political science","score_opus":0.06111654989269497,"score_gpt":0.2625783779069068,"score_spread":0.20146182801421184,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2165772972","genre_codex":"other","genre_gemma":"other","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"other","genre_consensus":"other","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.034322236,0.0018002725,0.0033192842,0.026099786,0.0052535264,0.000117586846,0.00024502905,0.00019945983,0.9286429],"genre_scores_gemma":[0.25796095,0.0010197356,0.0010252891,0.005759619,0.0005009138,0.0000757336,0.00012216183,0.00013970544,0.7333959],"study_design_codex":"not_applicable","study_design_gemma":"not_applicable","domain_scores_codex":[0.99945587,0.00014946538,0.000013450268,0.00009053835,0.00008310881,0.00020750899],"domain_scores_gemma":[0.9996486,0.000057624922,0.000027763468,0.000029011522,0.00007231825,0.00016465767],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00033386264,0.00045149136,0.00029751877,0.00045187783,0.008193442,0.0036152678,0.0007953399,0.0021623475,0.10115635],"category_scores_gemma":[0.0011768221,0.00015093338,0.000275829,0.00037549122,0.0031526424,0.0033487475,0.0044419877,0.0034956613,0.016640294],"study_design_candidate":"not_applicable","study_design_consensus":"not_applicable","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00017573369,0.00016577209,0.0060997237,0.0002809311,0.000011573679,0.012721284,0.04664195,0.000868645,0.0013618178,0.3858001,0.4128221,0.13305035],"study_design_scores_gemma":[0.000003240806,0.000027371709,0.00044747806,0.00016233938,0.0000015549631,0.0013923215,0.0172616,0.00014302974,0.0001234099,0.005121762,0.9753057,0.000010199802],"about_ca_topic_score_codex":0.008579002,"about_ca_topic_score_gemma":0.0144286845,"teacher_disagreement_score":0.10115635,"about_ca_system_score_codex":0.0016554837,"about_ca_system_score_gemma":0.0018529686,"threshold_uncertainty_score":0.33840173},"labels":[],"label_agreement":null},{"id":"W2179332203","doi":"10.1108/eemcs-09-2014-0223","title":"Critical design characteristics for online retail stores in India","year":2015,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Consumer Retail Behavior Studies","field":"Business, Management and Accounting","cited_by":1,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"PricewaterhouseCoopers (Canada)","funders":"","keywords":"Marketing; Business; Hierarchy; Bazaar; E-commerce; Customer relationship management; Computer science; Economics","score_opus":0.12798573344969522,"score_gpt":0.3487397182557577,"score_spread":0.2207539848060625,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2179332203","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.96693826,0.00028469315,0.0024245512,0.00046231152,0.000022738046,0.00050751073,0.0007145734,0.00008534525,0.028560102],"genre_scores_gemma":[0.98918855,0.0001944673,0.0037361835,0.00009392369,0.000006330814,0.00019442724,0.00048693546,0.000021738497,0.0060773585],"study_design_codex":"observational","study_design_gemma":"qualitative","domain_scores_codex":[0.99691534,0.0007384704,0.0003478431,0.0002827888,0.0011701271,0.0005453725],"domain_scores_gemma":[0.984908,0.0056639896,0.0033583145,0.00088140817,0.0039267032,0.001261708],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0017243121,0.00038514385,0.00024298416,0.0041963337,0.002382832,0.0027680655,0.0009127628,0.0006078204,0.010341965],"category_scores_gemma":[0.007040439,0.00040112488,0.00047606617,0.0045749606,0.0011869684,0.00088723196,0.0012665886,0.00061374734,0.0014230196],"study_design_candidate":"qualitative","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.0014677581,0.0014448214,0.62889004,0.0026221534,0.00006095555,0.0094116805,0.07735558,0.0070350873,0.01950335,0.017879061,0.01596958,0.21836004],"study_design_scores_gemma":[0.000036636997,0.0012632872,0.7964707,0.00033047437,0.000058976242,0.0055691046,0.12658688,0.0037494306,0.007027347,0.002333182,0.056451567,0.0001223832],"about_ca_topic_score_codex":0.013120359,"about_ca_topic_score_gemma":0.026851326,"teacher_disagreement_score":0.013120359,"about_ca_system_score_codex":0.0052367747,"about_ca_system_score_gemma":0.0035029692,"threshold_uncertainty_score":0.037995636},"labels":[],"label_agreement":null},{"id":"W2464313915","doi":"10.1108/eemcs-06-2015-0112","title":"Osklen: the aesthetics of social change","year":2016,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Environmental Sustainability in Business","field":"Business, Management and Accounting","cited_by":2,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"Western University","funders":"","keywords":"Sustainability; Dilemma; Emerging markets; Beauty; Business; Marketing; Economics; Political science; Law; Finance","score_opus":0.032167006611139054,"score_gpt":0.26920530794361125,"score_spread":0.2370383013324722,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2464313915","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.047377504,0.017875578,0.0024300995,0.027091168,0.0018882438,0.00009311722,0.0001095446,0.000057836267,0.90307677],"genre_scores_gemma":[0.81018627,0.016119333,0.0023253874,0.0031365159,0.00052409945,0.00023715357,0.00011997984,0.00014903252,0.16720231],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"qualitative","domain_scores_codex":[0.99892175,0.00057868665,0.00003638282,0.00014390782,0.00019760962,0.00012170905],"domain_scores_gemma":[0.99935275,0.0003088968,0.00007088477,0.00007452852,0.000056973928,0.00013596573],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0012850601,0.0004642252,0.0002710143,0.0009450444,0.0045101563,0.006480095,0.00062113674,0.0013811857,0.023173999],"category_scores_gemma":[0.0023271912,0.00014425244,0.00025417944,0.0011674995,0.008835559,0.0055532497,0.005415659,0.0019750032,0.0013802679],"study_design_candidate":"qualitative","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00005052372,0.00007110447,0.0018989294,0.00076326274,0.0000072961657,0.00089593366,0.20154741,0.00035036128,0.00032721096,0.5896748,0.06739266,0.13702057],"study_design_scores_gemma":[0.0000061527394,0.00002181219,0.0021737404,0.0009993064,0.0000030800495,0.00062720035,0.09309371,0.00013543466,0.000105906794,0.04823232,0.85459054,0.000010819154],"about_ca_topic_score_codex":0.0035202808,"about_ca_topic_score_gemma":0.012103709,"teacher_disagreement_score":0.023173999,"about_ca_system_score_codex":0.0041734083,"about_ca_system_score_gemma":0.002238902,"threshold_uncertainty_score":0.07752472},"labels":[],"label_agreement":null},{"id":"W2555938770","doi":"10.1108/eemcs-03-2016-0025","title":"Last mile farm inputs: farm shop delivers","year":2016,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Innovation and Socioeconomic Development","field":"Business, Management and Accounting","cited_by":4,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"St. Francis Xavier University","funders":"","keywords":"Marketing; Business; Turnkey; Quality (philosophy); Profit (economics); Productivity; Entrepreneurship; Economics; Finance; Economic growth; Engineering","score_opus":0.02397949109759951,"score_gpt":0.25736679057032535,"score_spread":0.23338729947272585,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2555938770","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.07745106,0.00036003444,0.003460881,0.0056361686,0.00053408934,0.00067984883,0.010920518,0.0017624454,0.8991949],"genre_scores_gemma":[0.23377466,0.000610022,0.004602971,0.0017357263,0.0002338598,0.00034286213,0.0045373403,0.00049559004,0.75366694],"study_design_codex":"not_applicable","study_design_gemma":"qualitative","domain_scores_codex":[0.9994924,0.00006867163,0.000019952246,0.00007799316,0.00019117247,0.00014983835],"domain_scores_gemma":[0.9987192,0.00017383302,0.00010669204,0.00009030336,0.0003388345,0.0005711127],"candidate_categories":["insufficient_payload"],"consensus_categories":[],"category_scores_codex":[0.0004454631,0.00029128647,0.00021088365,0.00065904,0.002619026,0.0025942496,0.00082528626,0.0010561584,0.40247977],"category_scores_gemma":[0.0019487026,0.00021397976,0.00018255538,0.0009239361,0.00038706337,0.002038111,0.0021512194,0.0008727488,0.12254554],"study_design_candidate":"qualitative","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00020328742,0.0006924965,0.025576534,0.00059590273,0.0000086377,0.0021186671,0.0072994265,0.00016995214,0.0025357392,0.008204184,0.656219,0.29637626],"study_design_scores_gemma":[0.000016333981,0.00021924746,0.025537519,0.0001968856,0.000005313311,0.00095689506,0.0112544345,0.00026892495,0.000686943,0.0009483531,0.9598881,0.000021103964],"about_ca_topic_score_codex":0.0042858063,"about_ca_topic_score_gemma":0.007753391,"teacher_disagreement_score":0.40247977,"about_ca_system_score_codex":0.0009534745,"about_ca_system_score_gemma":0.0016218834,"threshold_uncertainty_score":0.8522901},"labels":[],"label_agreement":null},{"id":"W2795101335","doi":"10.1108/eemcs-06-2017-0127","title":"Pacari Chocolate: preserving biodiversity, living without regret","year":2018,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Business Strategies and Innovation","field":"Business, Management and Accounting","cited_by":5,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"University of Lethbridge","funders":"European Commission","keywords":"Revenue; Marketing; Emerging markets; Entrepreneurship; Business; Product (mathematics); Indigenous; Tourism; Excellence; Latin Americans; Sustainability; Finance; Political science","score_opus":0.04024211701502597,"score_gpt":0.2814902833132143,"score_spread":0.24124816629818832,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2795101335","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.4618716,0.018694954,0.002135714,0.06486514,0.0012911746,0.0011876506,0.0004504004,0.00003640786,0.44946697],"genre_scores_gemma":[0.8862259,0.018652974,0.0014616193,0.0069495477,0.00055815466,0.00071636325,0.00014761352,0.000017849105,0.08527014],"study_design_codex":"design_other","study_design_gemma":"qualitative","domain_scores_codex":[0.9994369,0.00023468885,0.000019373116,0.00004736378,0.00008667413,0.00017492184],"domain_scores_gemma":[0.9993543,0.0001991141,0.00012294657,0.000024114908,0.000065627246,0.00023391693],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0008425845,0.00024987353,0.000230854,0.00042533726,0.0025455833,0.0027615211,0.0009803057,0.0019461615,0.018504336],"category_scores_gemma":[0.0015913274,0.00010597063,0.0001776206,0.00073714677,0.0015682067,0.0029118878,0.0022485757,0.0019174991,0.0015270291],"study_design_candidate":"qualitative","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00022658988,0.0038746037,0.048633873,0.0037490088,0.000021990096,0.030807128,0.16662928,0.00072682323,0.0014536451,0.17946896,0.18334511,0.38106307],"study_design_scores_gemma":[0.00004792471,0.0004350678,0.039503768,0.0029030866,0.000010974319,0.019126192,0.4474142,0.000551864,0.00054404954,0.012134316,0.47729778,0.000030828647],"about_ca_topic_score_codex":0.0030292775,"about_ca_topic_score_gemma":0.010730595,"teacher_disagreement_score":0.018504336,"about_ca_system_score_codex":0.0017375231,"about_ca_system_score_gemma":0.0029162867,"threshold_uncertainty_score":0.06190324},"labels":[],"label_agreement":null},{"id":"W2892946227","doi":"10.1108/eemcs-06-2016-0109","title":"JD.com: leveraging the edge of e-business","year":2018,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Outsourcing and Supply Chain Management","field":"Business, Management and Accounting","cited_by":8,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"University of Alberta","funders":"","keywords":"Profitability index; Business; Business model; Competitor analysis; Marketing; Strategic management; China; Emerging markets; Profit (economics); Electronic business; Industrial organization; Competitive advantage; New business development; Business administration; Finance; Economics","score_opus":0.030985030407389928,"score_gpt":0.26324377485840045,"score_spread":0.23225874445101052,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2892946227","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.22964273,0.0011590882,0.008614753,0.019345777,0.0005290611,0.00030538865,0.00020881042,0.0011099885,0.7390844],"genre_scores_gemma":[0.80527705,0.001818831,0.012932484,0.0034108695,0.00022022174,0.000111831054,0.00030632812,0.00018900751,0.17573337],"study_design_codex":"design_other","study_design_gemma":"qualitative","domain_scores_codex":[0.99882466,0.00025856122,0.000027496739,0.00007901736,0.00041603998,0.00039416627],"domain_scores_gemma":[0.9985359,0.0002329985,0.000098318786,0.00014659212,0.00013597372,0.0008502792],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0011586556,0.00033629636,0.00016224897,0.00093664776,0.002332428,0.005073753,0.0012193943,0.0016891162,0.019347895],"category_scores_gemma":[0.0019969863,0.00022001546,0.00025855014,0.0013321813,0.0017728902,0.0067296536,0.004529627,0.0015100093,0.0043203947],"study_design_candidate":"qualitative","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00022145564,0.0013729995,0.045713127,0.00072955334,0.000030428977,0.023081591,0.026090259,0.0018306229,0.0061239153,0.15400143,0.3145528,0.42625174],"study_design_scores_gemma":[0.00004873595,0.00029945435,0.011096705,0.00028128878,0.00001645316,0.008330447,0.021452036,0.006372575,0.0028935606,0.011934953,0.93721694,0.0000567807],"about_ca_topic_score_codex":0.004692233,"about_ca_topic_score_gemma":0.013562596,"teacher_disagreement_score":0.019347895,"about_ca_system_score_codex":0.0024922357,"about_ca_system_score_gemma":0.0029535734,"threshold_uncertainty_score":0.06472522},"labels":[],"label_agreement":null},{"id":"W2903767346","doi":"10.1108/eemcs-05-2018-0065","title":"Napoleon in the Hamster Wheel: in the Labyrinth of Gendered Career Trajectories","year":2018,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Gender Diversity and Inequality","field":"Social Sciences","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":false,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":true,"ca_institutions":"","funders":"","keywords":"Dilemma; Quarter (Canadian coin); Promotion (chess); Sociology; Career development; Subject (documents); Career management; Curriculum; Identity (music); Public relations; Curiosity; Management; Psychology; Gender studies; Political science; Pedagogy; Social psychology; Law; History; Aesthetics; Economics","score_opus":0.15829419137851666,"score_gpt":0.356482714734693,"score_spread":0.19818852335617634,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2903767346","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.15167186,0.0074823773,0.031156318,0.27914897,0.008718175,0.00022337826,0.00032193444,0.0005412984,0.52073574],"genre_scores_gemma":[0.82873833,0.0045225243,0.014616726,0.022002371,0.0009728073,0.00025773703,0.00018414734,0.00047770157,0.12822762],"study_design_codex":"qualitative","study_design_gemma":"not_applicable","domain_scores_codex":[0.9968857,0.002146906,0.000036848938,0.00023189382,0.0003017171,0.00039695838],"domain_scores_gemma":[0.996896,0.0011551381,0.00022686874,0.0003235279,0.00032043943,0.0010780125],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0052032336,0.0004906153,0.00033292721,0.0013045284,0.011552746,0.009412416,0.0014201507,0.0022506583,0.020111764],"category_scores_gemma":[0.00813169,0.0002665152,0.00043590745,0.00085473404,0.014073575,0.014999671,0.0121172005,0.004609806,0.0029244174],"study_design_candidate":"not_applicable","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00012778473,0.00013562018,0.005843464,0.00017523386,0.00001019002,0.002188081,0.48788133,0.00022287878,0.0005597185,0.25327718,0.12971322,0.11986525],"study_design_scores_gemma":[0.000011102063,0.00006322174,0.0018168625,0.00054816436,0.0000049407763,0.0009658933,0.38566196,0.00021483596,0.00032177026,0.05511306,0.5552452,0.000032967222],"about_ca_topic_score_codex":0.0072640777,"about_ca_topic_score_gemma":0.026553359,"teacher_disagreement_score":0.020111764,"about_ca_system_score_codex":0.0038142838,"about_ca_system_score_gemma":0.0044719893,"threshold_uncertainty_score":0.06728059},"labels":[],"label_agreement":null},{"id":"W2995958279","doi":"10.1108/eemcs-11-2019-0313","title":"Chocolate Pacari: Preservando la biodiversidad, viviendo sin remordimientos","year":2019,"lang":"es","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Business, Innovation, and Economy","field":"Economics, Econometrics and Finance","cited_by":1,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"University of Lethbridge","funders":"","keywords":"Humanities; Political science; Geography; Business; Art","score_opus":0.029742844461900366,"score_gpt":0.255777533389604,"score_spread":0.22603468892770365,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2995958279","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.5667229,0.011022966,0.0037395416,0.027349642,0.0004662991,0.00031837876,0.0002720346,0.00017816958,0.38993013],"genre_scores_gemma":[0.8360317,0.011155478,0.0031091901,0.0018701813,0.00011425093,0.00018764626,0.00027316486,0.000048224552,0.14721021],"study_design_codex":"design_other","study_design_gemma":"not_applicable","domain_scores_codex":[0.9994898,0.0001221783,0.000019792922,0.00006452513,0.0001782393,0.00012545353],"domain_scores_gemma":[0.9993405,0.00006516899,0.000100752404,0.000042951626,0.00023013483,0.00022041319],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00091887097,0.0003052596,0.00022122922,0.0005912515,0.0016457065,0.0035722568,0.0007339134,0.0012149377,0.01630202],"category_scores_gemma":[0.0013520714,0.000094048715,0.00021861486,0.000734638,0.0017120847,0.0023874524,0.0039639585,0.00084055576,0.0025400827],"study_design_candidate":"not_applicable","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.0006694947,0.00097363495,0.04005012,0.0030365482,0.00004129128,0.0037923076,0.031732526,0.0007418653,0.019095667,0.05744477,0.045260265,0.7971615],"study_design_scores_gemma":[0.000041539275,0.0018218664,0.10210081,0.0021451134,0.00008661666,0.003360928,0.10220884,0.00073282456,0.018176934,0.019848783,0.74938047,0.00009522755],"about_ca_topic_score_codex":0.006619161,"about_ca_topic_score_gemma":0.021099802,"teacher_disagreement_score":0.01630202,"about_ca_system_score_codex":0.0021102491,"about_ca_system_score_gemma":0.0034334476,"threshold_uncertainty_score":0.054535687},"labels":[],"label_agreement":null},{"id":"W3035020119","doi":"10.1108/eemcs-05-2019-0133","title":"Shradhanjali.com: creating Blue Ocean","year":2020,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Global Healthcare and Medical Tourism","field":"Health Professions","cited_by":3,"is_retracted":false,"has_abstract":true,"route_ca_aff":false,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":true,"ca_institutions":"","funders":"","keywords":"SWOT analysis; Revenue; Value proposition; Marketing; Space (punctuation); Business; Entrepreneurship; Value (mathematics); Public relations; Finance; Political science","score_opus":0.11820462142381574,"score_gpt":0.4543460167458404,"score_spread":0.3361413953220247,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W3035020119","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.09608224,0.00034835367,0.008615758,0.025970157,0.00079192355,0.00037498778,0.00015532757,0.00063032727,0.8670309],"genre_scores_gemma":[0.45261392,0.0011660644,0.020526549,0.0067492104,0.00017805617,0.00040843687,0.00028225276,0.0005617424,0.5175138],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"case_report","domain_scores_codex":[0.99843055,0.00052283186,0.000030422974,0.00011966708,0.00041520724,0.00048126455],"domain_scores_gemma":[0.9986052,0.00020183729,0.000082055936,0.00009119096,0.00010898237,0.00091088656],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0016772841,0.00040137654,0.00015782526,0.0007451675,0.0072693406,0.007473136,0.0015341685,0.002926121,0.040847585],"category_scores_gemma":[0.0028716773,0.00031525773,0.00051931525,0.000573945,0.004012646,0.008084299,0.009239531,0.0035042593,0.010161083],"study_design_candidate":"case_report","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00013264224,0.0015064777,0.010025247,0.00060443307,0.000012096814,0.022309123,0.12863359,0.0011999753,0.0038362443,0.31645173,0.31172687,0.20356157],"study_design_scores_gemma":[0.000019990468,0.00014747634,0.001954661,0.00026566206,0.0000048701436,0.0039753905,0.11232369,0.0008774678,0.0015796453,0.015228434,0.8635864,0.000036249712],"about_ca_topic_score_codex":0.0038053563,"about_ca_topic_score_gemma":0.010689103,"teacher_disagreement_score":0.040847585,"about_ca_system_score_codex":0.002660447,"about_ca_system_score_gemma":0.0037310182,"threshold_uncertainty_score":0.13664871},"labels":[],"label_agreement":null},{"id":"W3042290952","doi":"10.1108/eemcs-07-2019-0179","title":"Vis-à-vis: pampering the sophisticated and satisfying the simple","year":2020,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Competency Development and Evaluation","field":"Psychology","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":false,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":true,"ca_institutions":"","funders":"","keywords":"Brand extension; Brand management; Marketing; Salon; Business; Brand equity; Advertising; Brand names; Sociology","score_opus":0.08075843660522876,"score_gpt":0.35621743640073267,"score_spread":0.2754589997955039,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W3042290952","genre_codex":"other","genre_gemma":"other","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"other","genre_consensus":"other","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.06620562,0.00064618036,0.030593738,0.05086438,0.0025554458,0.0003583221,0.00016845902,0.0010963783,0.8475114],"genre_scores_gemma":[0.3937004,0.00092757767,0.023487525,0.015606385,0.000596663,0.00033836608,0.00016702864,0.000725603,0.56445044],"study_design_codex":"not_applicable","study_design_gemma":"not_applicable","domain_scores_codex":[0.99722785,0.000834167,0.00009078129,0.00028457533,0.00096092373,0.0006016565],"domain_scores_gemma":[0.99801934,0.00021934665,0.0002241448,0.00019911985,0.0003825439,0.0009555092],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0016869515,0.0007940593,0.0003225515,0.00064259826,0.0043258425,0.005128853,0.0013302357,0.0026945076,0.05446698],"category_scores_gemma":[0.0061332854,0.00017925908,0.0006407864,0.00039792067,0.0044652736,0.0062979334,0.007814199,0.0044213748,0.01986933],"study_design_candidate":"not_applicable","study_design_consensus":"not_applicable","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00011126431,0.00063451997,0.006214884,0.00050741486,0.000024778574,0.013109181,0.043551557,0.0010389263,0.0043509677,0.19204178,0.43222234,0.3061925],"study_design_scores_gemma":[0.000015748648,0.00021602548,0.0022839175,0.0004444515,0.000016564692,0.01573724,0.036079768,0.0012872503,0.00140878,0.035410665,0.9070237,0.00007581516],"about_ca_topic_score_codex":0.0019027339,"about_ca_topic_score_gemma":0.0037285802,"teacher_disagreement_score":0.05446698,"about_ca_system_score_codex":0.0013796056,"about_ca_system_score_gemma":0.0030304485,"threshold_uncertainty_score":0.1822102},"labels":[],"label_agreement":null},{"id":"W3154958875","doi":"10.1108/eemcs-05-2020-0161","title":"Back to basics: understanding the numbers behind COVID-19","year":2021,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"COVID-19 epidemiological studies","field":"Mathematics","cited_by":1,"is_retracted":false,"has_abstract":true,"route_ca_aff":false,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":true,"ca_institutions":"","funders":"","keywords":"Timeline; Pandemic; Descriptive statistics; Government (linguistics); Credibility; Coronavirus disease 2019 (COVID-19); Quarter (Canadian coin); Political science; Geography; Economic growth; Statistics; Medicine; Economics; Law","score_opus":0.3883123194837158,"score_gpt":0.4697283995464591,"score_spread":0.08141608006274331,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W3154958875","genre_codex":"commentary","genre_gemma":"commentary","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"commentary","genre_consensus":"commentary","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.004435091,0.026087603,0.029157544,0.8410091,0.02014509,0.00030489985,0.0016176286,0.00051923934,0.07672379],"genre_scores_gemma":[0.22652645,0.107951775,0.06666778,0.40243816,0.027547287,0.0014180358,0.004206629,0.0018364612,0.16140747],"study_design_codex":"not_applicable","study_design_gemma":"not_applicable","domain_scores_codex":[0.99335915,0.0034891835,0.00036278152,0.00053510506,0.0015568904,0.0006969262],"domain_scores_gemma":[0.9770189,0.011728369,0.0011868032,0.0007945867,0.00676846,0.0025028798],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.013831169,0.0011764332,0.0007420906,0.0029771181,0.0041038934,0.011774414,0.0027079082,0.005795365,0.05584688],"category_scores_gemma":[0.07026571,0.000618546,0.00091509265,0.0016150551,0.010318443,0.039477583,0.0059591644,0.014960922,0.01698171],"study_design_candidate":"not_applicable","study_design_consensus":"not_applicable","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.000080269296,0.00008249398,0.003209295,0.0010400234,0.000020020188,0.00040358843,0.020578733,0.0003518261,0.0003159083,0.15147679,0.6512309,0.17121024],"study_design_scores_gemma":[0.000009321004,0.00005966332,0.0016262755,0.0040058587,0.000008929801,0.0003865802,0.024324885,0.00030279518,0.0002349699,0.22337021,0.74561536,0.00005515309],"about_ca_topic_score_codex":0.014463505,"about_ca_topic_score_gemma":0.010270982,"teacher_disagreement_score":0.05584688,"about_ca_system_score_codex":0.0071096383,"about_ca_system_score_gemma":0.008809922,"threshold_uncertainty_score":0.18682647},"labels":[],"label_agreement":null},{"id":"W3194614679","doi":"10.1108/eemcs-08-2020-0292","title":"Dish Tv India Limited: the dilemma of celebrity endorsement","year":2021,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Innovations and Analysis in Business and Education","field":"Decision Sciences","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":false,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":true,"ca_institutions":"","funders":"","keywords":"Advertising; Product (mathematics); Dilemma; Marketing; Entertainment; Business; Quarter (Canadian coin); Subject (documents); Public relations; Political science; Computer science","score_opus":0.10004678667271853,"score_gpt":0.39666540698320757,"score_spread":0.296618620310489,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W3194614679","genre_codex":"other","genre_gemma":"other","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"other","genre_consensus":"other","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.29835486,0.0009887693,0.006996126,0.10771503,0.00050135393,0.000116078125,0.00014538049,0.0002180776,0.5849643],"genre_scores_gemma":[0.9608982,0.0003685538,0.002649073,0.0037308394,0.00009659256,0.00004068962,0.000050113613,0.000049302853,0.03211663],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"not_applicable","domain_scores_codex":[0.99282175,0.003584822,0.00018846014,0.00048028195,0.0020607181,0.0008639545],"domain_scores_gemma":[0.9850845,0.008708474,0.0010880429,0.0014734793,0.0016848859,0.001960671],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00788254,0.00019678251,0.00023704329,0.0005791012,0.003946582,0.009146378,0.0010832166,0.0021985006,0.017540492],"category_scores_gemma":[0.02096886,0.00019804253,0.00021700993,0.00093448884,0.0062851943,0.00639868,0.005571135,0.003995975,0.0019313387],"study_design_candidate":"not_applicable","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00041157482,0.0003558671,0.028906805,0.00033933474,0.000018834686,0.008052424,0.054874893,0.0012085568,0.0019758143,0.60470736,0.08504226,0.21410616],"study_design_scores_gemma":[0.00007682302,0.0004681452,0.02066842,0.001020095,0.000034885285,0.006926786,0.14648385,0.0035683133,0.0057028583,0.15786856,0.6570226,0.00015867007],"about_ca_topic_score_codex":0.0076823384,"about_ca_topic_score_gemma":0.011501696,"teacher_disagreement_score":0.017540492,"about_ca_system_score_codex":0.0033757684,"about_ca_system_score_gemma":0.0038394404,"threshold_uncertainty_score":0.058678746},"labels":[],"label_agreement":null},{"id":"W4293576087","doi":"10.1108/eemcs-10-2021-0362","title":"Managing global HRM integration in international expansion: the case of Geely cross-border acquisition","year":2022,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"International Business and FDI","field":"Business, Management and Accounting","cited_by":1,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"MacEwan University","funders":"","keywords":"Multinational corporation; Human resource management; Human resources; Business; Negotiation; Marketing; Organizational culture; Product (mathematics); Resource (disambiguation); Knowledge management; Management; Economics; Sociology; Finance","score_opus":0.017223963595612377,"score_gpt":0.3355776607894579,"score_spread":0.3183536971938455,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4293576087","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.9413202,0.00012137786,0.0010436164,0.002603522,0.00003147385,0.00005864157,0.00001296569,0.000014097311,0.05479416],"genre_scores_gemma":[0.9804128,0.00015345866,0.0010328611,0.00049945974,0.000014910031,0.00003013116,0.000015587178,0.000012295575,0.017828388],"study_design_codex":"qualitative","study_design_gemma":"qualitative","domain_scores_codex":[0.9984351,0.0005311877,0.000034035864,0.00012214019,0.00019768483,0.00067986606],"domain_scores_gemma":[0.99884284,0.00028156312,0.00014135272,0.00007949642,0.00012153949,0.0005331936],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.001522057,0.00036216568,0.00025777036,0.00071106025,0.007006343,0.004271835,0.0010451961,0.0025072503,0.0058743316],"category_scores_gemma":[0.0022674126,0.000223292,0.0002702701,0.00065663876,0.0037941441,0.0029128056,0.005453261,0.0026419268,0.0005219426],"study_design_candidate":"qualitative","study_design_consensus":"qualitative","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00026719103,0.0020192927,0.07124199,0.0002724582,0.000043026957,0.15352048,0.511265,0.006108603,0.0069990875,0.14585984,0.01450522,0.08789778],"study_design_scores_gemma":[0.00002565424,0.0005273428,0.024662776,0.00024175998,0.00001882736,0.019242628,0.81706184,0.004551061,0.0024374644,0.007529258,0.12363754,0.00006388297],"about_ca_topic_score_codex":0.011331065,"about_ca_topic_score_gemma":0.03590876,"teacher_disagreement_score":0.011331065,"about_ca_system_score_codex":0.0032205426,"about_ca_system_score_gemma":0.0025249082,"threshold_uncertainty_score":0.023366809},"labels":[],"label_agreement":null},{"id":"W4303419206","doi":"10.1108/eemcs-04-2022-0134","title":"PetroSahand International Group: investigating the reasons for strategy implementation failure – focusing on organization capitals such as alignment, leadership, and organizational culture","year":2022,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Organizational Learning and Leadership","field":"Business, Management and Accounting","cited_by":1,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"University of British Columbia","funders":"","keywords":"Organizational culture; Business; Procurement; Petroleum industry; Strategy implementation; Knowledge management; Public relations; Marketing; Engineering; Political science; Computer science","score_opus":0.038011099815065216,"score_gpt":0.28852263353599555,"score_spread":0.2505115337209303,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4303419206","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.924226,0.0006179127,0.0028328225,0.017811654,0.000228142,0.00036890034,0.0001198357,0.000092551534,0.053702183],"genre_scores_gemma":[0.9698622,0.00080992165,0.0030527206,0.0013351339,0.000046515852,0.00025482546,0.00018185675,0.00004053812,0.024416244],"study_design_codex":"qualitative","study_design_gemma":"qualitative","domain_scores_codex":[0.99761766,0.00057281303,0.0000899572,0.00018795236,0.0008933021,0.0006383765],"domain_scores_gemma":[0.9953644,0.0012548191,0.00070271967,0.0001984864,0.0011090406,0.001370506],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0033349267,0.00056339387,0.00025204394,0.0016445662,0.00497515,0.0033316761,0.0014262063,0.0024421215,0.0064888406],"category_scores_gemma":[0.007884119,0.00029243372,0.00039516133,0.0011184552,0.0023973375,0.0033163698,0.0023839897,0.0026933674,0.0010992498],"study_design_candidate":"qualitative","study_design_consensus":"qualitative","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00018100507,0.0016793106,0.26363498,0.0007676102,0.00003943757,0.031617954,0.40203914,0.0012024386,0.0040491456,0.024047963,0.08430086,0.18644011],"study_design_scores_gemma":[0.000034890734,0.0005326764,0.09150441,0.0006904114,0.000028051138,0.011532142,0.7499906,0.001574535,0.0033950962,0.005197802,0.1354103,0.00010908612],"about_ca_topic_score_codex":0.0135495365,"about_ca_topic_score_gemma":0.020125251,"teacher_disagreement_score":0.0135495365,"about_ca_system_score_codex":0.0045939726,"about_ca_system_score_gemma":0.0065901806,"threshold_uncertainty_score":0.03333175},"labels":[],"label_agreement":null},{"id":"W4304612868","doi":"10.1108/eemcs-09-2021-0296","title":"PT. Pertamina Retail: Indonesian fuel retail expansion dilemma in pandemic COVID-19","year":2022,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Management and Optimization Techniques","field":"Business, Management and Accounting","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":false,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":true,"ca_institutions":"","funders":"","keywords":"Coronavirus disease 2019 (COVID-19); Dilemma; Pandemic; Business; Indonesian; Crisis management; Marketing; Quarter (Canadian coin); Management; Economics","score_opus":0.05023681936489964,"score_gpt":0.29126601779098016,"score_spread":0.2410291984260805,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4304612868","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.080437616,0.0028752217,0.008903942,0.19376104,0.0027352402,0.00023366236,0.00024632306,0.00014041626,0.71066666],"genre_scores_gemma":[0.5487532,0.0054194396,0.008681075,0.01316396,0.00046304511,0.00016964927,0.00022765256,0.00011863504,0.42300335],"study_design_codex":"not_applicable","study_design_gemma":"qualitative","domain_scores_codex":[0.99973065,0.00008340484,0.000012021383,0.00003448195,0.000069628426,0.000069855625],"domain_scores_gemma":[0.9992986,0.0002253522,0.00006317708,0.00001938082,0.000113381866,0.00028011744],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0006566466,0.00029093257,0.0002316047,0.00028159207,0.0027133953,0.0034667198,0.00053275714,0.0018243567,0.028941914],"category_scores_gemma":[0.0018180436,0.00014906558,0.00026576364,0.0003503205,0.0013016267,0.0034318294,0.0016498262,0.0030140595,0.0028905265],"study_design_candidate":"qualitative","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00013869537,0.0004782668,0.004284939,0.0003309278,0.000008275448,0.0064771976,0.0070337118,0.006388386,0.0012288092,0.2360303,0.6310709,0.10652952],"study_design_scores_gemma":[0.000029493764,0.000191488,0.008301686,0.00083194976,0.000011243818,0.002877148,0.04445752,0.011969926,0.0024440498,0.13740599,0.7913993,0.0000801339],"about_ca_topic_score_codex":0.0058196425,"about_ca_topic_score_gemma":0.011932903,"teacher_disagreement_score":0.028941914,"about_ca_system_score_codex":0.0032549347,"about_ca_system_score_gemma":0.0027220699,"threshold_uncertainty_score":0.096820295},"labels":[],"label_agreement":null},{"id":"W4311514057","doi":"10.1108/eemcs-11-2022-0415","title":"Corporate new venture development at Dahan Tricom: the case of a new B2B e-commerce business","year":2022,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Private Equity and Venture Capital","field":"Business, Management and Accounting","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"Algoma University","funders":"","keywords":"Business; Leverage (statistics); Marketing; Context (archaeology); Knowledge management; Computer science","score_opus":0.061670355287638895,"score_gpt":0.2699285480206096,"score_spread":0.20825819273297072,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4311514057","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.83632314,0.00041181868,0.0018979418,0.0085792625,0.00011187972,0.00020658333,0.00006161697,0.000025110203,0.1523826],"genre_scores_gemma":[0.9593638,0.0005006894,0.0027654704,0.0009825336,0.000033095836,0.0000869667,0.0000612763,0.000012991328,0.03619324],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"qualitative","domain_scores_codex":[0.9986314,0.00048736282,0.00002412637,0.000119004595,0.00026106328,0.000476969],"domain_scores_gemma":[0.9980071,0.00049970305,0.00012586005,0.00006235542,0.000282892,0.0010220876],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0015512214,0.00025928774,0.0001729953,0.0009505719,0.009720821,0.0052645192,0.0014249126,0.0024835228,0.005209801],"category_scores_gemma":[0.0023099664,0.00023106651,0.00031724432,0.0011318091,0.0030753682,0.0030170814,0.00321001,0.0027837167,0.0005726729],"study_design_candidate":"qualitative","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00025100543,0.0013826737,0.054915592,0.0003400441,0.00003468281,0.12789978,0.14269277,0.006477298,0.0029265773,0.5289386,0.04026905,0.093871936],"study_design_scores_gemma":[0.000093828785,0.00060703896,0.027720489,0.0004749304,0.000037132042,0.020879287,0.4253841,0.029283265,0.003815436,0.032350827,0.45914668,0.0002069606],"about_ca_topic_score_codex":0.037302993,"about_ca_topic_score_gemma":0.08571141,"teacher_disagreement_score":0.037302993,"about_ca_system_score_codex":0.007957688,"about_ca_system_score_gemma":0.0066877017,"threshold_uncertainty_score":0.07417172},"labels":[],"label_agreement":null},{"id":"W4389586766","doi":"10.1108/eemcs-06-2021-0203","title":"Sustaining the sisterhood: Soul Sisters Pakistan (SSP)","year":2023,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Entrepreneurship Studies and Influences","field":"Business, Management and Accounting","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":false,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":true,"ca_institutions":"","funders":"","keywords":"Marketing; Public relations; Sociology; Revenue; Business; Economics; Political science","score_opus":0.03720031786131068,"score_gpt":0.31055451835478987,"score_spread":0.2733542004934792,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4389586766","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.76104337,0.00093619607,0.0021515545,0.044487637,0.0015628265,0.0001960759,0.00014358893,0.00010579732,0.18937305],"genre_scores_gemma":[0.9485213,0.00070999324,0.0010942302,0.005475724,0.00016371963,0.000053143012,0.000046754303,0.000026074058,0.04390901],"study_design_codex":"qualitative","study_design_gemma":"qualitative","domain_scores_codex":[0.99911636,0.00025166068,0.000018685476,0.00007866961,0.00014609394,0.00038850118],"domain_scores_gemma":[0.99846256,0.00016373055,0.00012611448,0.000050855673,0.00016181717,0.0010348193],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00094225147,0.0004347455,0.00021933517,0.0004931354,0.01784258,0.0034417834,0.0009620722,0.0026352925,0.012886279],"category_scores_gemma":[0.0021666905,0.0002301514,0.00021084626,0.00058378937,0.0053937845,0.002936434,0.005120985,0.0036624416,0.0013719387],"study_design_candidate":"qualitative","study_design_consensus":"qualitative","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00009895124,0.000319463,0.025577722,0.00028813788,0.000011960917,0.073133625,0.6859496,0.0002867378,0.0015511325,0.071098156,0.07395703,0.06772753],"study_design_scores_gemma":[0.0000064909023,0.00010707309,0.0026682802,0.00019380372,0.0000049270625,0.009610276,0.787617,0.0001355127,0.00039591346,0.003011793,0.19622886,0.000019995217],"about_ca_topic_score_codex":0.023861542,"about_ca_topic_score_gemma":0.055907283,"teacher_disagreement_score":0.023861542,"about_ca_system_score_codex":0.0034433703,"about_ca_system_score_gemma":0.0063663633,"threshold_uncertainty_score":0.047445297},"labels":[],"label_agreement":null},{"id":"W4401379338","doi":"10.1108/eemcs-11-2023-0440","title":"Leave me alone! The pharma sales force that performs yet does not","year":2024,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Acne and Rosacea Treatments and Effects","field":"Medicine","cited_by":1,"is_retracted":false,"has_abstract":true,"route_ca_aff":false,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":true,"ca_institutions":"","funders":"","keywords":"Marketing; Business; Product (mathematics); Sales management; Pharmacy; Hygiene; Quarter (Canadian coin); Health care; Sales force; Clothing; Operations management; Medicine; Economics; Nursing","score_opus":0.03285522681013999,"score_gpt":0.33109478158475597,"score_spread":0.298239554774616,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4401379338","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.107130565,0.0017268897,0.014795607,0.3440394,0.013116134,0.0012906027,0.0005875511,0.0016197591,0.51569355],"genre_scores_gemma":[0.33299094,0.002250569,0.010453255,0.050757006,0.0015840312,0.0009313037,0.00056045834,0.00070972805,0.59976274],"study_design_codex":"not_applicable","study_design_gemma":"qualitative","domain_scores_codex":[0.99633384,0.0012109132,0.00009233369,0.0002931218,0.0011862356,0.00088362204],"domain_scores_gemma":[0.99096245,0.00080371735,0.00062471407,0.00042027642,0.0025465856,0.00464237],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0028103709,0.0007530811,0.00049074535,0.00061436126,0.008400314,0.0073439213,0.0020862978,0.0030673614,0.07164227],"category_scores_gemma":[0.013754736,0.00031688705,0.0006946397,0.0004110897,0.003219326,0.0085699065,0.0057684886,0.006101239,0.037860435],"study_design_candidate":"qualitative","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00006818589,0.00084100466,0.0047298623,0.00027990894,0.000014543541,0.004615968,0.03857897,0.00029709525,0.0009672643,0.017401295,0.8210574,0.11114846],"study_design_scores_gemma":[0.000018795918,0.00034367963,0.0022356485,0.00041827644,0.0000077260875,0.0027530696,0.12818454,0.00035302513,0.0004868899,0.0052939784,0.85984725,0.000057106572],"about_ca_topic_score_codex":0.0037158753,"about_ca_topic_score_gemma":0.0070625516,"teacher_disagreement_score":0.07164227,"about_ca_system_score_codex":0.0024840944,"about_ca_system_score_gemma":0.0038019633,"threshold_uncertainty_score":0.2396673},"labels":[],"label_agreement":null},{"id":"W4407420350","doi":"10.1108/eemcs-03-2024-0093","title":"Sweet & Coffee in Ecuador: the challenge of market expansion","year":2025,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Innovation and Socioeconomic Development","field":"Business, Management and Accounting","cited_by":1,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"MacEwan University","funders":"","keywords":"Business; Marketing; Economics; Industrial organization","score_opus":0.026952927769647885,"score_gpt":0.2855839357068062,"score_spread":0.2586310079371583,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4407420350","genre_codex":"empirical","genre_gemma":"other","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"other","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.78378963,0.002414754,0.0008960531,0.024935292,0.0002654605,0.000108747634,0.0000638872,0.00004997711,0.18747625],"genre_scores_gemma":[0.9686386,0.0016319139,0.00053674733,0.0011564975,0.000073018964,0.000052239473,0.00003253338,0.00002266038,0.027855821],"study_design_codex":"case_report","study_design_gemma":"not_applicable","domain_scores_codex":[0.9993774,0.00019624339,0.000019713278,0.000058354894,0.00007886747,0.00026943072],"domain_scores_gemma":[0.99952984,0.0001065272,0.0000744762,0.000019147732,0.00008779041,0.00018219677],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0007528163,0.00038206673,0.00026477527,0.0006768894,0.004423871,0.004226722,0.0012646224,0.0017299332,0.012550734],"category_scores_gemma":[0.002082947,0.0001583435,0.00021690733,0.0008192378,0.0017632046,0.0028438088,0.002544131,0.0014863973,0.00062317797],"study_design_candidate":"not_applicable","study_design_consensus":null,"about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00045976505,0.0010199244,0.042564023,0.0011895695,0.00004163901,0.3520047,0.21892405,0.0022653816,0.0060169376,0.14874133,0.06531533,0.16145734],"study_design_scores_gemma":[0.000038406786,0.00017115528,0.023665894,0.00079392636,0.000031866013,0.019956855,0.6200189,0.0019178074,0.0026978531,0.006749395,0.32388964,0.000068193876],"about_ca_topic_score_codex":0.021011574,"about_ca_topic_score_gemma":0.026886735,"teacher_disagreement_score":0.021011574,"about_ca_system_score_codex":0.004920633,"about_ca_system_score_gemma":0.0015360255,"threshold_uncertainty_score":0.041986406},"labels":[],"label_agreement":null},{"id":"W6922248756","doi":"10.1108/eemcs-04-2024-0177","title":"PetroSahand International Group: the dilemma of outsourcing for EPC activities","year":2024,"lang":"en","type":"article","venue":"Emerald Emerging Markets Case Studies","topic":"Environmental Conservation and Management","field":"Environmental Science","cited_by":0,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"University of British Columbia","funders":"","keywords":"Insourcing; Outsourcing; Procurement; Dilemma; Knowledge process outsourcing; Project management; Supply chain management; Supply chain","score_opus":0.020938725865821326,"score_gpt":0.2932706701106302,"score_spread":0.27233194424480883,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W6922248756","genre_codex":"other","genre_gemma":"other","domain_codex":null,"domain_gemma":null,"model_version":"metacan-v3-hybrid-931329e0061c","genre_candidate":"other","genre_consensus":"other","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.27298892,0.0038165194,0.013574354,0.24582127,0.0030425363,0.00043598306,0.00008657597,0.00020723428,0.46002665],"genre_scores_gemma":[0.89017844,0.0034871786,0.009470866,0.010457123,0.00040515393,0.00026569274,0.00007871845,0.00009092655,0.0855659],"study_design_codex":"not_applicable","study_design_gemma":"not_applicable","domain_scores_codex":[0.99706143,0.0010701912,0.00011275343,0.0001819905,0.00089666824,0.00067684584],"domain_scores_gemma":[0.99810886,0.0004609986,0.00019935225,0.00010919696,0.00040051833,0.00072117505],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0029464806,0.0004999452,0.00021070396,0.0008100796,0.0058267424,0.0046177884,0.0011985896,0.0033658897,0.007996289],"category_scores_gemma":[0.0058456417,0.00020607833,0.0003633503,0.0012008516,0.0042356905,0.0044294903,0.0039002912,0.0038700176,0.0013372711],"study_design_candidate":"not_applicable","study_design_consensus":"not_applicable","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00016641465,0.0003042598,0.013045765,0.00048630082,0.00001427292,0.054212637,0.10485128,0.0025673795,0.0015495591,0.2725342,0.36547986,0.1847881],"study_design_scores_gemma":[0.000034068966,0.00016102842,0.0037238912,0.0008121692,0.000014176361,0.028106404,0.22138578,0.0015826401,0.0017637317,0.037642624,0.7046986,0.00007487175],"about_ca_topic_score_codex":0.011313067,"about_ca_topic_score_gemma":0.012122829,"teacher_disagreement_score":0.011313067,"about_ca_system_score_codex":0.0047485065,"about_ca_system_score_gemma":0.008331822,"threshold_uncertainty_score":0.034452975},"labels":[],"label_agreement":null}]}