{"meta":{"query_hash":"00da38966ffd","filters":{"venue":"Strategic Change"},"cohort_total":24,"direct_labels_cover":0,"predictions_cover":24,"exported":24,"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/00da38966ffd","api":"https://metacan.xera.ac/api/v1/cohort?venue=Strategic+Change"},"results":[{"id":"W1993686046","doi":"10.1002/jsc.672","title":"Consultancy sector returns to significant growth","year":2004,"lang":"en","type":"article","venue":"Strategic Change","topic":"Corporate Governance and Law","field":"Business, Management and Accounting","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":"Quarter (Canadian coin); Business; Annual growth %; Economics; Agricultural economics; Geography","score_opus":0.09564530981445928,"score_gpt":0.23412777096394152,"score_spread":0.13848246114948226,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W1993686046","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.89370245,0.00010142232,0.000031651383,0.004337694,0.0006440397,0.00052296,0.000019100713,0.00020201884,0.100438654],"genre_scores_gemma":[0.9924047,0.000018038254,0.00005460226,0.004517364,0.0026197173,0.00006688417,0.000028025614,0.000026311867,0.00026437704],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"theoretical_or_conceptual","domain_scores_codex":[0.998931,0.000003016115,0.00017881734,0.0003126827,0.00022465245,0.00034984073],"domain_scores_gemma":[0.99946445,0.000008513515,0.00013490103,0.00021109269,0.00015134946,0.000029715675],"candidate_categories":["insufficient_payload"],"consensus_categories":[],"category_scores_codex":[0.00010733779,0.00018889089,0.00017662033,0.00010078662,0.00010552214,0.00022397414,0.00020999946,0.00006070148,0.0005005334],"category_scores_gemma":[0.000022224507,0.00016830259,0.00005694687,0.0006493332,0.000033372802,0.000583098,0.00006926365,0.00011029131,0.0012818552],"study_design_candidate":"theoretical_or_conceptual","study_design_consensus":"theoretical_or_conceptual","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00008357585,0.00014109231,0.0043087783,0.0002184148,0.000025095627,0.00022805846,0.00045255705,0.000009066582,0.0052772737,0.985269,0.0033562796,0.0006308048],"study_design_scores_gemma":[0.00824853,0.00037988706,0.11557898,0.0010279579,0.0002543356,0.00002724057,0.006535414,0.00018553191,0.003674156,0.6688914,0.19132066,0.0038759385],"about_ca_topic_score_codex":0.0033734248,"about_ca_topic_score_gemma":0.0023410341,"teacher_disagreement_score":0.31637764,"about_ca_system_score_codex":0.000052316565,"about_ca_system_score_gemma":0.000042421096,"threshold_uncertainty_score":0.99949574},"labels":[],"label_agreement":null},{"id":"W2000022231","doi":"10.1002/jsc.825","title":"Customer access and competitive certainty: performance effects in Swedish foreign subsidiaries","year":2008,"lang":"en","type":"article","venue":"Strategic Change","topic":"Firm Innovation and Growth","field":"Economics, Econometrics and Finance","cited_by":7,"is_retracted":false,"has_abstract":true,"route_ca_aff":false,"route_ca_fund":true,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"","funders":"McGill University","keywords":"Certainty; Subsidiary; Competitor analysis; Context (archaeology); Scope (computer science); Business; Competitive advantage; Marketing; Industrial organization; Product (mathematics); Multinational corporation; Computer science; Finance","score_opus":0.13132476030089946,"score_gpt":0.2533051513531484,"score_spread":0.12198039105224895,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2000022231","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.8301499,0.00050275517,0.000009748252,0.0002033617,0.00015253288,0.00023117426,0.00002627213,0.000022960949,0.16870128],"genre_scores_gemma":[0.9984904,0.0005504901,0.000035674828,0.00046996804,0.000111458176,0.000081934864,0.000025968444,0.00001305832,0.00022104436],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"observational","domain_scores_codex":[0.9992034,0.000009262783,0.00025610454,0.0002606849,0.000030975327,0.00023961607],"domain_scores_gemma":[0.9996544,0.00003880578,0.000113895556,0.000121520156,0.000025452047,0.00004590156],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00015653814,0.00012781507,0.00025647602,0.0002488007,0.0000983373,0.000057186422,0.00012380323,0.0000659205,0.00014944721],"category_scores_gemma":[0.000015452373,0.00014040357,0.000025752255,0.00040133632,0.00012444059,0.00046626513,0.000045465287,0.00013950955,0.00012102025],"study_design_candidate":"observational","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":[0.000011457986,0.00002368721,0.35789338,0.000065638575,0.0000062854742,0.000016722497,0.00057327107,8.1560773e-7,0.0000014658401,0.64120626,0.00007205015,0.0001290023],"study_design_scores_gemma":[0.0010881104,0.00009211358,0.92737126,0.000040348466,0.0000018330952,0.000020643129,0.0002760418,0.00073178264,0.000110754285,0.06708638,0.0028757763,0.0003049456],"about_ca_topic_score_codex":0.00032331367,"about_ca_topic_score_gemma":0.00015137956,"teacher_disagreement_score":0.57411987,"about_ca_system_score_codex":0.00004252514,"about_ca_system_score_gemma":0.000014542793,"threshold_uncertainty_score":0.57254916},"labels":[],"label_agreement":null},{"id":"W2013919307","doi":"10.1002/jsc.697","title":"Problematics in management theory and practice","year":2004,"lang":"en","type":"article","venue":"Strategic Change","topic":"Management and Organizational Studies","field":"Business, Management and Accounting","cited_by":11,"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 Fredericton","funders":"","keywords":"Argument (complex analysis); Skepticism; Impossibility; Epistemology; Context (archaeology); Sociology; Management theory; Abandonment (legal); Philosophy; Economics; Management; Law; Political science","score_opus":0.0607254646387864,"score_gpt":0.26190098906532877,"score_spread":0.20117552442654238,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2013919307","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.041606054,0.0011417544,0.00068752293,0.008298681,0.00026141515,0.0013115305,0.0000012365987,0.00016600499,0.9465258],"genre_scores_gemma":[0.99526167,0.0003068052,0.001118547,0.0024419166,0.00035490686,0.00007094103,0.000013060907,0.000016922535,0.00041525296],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"theoretical_or_conceptual","domain_scores_codex":[0.9993415,0.000010059361,0.00014369456,0.00017782307,0.00015672423,0.00017023296],"domain_scores_gemma":[0.99973977,0.000036720303,0.00008416353,0.00009143442,0.000042171978,0.000005732442],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00056105247,0.00011489204,0.000101122685,0.0001550783,0.00009518523,0.0001520125,0.00009030442,0.000024229177,0.00010876878],"category_scores_gemma":[0.00004278551,0.0001023981,0.000012951536,0.00040279533,0.000035619538,0.0007414532,0.00017064679,0.000053999007,0.00012804603],"study_design_candidate":"theoretical_or_conceptual","study_design_consensus":"theoretical_or_conceptual","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.000022536697,0.00006565091,0.0006672515,0.00043709436,0.000022765002,0.000035136578,0.00023059813,0.00001300743,0.0000030777853,0.9978716,0.000101257254,0.0005300633],"study_design_scores_gemma":[0.0009991197,0.00001037327,0.014301823,0.00013562219,0.000076691416,0.000002814502,0.008192223,0.000036851576,0.0000015586196,0.9657722,0.0102407355,0.00022998438],"about_ca_topic_score_codex":0.00014614641,"about_ca_topic_score_gemma":0.00018859467,"teacher_disagreement_score":0.9536556,"about_ca_system_score_codex":0.0000243881,"about_ca_system_score_gemma":0.000003004706,"threshold_uncertainty_score":0.41756734},"labels":[],"label_agreement":null},{"id":"W2109244221","doi":"10.1002/jsc.692","title":"Acquiring relevant knowledge for foreign market entry: the role of overseas trade missions","year":2004,"lang":"en","type":"article","venue":"Strategic Change","topic":"International Business and FDI","field":"Business, Management and Accounting","cited_by":35,"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 Ottawa","funders":"","keywords":"Experiential knowledge; Experiential learning; Business; Marketing; International trade; Political science","score_opus":0.055119774281479905,"score_gpt":0.26276653169353614,"score_spread":0.20764675741205624,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2109244221","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.08924921,0.001345783,0.0002362406,0.0034253306,0.00067984004,0.0010549884,0.000050960614,0.0000865397,0.9038711],"genre_scores_gemma":[0.9974483,0.000026727364,0.00005503853,0.00032398693,0.0016893427,0.00008803504,0.000031298357,0.000018748866,0.00031850673],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"theoretical_or_conceptual","domain_scores_codex":[0.999309,0.0000035313706,0.00017186701,0.00015923147,0.00014117153,0.00021522492],"domain_scores_gemma":[0.999584,0.00003811666,0.00013514518,0.0001418971,0.000090255075,0.000010584888],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00016463581,0.0001256399,0.00012761877,0.00008415699,0.00016110216,0.00008809531,0.00021562442,0.00004918665,0.00028674764],"category_scores_gemma":[0.000025272724,0.000086730826,0.00010594895,0.00018795009,0.000047719175,0.00034689944,0.000060416107,0.000059335565,0.000017405928],"study_design_candidate":"theoretical_or_conceptual","study_design_consensus":"theoretical_or_conceptual","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00006782289,0.00010123443,0.00031012608,0.00014216086,0.00002692329,0.0000023144357,0.000154396,0.000013855185,0.000839035,0.9951885,0.00092882337,0.0022248144],"study_design_scores_gemma":[0.002254006,0.000040706993,0.011309503,0.0004222939,0.000138106,0.0000060915922,0.0054777227,0.008849261,0.00066995627,0.65006435,0.32034796,0.00042006007],"about_ca_topic_score_codex":0.00027559054,"about_ca_topic_score_gemma":0.00009128311,"teacher_disagreement_score":0.90819913,"about_ca_system_score_codex":0.000030872616,"about_ca_system_score_gemma":0.000031683143,"threshold_uncertainty_score":0.35367802},"labels":[],"label_agreement":null},{"id":"W2126404302","doi":"10.1002/jsc.878","title":"The Canadian public venture capital market","year":2010,"lang":"en","type":"article","venue":"Strategic Change","topic":"Private Equity and Venture Capital","field":"Business, Management and Accounting","cited_by":10,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":true,"ca_institutions":"Université Laval","funders":"","keywords":"Venture capital; Social venture capital; Business; Value (mathematics); Finance; Capital (architecture); Market economy; Economics","score_opus":0.05838253311518531,"score_gpt":0.2297945513313825,"score_spread":0.17141201821619717,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2126404302","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.60710585,0.00036545165,5.50539e-7,0.027224926,0.004375786,0.00036025367,0.000015994974,0.00011847005,0.3604327],"genre_scores_gemma":[0.99204487,0.000015194266,0.000004678453,0.0018616583,0.005264863,0.00004404324,0.00005529204,0.00001903663,0.0006903506],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"not_applicable","domain_scores_codex":[0.99890274,0.0000065837357,0.00012448277,0.0002046386,0.00020842181,0.000553115],"domain_scores_gemma":[0.9994198,0.000019665173,0.0000811039,0.00032108973,0.00010027874,0.000058067886],"candidate_categories":["scholarly_communication","insufficient_payload"],"consensus_categories":[],"category_scores_codex":[0.00039974134,0.00015931466,0.00009715037,0.000120373326,0.00092303095,0.0012999527,0.00051047886,0.00014708283,0.0015536123],"category_scores_gemma":[0.000054098113,0.000114435374,0.00007518519,0.00025647262,0.00012450553,0.0008141446,0.00010674974,0.00045191665,0.0005362261],"study_design_candidate":"theoretical_or_conceptual","study_design_consensus":null,"about_ca_topic_candidate":true,"about_ca_topic_consensus":true,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00000766114,0.000023844748,0.002311444,0.0000296339,0.000020240133,0.000044004166,0.000082079096,1.614215e-8,0.00013572958,0.9735803,0.020358082,0.0034069761],"study_design_scores_gemma":[0.000242796,0.000008055738,0.01685448,0.000007776293,0.000016690741,0.000009413347,0.00064870657,0.00017997052,0.0000048760044,0.06093646,0.92082757,0.00026318184],"about_ca_topic_score_codex":0.037716772,"about_ca_topic_score_gemma":0.8441051,"teacher_disagreement_score":0.91264385,"about_ca_system_score_codex":0.000035483554,"about_ca_system_score_gemma":0.000109854394,"threshold_uncertainty_score":0.9997368},"labels":[],"label_agreement":null},{"id":"W2135384266","doi":"10.1002/jsc.647","title":"Go and Chess as prognosis instruments for understanding competitive positions","year":2003,"lang":"en","type":"article","venue":"Strategic Change","topic":"Game Theory and Applications","field":"Decision 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":"Atlantic School of Theology","funders":"","keywords":"Competitor analysis; Offensive; Flexibility (engineering); Position (finance); Adversary; Marketing; Competitive advantage; Business; First-mover advantage; Industrial organization; Economics; Management; Computer science; Finance","score_opus":0.5239162965678131,"score_gpt":0.430985973211301,"score_spread":0.09293032335651213,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2135384266","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.7064038,0.000076120115,0.0023834957,0.0017352706,0.00014521768,0.0011022881,0.00014752778,0.000043413045,0.28796288],"genre_scores_gemma":[0.9984504,0.000009141063,0.00039943008,0.00018140505,0.000039430197,0.00030997425,0.000010352147,0.0000064716833,0.0005933971],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"theoretical_or_conceptual","domain_scores_codex":[0.99906474,0.0000756916,0.00017861891,0.00028349643,0.00021643622,0.00018100222],"domain_scores_gemma":[0.9992542,0.00033495732,0.00008457263,0.00016160203,0.000073556956,0.000091061665],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00059639936,0.00009262783,0.00012636378,0.00008345069,0.00033046934,0.00018524023,0.00014273514,0.000045257868,0.00025945713],"category_scores_gemma":[0.00007285323,0.00007615315,0.000043187018,0.00031024174,0.00013129984,0.00018524879,0.000021502203,0.000055414752,0.000081109145],"study_design_candidate":"theoretical_or_conceptual","study_design_consensus":"theoretical_or_conceptual","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.000006831482,0.000039270526,0.00048981735,0.0000035484013,0.000007911822,4.2215132e-7,0.0006490324,1.520807e-7,0.00020999239,0.99810094,0.000047971804,0.00044413525],"study_design_scores_gemma":[0.00031951597,0.000097433825,0.0006858293,0.000016306207,0.000013848838,0.000010104562,0.022790095,0.000039273622,0.00068883476,0.97300786,0.0022305776,0.00010029523],"about_ca_topic_score_codex":0.000006370567,"about_ca_topic_score_gemma":0.000046769437,"teacher_disagreement_score":0.2920466,"about_ca_system_score_codex":0.00003779557,"about_ca_system_score_gemma":0.000030851228,"threshold_uncertainty_score":0.31054354},"labels":[],"label_agreement":null},{"id":"W2138908514","doi":"10.1002/jsc.848","title":"Quality management: a fixture or a vital process?","year":2009,"lang":"en","type":"article","venue":"Strategic Change","topic":"Quality and Supply Management","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 Saskatchewan","funders":"","keywords":"Quality (philosophy); Fixture; Process (computing); Total quality management; Quality management; Business; Realization (probability); Marketing; Process management; Operations management; Computer science; Risk analysis (engineering); Economics; Engineering; Mechanical engineering","score_opus":0.1246503867632756,"score_gpt":0.32511480129546305,"score_spread":0.20046441453218744,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2138908514","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.1547746,0.00018673766,0.0002469961,0.013342247,0.0005001118,0.001573113,0.000016559592,0.00066699466,0.8286926],"genre_scores_gemma":[0.98467344,0.00002315725,0.000093006034,0.01063501,0.0016628738,0.00010561815,0.0000895349,0.000018534072,0.0026988068],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"theoretical_or_conceptual","domain_scores_codex":[0.9982117,0.00001813372,0.00034801324,0.00046748933,0.00045662065,0.0004980359],"domain_scores_gemma":[0.9993303,0.000013562281,0.00017754405,0.00037726547,0.000075953925,0.00002541442],"candidate_categories":["insufficient_payload"],"consensus_categories":[],"category_scores_codex":[0.00049133814,0.00028569438,0.00027650478,0.00022095519,0.00021747513,0.0004704507,0.00040367627,0.00009280992,0.0014153118],"category_scores_gemma":[0.000013596882,0.00022869646,0.000109435096,0.0007275236,0.000044180368,0.0012752386,0.000095989075,0.00016671041,0.0005734364],"study_design_candidate":"theoretical_or_conceptual","study_design_consensus":"theoretical_or_conceptual","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00039673786,0.00057490164,0.00047270648,0.0017540936,0.00009038561,0.00033366148,0.0006527046,0.000008011074,0.00003575529,0.9544701,0.007398319,0.03381265],"study_design_scores_gemma":[0.0041892827,0.00020715428,0.036161985,0.00033590887,0.00024510722,0.000011798451,0.018053446,0.0011237246,0.00002201895,0.68718624,0.2504684,0.0019949186],"about_ca_topic_score_codex":0.00017789786,"about_ca_topic_score_gemma":0.0002620341,"teacher_disagreement_score":0.82989883,"about_ca_system_score_codex":0.000028419294,"about_ca_system_score_gemma":0.000010646502,"threshold_uncertainty_score":0.99949753},"labels":[],"label_agreement":null},{"id":"W2395261347","doi":"10.1002/jsc.2059","title":"A Regulated Approach of Managing Complex Projects in Strategic Planning and Risk Control","year":2016,"lang":"en","type":"article","venue":"Strategic Change","topic":"Economic and Technological Systems Analysis","field":"Business, Management and Accounting","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":"University of Ottawa","funders":"","keywords":"Business; Process management; Control (management); Strategic planning; Operations management; Marketing; Management; Economics","score_opus":0.11845912175522735,"score_gpt":0.23952483749762835,"score_spread":0.12106571574240099,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2395261347","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.96190345,0.00027659733,0.0001692858,0.00021207023,0.000025140856,0.00037428943,0.0000072265157,0.000085220505,0.03694672],"genre_scores_gemma":[0.99958354,0.000031110412,0.000054240627,0.000051703024,0.00016839961,0.000048933867,0.000008001634,0.0000115912735,0.00004246186],"study_design_codex":"observational","study_design_gemma":"observational","domain_scores_codex":[0.99899715,0.000017339149,0.00032076487,0.00031702203,0.00008512712,0.00026256524],"domain_scores_gemma":[0.9994121,0.000030456278,0.0003396486,0.00017204255,0.000034291734,0.000011412566],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0003699278,0.00015893369,0.00036836765,0.00030145005,0.000059862028,0.000072143725,0.0001467724,0.00009980373,0.000059893086],"category_scores_gemma":[0.000010464263,0.000104202045,0.000051096118,0.0003564517,0.000089131856,0.0003256531,0.00006044972,0.000087977285,0.000010164949],"study_design_candidate":"observational","study_design_consensus":"observational","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.0001137243,0.00015090176,0.60027725,0.0005783065,0.00021043536,0.00003874684,0.00017200195,0.000054345004,0.0016397797,0.38895276,0.000042619813,0.007769092],"study_design_scores_gemma":[0.011490024,0.00016418005,0.45450377,0.0011334544,0.00045859732,0.00001737157,0.017906262,0.18122558,0.000038385788,0.33072612,0.00076758955,0.0015686554],"about_ca_topic_score_codex":0.002739192,"about_ca_topic_score_gemma":0.00024212374,"teacher_disagreement_score":0.18117124,"about_ca_system_score_codex":0.00002248585,"about_ca_system_score_gemma":0.000005983605,"threshold_uncertainty_score":0.42492363},"labels":[],"label_agreement":null},{"id":"W2405079810","doi":"10.1002/jsc.2060","title":"Risk Planning, Takeover, and Stabilizing Performance in Transition Economies","year":2016,"lang":"en","type":"article","venue":"Strategic Change","topic":"International Business and FDI","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":"University of Ottawa","funders":"","keywords":"Transition (genetics); Capital (architecture); Business; Economic system; Economics; Market economy; Industrial organization; Monetary economics; Geography","score_opus":0.05818047441896461,"score_gpt":0.2347881377795171,"score_spread":0.1766076633605525,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2405079810","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.98160815,0.00013123328,0.000028903574,0.0005949809,0.00017191315,0.00010119742,0.0000068693053,0.000027074262,0.017329687],"genre_scores_gemma":[0.998838,0.000119426586,0.000009620012,0.00025745135,0.00067983754,0.00002505062,0.0000075658622,0.000008552408,0.00005446029],"study_design_codex":"observational","study_design_gemma":"observational","domain_scores_codex":[0.9995235,0.0000030282881,0.00011789586,0.0001510606,0.00006333779,0.0001411504],"domain_scores_gemma":[0.9998099,0.000016188158,0.0000779072,0.000057390334,0.00003360357,0.0000050066087],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00013526973,0.0000883235,0.00008814802,0.00012717955,0.00006168419,0.00008805869,0.00005484511,0.000034230416,0.00017031006],"category_scores_gemma":[0.0000062033264,0.00006395151,0.000016527363,0.0000763339,0.000032132186,0.0011709383,0.000019993571,0.000044639964,0.00004429843],"study_design_candidate":"observational","study_design_consensus":"observational","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.0002714091,0.00011391517,0.7964916,0.0005053476,0.00003399685,0.00003426649,0.0012693442,0.000086523985,0.0010467849,0.15883638,0.00016918717,0.0411412],"study_design_scores_gemma":[0.001838179,0.000028807137,0.9588377,0.00041707692,0.000021205078,0.0000041052917,0.0010533246,0.006968745,0.00006996242,0.021542866,0.008807399,0.00041066276],"about_ca_topic_score_codex":0.0004811792,"about_ca_topic_score_gemma":0.00024391289,"teacher_disagreement_score":0.16234602,"about_ca_system_score_codex":0.000021796004,"about_ca_system_score_gemma":0.0000052252585,"threshold_uncertainty_score":0.26078668},"labels":[],"label_agreement":null},{"id":"W2406580111","doi":"10.1002/jsc.2063","title":"Developing Entrepreneurial Resilience in the UK Tourism Sector","year":2016,"lang":"en","type":"article","venue":"Strategic Change","topic":"Family Business Performance and Succession","field":"Business, Management and Accounting","cited_by":34,"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 Ottawa","funders":"","keywords":"Resilience (materials science); Business; Tourism; Marketing; Industrial organization; Public relations; Political science","score_opus":0.09455435989672135,"score_gpt":0.26281985619179005,"score_spread":0.1682654962950687,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2406580111","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.983305,0.00007585082,0.000036858255,0.0039052914,0.00065047684,0.0002183145,0.0000011000361,0.000042763088,0.011764356],"genre_scores_gemma":[0.9946041,0.00006714403,0.000014432952,0.0023761562,0.0027772384,0.000059934042,0.0000056203185,0.000009183604,0.00008615605],"study_design_codex":"observational","study_design_gemma":"observational","domain_scores_codex":[0.99905735,0.000011035215,0.00017503637,0.00023071565,0.00023074828,0.00029509494],"domain_scores_gemma":[0.9996096,0.000037624228,0.00008634601,0.00021463555,0.00004632235,0.00000545875],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00027847252,0.00013358325,0.000112006324,0.00014174073,0.0001250303,0.0001644171,0.00034807107,0.000056666886,0.00030457758],"category_scores_gemma":[0.000021194719,0.00006760872,0.00003176156,0.0004636848,0.00004271324,0.0009625623,0.00008417738,0.0000744306,0.00023543331],"study_design_candidate":"observational","study_design_consensus":"observational","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00042737892,0.00022114158,0.6909387,0.00065024866,0.000022060012,0.0005136402,0.001880771,0.0000113331125,0.011180345,0.19710593,0.009107016,0.08794142],"study_design_scores_gemma":[0.00303134,0.000031954063,0.90892065,0.0010972967,0.000026804455,0.0000108811055,0.0034111922,0.0005451666,0.00043556152,0.051805157,0.029717363,0.0009666654],"about_ca_topic_score_codex":0.000721789,"about_ca_topic_score_gemma":0.0007734299,"teacher_disagreement_score":0.2179819,"about_ca_system_score_codex":0.00002654512,"about_ca_system_score_gemma":0.000027139338,"threshold_uncertainty_score":0.3334911},"labels":[],"label_agreement":null},{"id":"W2483246749","doi":"10.1002/jsc.2069","title":"Trading in a Competitive Environment: South‐Asian Restaurants in the UK","year":2016,"lang":"en","type":"article","venue":"Strategic Change","topic":"Wine Industry and Tourism","field":"Business, Management and Accounting","cited_by":29,"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 Ottawa","funders":"","keywords":"Business; Order (exchange); Sustainability; Marketing; Competitive advantage; Business environment; Industrial organization; Commerce; Finance; Business administration","score_opus":0.07863938743221424,"score_gpt":0.23406761917310803,"score_spread":0.1554282317408938,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2483246749","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.8516473,0.000029881548,0.000003480047,0.012461649,0.00011702075,0.00030727033,0.0000065840263,0.000023687368,0.13540311],"genre_scores_gemma":[0.99653864,0.0000041220264,0.0000034922066,0.00054610864,0.0027002634,0.00005321058,0.000006079064,0.000010483574,0.00013762148],"study_design_codex":"observational","study_design_gemma":"observational","domain_scores_codex":[0.9991612,0.000021634534,0.00016358467,0.00020676902,0.00015121726,0.00029558994],"domain_scores_gemma":[0.9997166,0.00003239256,0.00007496305,0.00016288753,0.000005438255,0.000007734148],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0002998336,0.00013113952,0.00012244667,0.0001477383,0.000059428887,0.00008185983,0.00021530072,0.00007420336,0.00064673414],"category_scores_gemma":[0.0000094022125,0.00007885538,0.000033357654,0.00023138324,0.000055309654,0.00040304923,0.00003729422,0.00016046134,0.00020636283],"study_design_candidate":"observational","study_design_consensus":"observational","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.0003199949,0.0008114221,0.55522186,0.0003326457,0.000063008956,0.0033327837,0.020334188,0.000007913047,0.0018142603,0.39064533,0.0053477874,0.02176883],"study_design_scores_gemma":[0.0041316766,0.000045385656,0.8676005,0.00079781184,0.000032794887,0.0000151356235,0.03740805,0.00027553755,0.000040836894,0.061653804,0.027237792,0.0007606621],"about_ca_topic_score_codex":0.00051131984,"about_ca_topic_score_gemma":0.00033103573,"teacher_disagreement_score":0.32899153,"about_ca_system_score_codex":0.000028145756,"about_ca_system_score_gemma":0.0000064906744,"threshold_uncertainty_score":0.7081286},"labels":[],"label_agreement":null},{"id":"W2506957596","doi":"10.1002/jsc.2066","title":"Structural Breaks in the Interconnected Relation between Decision‐Making and Applied Strategic Agility on Public Insurance and Bank Projects","year":2016,"lang":"en","type":"article","venue":"Strategic Change","topic":"Banking stability, regulation, efficiency","field":"Economics, Econometrics and Finance","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":"Mining Association of Canada; University of Ottawa","funders":"","keywords":"Relation (database); Business; Process management; Actuarial science; Marketing; Computer science","score_opus":0.11886992797172849,"score_gpt":0.2714693265230981,"score_spread":0.15259939855136959,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2506957596","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.9920051,0.00046337253,0.000098399185,0.00052657054,0.00011269653,0.00066161697,0.00009695672,0.00003751624,0.005997775],"genre_scores_gemma":[0.9996219,0.00003686761,0.00008850954,0.00005505044,0.00011173234,0.0000554839,0.000011790538,0.000014269781,0.000004366186],"study_design_codex":"observational","study_design_gemma":"observational","domain_scores_codex":[0.99841905,0.00006476982,0.0005130771,0.00060867745,0.00008471032,0.00030973507],"domain_scores_gemma":[0.99882066,0.00046211152,0.00026691242,0.00037483117,0.000033934015,0.00004155794],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0010481649,0.00019851672,0.000299879,0.0002468424,0.0001568696,0.00017175393,0.0002095643,0.00014789146,0.000044328917],"category_scores_gemma":[0.00011280694,0.00014026603,0.000032201744,0.00044386563,0.00017073918,0.0003579105,0.00005029869,0.00018475979,0.0000091719585],"study_design_candidate":"observational","study_design_consensus":"observational","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.000031462718,0.000028738981,0.53015554,0.00003511906,0.000009033367,9.024053e-7,0.0020489234,0.0000018892747,0.000018087465,0.45065415,0.0000014026999,0.017014757],"study_design_scores_gemma":[0.0004672746,0.000060568666,0.71466327,0.000046621408,0.0000017567316,0.000003108637,0.00021495015,0.00025908404,0.0000029173343,0.28412917,0.000011153996,0.00014010946],"about_ca_topic_score_codex":0.000121242534,"about_ca_topic_score_gemma":0.0005502089,"teacher_disagreement_score":0.18450773,"about_ca_system_score_codex":0.00010844086,"about_ca_system_score_gemma":0.000022502523,"threshold_uncertainty_score":0.5719883},"labels":[],"label_agreement":null},{"id":"W2899111086","doi":"10.1002/jsc.2234","title":"The strategic configurations as a contingency factor in the success of operational risk measures","year":2018,"lang":"en","type":"article","venue":"Strategic Change","topic":"Banking stability, regulation, efficiency","field":"Economics, Econometrics and Finance","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 Ottawa; Institute on Governance","funders":"","keywords":"Profitability index; Loan; Business; Finance; Contingency; Actuarial science; Capital (architecture); Financial institution","score_opus":0.1177804638120044,"score_gpt":0.28962779192008137,"score_spread":0.17184732810807696,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2899111086","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.9512974,0.0016592421,0.00009370157,0.00084381696,0.00031959923,0.00053358026,0.00021628401,0.000015939488,0.045020442],"genre_scores_gemma":[0.9993199,0.0001457207,0.000019654375,0.00005059251,0.00027557145,0.00009094444,0.000016631935,0.000010338913,0.0000706616],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"observational","domain_scores_codex":[0.998592,0.00010831386,0.00061790744,0.00030336616,0.00011693326,0.00026146925],"domain_scores_gemma":[0.99877834,0.00021080961,0.00039276364,0.00042023658,0.00017000713,0.000027845836],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.001306239,0.0001403153,0.00020941414,0.00010049601,0.000433456,0.00020204613,0.0004602802,0.000085143925,0.00043415878],"category_scores_gemma":[0.00012291313,0.00010035602,0.00007439008,0.00044290512,0.00035155524,0.00020232469,0.000021084135,0.00016425046,0.000081276434],"study_design_candidate":"theoretical_or_conceptual","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":[0.00001006762,0.00008543723,0.06547945,0.00000793576,0.000015971893,4.1244834e-7,0.0039686225,0.000011429017,0.000037954604,0.9300492,0.00001699972,0.00031651865],"study_design_scores_gemma":[0.0004582452,0.00021935553,0.6250316,0.000014326653,0.000007633673,0.0000036892604,0.0025829328,0.0025137817,0.00009222347,0.36736178,0.0014944549,0.00021998309],"about_ca_topic_score_codex":0.0026481312,"about_ca_topic_score_gemma":0.007855315,"teacher_disagreement_score":0.56268746,"about_ca_system_score_codex":0.00004757127,"about_ca_system_score_gemma":0.00008965491,"threshold_uncertainty_score":0.47537342},"labels":[],"label_agreement":null},{"id":"W2921099661","doi":"10.1002/jsc.2252","title":"Shifting corporate social responsibility to corporate social opportunity through creating shared value","year":2019,"lang":"en","type":"article","venue":"Strategic Change","topic":"Corporate Social Responsibility Reporting","field":"Business, Management and Accounting","cited_by":60,"is_retracted":false,"has_abstract":true,"route_ca_aff":false,"route_ca_fund":true,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"","funders":"Heart and Stroke Foundation of Canada; American Heart Association","keywords":"Corporation; Value (mathematics); Business; Creating shared value; Public relations; Corporate social responsibility; Social responsibility; Value creation; Marketing; Business administration; Political science; Finance","score_opus":0.27285455373945794,"score_gpt":0.3276265087104709,"score_spread":0.05477195497101295,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2921099661","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.9192891,0.000023067749,0.000036152614,0.0028876828,0.0009083501,0.001982589,0.00006358475,0.0005902931,0.07421915],"genre_scores_gemma":[0.98937637,0.0000012453921,0.00036755187,0.0034423373,0.0047968733,0.00014066446,0.0002589947,0.00013114345,0.0014848253],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"theoretical_or_conceptual","domain_scores_codex":[0.9946545,0.0002477698,0.0013780403,0.001403262,0.0010583397,0.0012580991],"domain_scores_gemma":[0.99466944,0.00021585707,0.0034280906,0.0006647348,0.0009100613,0.000111826615],"candidate_categories":["metaepi_narrow","sts","scholarly_communication","insufficient_payload"],"consensus_categories":["insufficient_payload"],"category_scores_codex":[0.003986526,0.0007007521,0.0010053811,0.00032796635,0.0014465532,0.0011214188,0.00064821553,0.00040654038,0.0013717221],"category_scores_gemma":[0.0012269728,0.00076001784,0.00038994753,0.0024295116,0.00020557248,0.0024713029,0.00079083274,0.0007130556,0.0010477119],"study_design_candidate":"theoretical_or_conceptual","study_design_consensus":"theoretical_or_conceptual","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.0050382908,0.0011784546,0.28927702,0.0030642012,0.0004315776,0.0009658231,0.025458302,0.000073017225,0.03824545,0.61286116,0.0041230684,0.01928362],"study_design_scores_gemma":[0.0037247783,0.00026591335,0.41017652,0.00043461507,0.00039433743,0.000021083315,0.030087134,0.004160769,0.0003531298,0.5357716,0.010560472,0.004049638],"about_ca_topic_score_codex":0.003181375,"about_ca_topic_score_gemma":0.0009181834,"teacher_disagreement_score":0.120899506,"about_ca_system_score_codex":0.00040261203,"about_ca_system_score_gemma":0.0006082329,"threshold_uncertainty_score":0.99991554},"labels":[],"label_agreement":null},{"id":"W2954784417","doi":"10.1002/jsc.2266","title":"Exploring the entrepreneurial ecosystem: Some local Canadian perspectives","year":2019,"lang":"en","type":"article","venue":"Strategic Change","topic":"Entrepreneurship Studies and Influences","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":true,"ca_institutions":"University of New Brunswick; Cape Breton University","funders":"","keywords":"Mentorship; Entrepreneurship; Business; Ecosystem; Business ecosystem; Work (physics); Resource (disambiguation); Resource Acquisition Is Initialization; Environmental resource management; Marketing; Knowledge management; Economics; Ecology; Management; Political science; Resource allocation","score_opus":0.11952020624946906,"score_gpt":0.23220237596843535,"score_spread":0.11268216971896629,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W2954784417","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.95216787,0.00064687233,2.7509262e-7,0.0034545755,0.0018999999,0.00040580131,0.0000073117653,0.00007091971,0.041346382],"genre_scores_gemma":[0.99421424,0.00015986017,8.062143e-7,0.0009661843,0.004406187,0.00010169823,0.0000068027643,0.000016652883,0.0001275555],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"qualitative","domain_scores_codex":[0.9988613,0.000013156046,0.00015433547,0.00033702163,0.00019597473,0.0004382223],"domain_scores_gemma":[0.9995027,0.000029436867,0.00008419688,0.0002849635,0.000072904986,0.000025791081],"candidate_categories":["insufficient_payload"],"consensus_categories":[],"category_scores_codex":[0.00017140702,0.00017715608,0.00016780011,0.00012553575,0.0002687164,0.00030509455,0.00030305565,0.00003145863,0.0006277757],"category_scores_gemma":[0.000011329728,0.00012183372,0.000084299565,0.00024003102,0.000051900246,0.001403043,0.00009685265,0.00012887537,0.0012904754],"study_design_candidate":"theoretical_or_conceptual","study_design_consensus":null,"about_ca_topic_candidate":true,"about_ca_topic_consensus":true,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00007092894,0.0000828016,0.098978505,0.0004033516,0.00017651069,0.00007552595,0.0071361964,0.00020899228,0.00011417029,0.882151,0.001602273,0.0089997165],"study_design_scores_gemma":[0.0031612155,0.00019065902,0.19151321,0.00064038305,0.00030842418,0.000021510918,0.42006263,0.0031002369,0.00013425683,0.032151498,0.3461063,0.0026096816],"about_ca_topic_score_codex":0.1170988,"about_ca_topic_score_gemma":0.15866032,"teacher_disagreement_score":0.84999955,"about_ca_system_score_codex":0.00006676585,"about_ca_system_score_gemma":0.000033273336,"threshold_uncertainty_score":0.99948716},"labels":[],"label_agreement":null},{"id":"W3041272945","doi":"10.1002/jsc.2355","title":"Evolution of social microenterprises from rural to the urban area: A study on income‐generating micro‐entrepreneurs in an urban context","year":2020,"lang":"en","type":"article","venue":"Strategic Change","topic":"Microfinance and Financial Inclusion","field":"Economics, Econometrics and Finance","cited_by":17,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"George Brown College; Université Laval","funders":"","keywords":"Poverty; Context (archaeology); Business; Microfinance; Scale (ratio); Rural area; Economic growth; Economics; Geography","score_opus":0.09541186397592791,"score_gpt":0.2581935507669258,"score_spread":0.1627816867909979,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W3041272945","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.9959116,0.0011947833,0.00005234287,0.0009834976,0.00025649832,0.00069478946,0.00044206865,0.000020301339,0.00044410437],"genre_scores_gemma":[0.9984535,0.000016757742,0.000018024355,0.0007507975,0.000622092,0.000056368513,0.000040898096,0.000021581185,0.000019959292],"study_design_codex":"observational","study_design_gemma":"observational","domain_scores_codex":[0.99860984,0.00005006794,0.0005751515,0.0004371547,0.000054389573,0.00027337228],"domain_scores_gemma":[0.99933237,0.000018921011,0.00030714934,0.00024422022,0.00003074062,0.00006661316],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00018515463,0.00019769011,0.0004391281,0.00012650037,0.00017104455,0.000059698006,0.00035079953,0.00008594833,0.00006436915],"category_scores_gemma":[0.000021059224,0.00018882079,0.00009260418,0.0003712659,0.000037945534,0.00015581901,0.00013842415,0.00018423687,0.00008069083],"study_design_candidate":"observational","study_design_consensus":"observational","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00036163194,0.00066925224,0.8748198,0.000022013332,0.000031211315,0.000016200253,0.09673356,0.000030890784,0.012318738,0.013256336,0.000966611,0.0007737226],"study_design_scores_gemma":[0.0030262428,0.002426662,0.93698865,0.0001300483,0.00002280809,9.703289e-7,0.04874865,0.00094191125,0.0015663668,0.003410955,0.0019980813,0.0007386487],"about_ca_topic_score_codex":0.0032259896,"about_ca_topic_score_gemma":0.0020441394,"teacher_disagreement_score":0.062168825,"about_ca_system_score_codex":0.00013921816,"about_ca_system_score_gemma":0.00002054035,"threshold_uncertainty_score":0.76998883},"labels":[],"label_agreement":null},{"id":"W4229016428","doi":"10.1002/jsc.2502","title":"Digital future of luxury brands: Metaverse, digital fashion, and non‐fungible tokens","year":2022,"lang":"en","type":"article","venue":"Strategic Change","topic":"Fashion and Cultural Textiles","field":"Arts and Humanities","cited_by":339,"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 Ottawa; University of British Columbia","funders":"","keywords":"Fashion industry; Business; Metaverse; Emerging technologies; Emerging markets; Marketing; Advertising; Digital transformation; Digital marketing; Computer science; Virtual reality; World Wide Web; Clothing; Human–computer interaction; Political science","score_opus":0.05501698007275658,"score_gpt":0.22028049988099666,"score_spread":0.16526351980824008,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4229016428","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.7227874,0.0002993202,2.246011e-7,0.00032698773,0.0004934981,0.00017500368,0.0007849565,0.00005111225,0.27508155],"genre_scores_gemma":[0.9803429,0.00006221596,0.0000015856184,0.0001698138,0.0006318239,0.0000323204,0.00020728986,0.000013375694,0.018538624],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"not_applicable","domain_scores_codex":[0.9992068,0.000012991534,0.00017381793,0.00019275582,0.00022128288,0.00019236411],"domain_scores_gemma":[0.9996582,0.000015555775,0.0000797415,0.00012664155,0.000051162973,0.000068653084],"candidate_categories":["insufficient_payload"],"consensus_categories":[],"category_scores_codex":[0.00004716071,0.00015159156,0.00019754474,0.000063811385,0.00030654907,0.00034163654,0.0001304742,0.000027175856,0.0048356084],"category_scores_gemma":[0.0000019104734,0.000118958196,0.00009606155,0.00006096519,0.00012713934,0.00062521204,0.00010360419,0.0001377392,0.00003032572],"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":[0.00015094141,0.00052965,0.00091070536,0.00034072032,0.0002990098,0.00009435176,0.2764528,0.00000543302,0.00046747483,0.6659948,0.02507205,0.029682064],"study_design_scores_gemma":[0.0007849532,0.000381283,0.0004627357,0.00001527408,0.00003585545,0.000025624826,0.4464653,0.000035396715,0.000017819948,0.0020557956,0.54936826,0.00035167608],"about_ca_topic_score_codex":0.000015751428,"about_ca_topic_score_gemma":0.00013181564,"teacher_disagreement_score":0.663939,"about_ca_system_score_codex":0.0000148975,"about_ca_system_score_gemma":0.00001761707,"threshold_uncertainty_score":0.9960741},"labels":[],"label_agreement":null},{"id":"W4239818326","doi":"10.1002/jsc.558","title":"Slowdown of growth in the management consultancy sector","year":2001,"lang":"en","type":"article","venue":"Strategic Change","topic":"Leadership, Human Resources, Global Affairs","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":"Revenue; Outsourcing; Quarter (Canadian coin); Work (physics); Business; Total revenue; Public sector; Economics; Finance; Marketing; Economy; Engineering; Geography","score_opus":0.15418011763160033,"score_gpt":0.315070534295678,"score_spread":0.16089041666407766,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4239818326","genre_codex":"other","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":null,"domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.40748352,0.0003229881,0.0000010430259,0.0027726786,0.00011097296,0.00046816893,0.0000061230407,0.000031742904,0.58880275],"genre_scores_gemma":[0.99833584,0.00025567244,0.000027818905,0.00029793094,0.00027686634,0.000051149735,0.000003309892,0.0000060025604,0.00074542704],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"qualitative","domain_scores_codex":[0.9986465,0.00019556408,0.00017132427,0.00018300049,0.00043991307,0.00036370702],"domain_scores_gemma":[0.9995966,0.000065368,0.00007943246,0.00016164988,0.00004472838,0.000052217307],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0005866804,0.00010182383,0.00012893372,0.00007831269,0.00013473451,0.00005296911,0.0004745952,0.000067789704,0.0004819575],"category_scores_gemma":[0.000014629367,0.000077062265,0.000048916016,0.0006480203,0.00028913663,0.000103668965,0.000026263564,0.00011352512,0.00005794788],"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":[0.000030598072,0.00016738687,0.0063776025,0.00009763212,0.000033019358,0.00016846419,0.12979476,6.5517037e-7,0.000009560146,0.8606375,0.00068401586,0.0019988022],"study_design_scores_gemma":[0.0016262431,0.00016419623,0.03900178,0.00018493833,0.00005563029,0.00000783549,0.8285174,0.000014992104,0.000017056025,0.08054862,0.049392134,0.00046920514],"about_ca_topic_score_codex":0.0038959405,"about_ca_topic_score_gemma":0.011865186,"teacher_disagreement_score":0.7800889,"about_ca_system_score_codex":0.000075278745,"about_ca_system_score_gemma":0.000031970452,"threshold_uncertainty_score":0.6621052},"labels":[],"label_agreement":null},{"id":"W4385662519","doi":"10.1002/jsc.2552","title":"New vision and purpose for <i>Strategic Change</i>: Branching out into the future, rooting from our legacy","year":2023,"lang":"en","type":"article","venue":"Strategic Change","topic":"Business and Economic Development","field":"Environmental Science","cited_by":17,"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":"Pace; Reputation; Strategic management; Management; Strategic planning; Publishing; Scope (computer science); Strategic thinking; Public relations; Strategic leadership; Change management (ITSM); Sociology; Political science; Business; Marketing; Economics; Computer science; Law","score_opus":0.0804297221885465,"score_gpt":0.2795822807776821,"score_spread":0.1991525585891356,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4385662519","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.9837433,0.0007982958,0.00008030761,0.010068053,0.0016892776,0.0008445947,0.000017010145,0.000115130635,0.0026439996],"genre_scores_gemma":[0.99552965,0.00038026823,0.0006795546,0.00060578133,0.0020002453,0.00019295074,0.00006750222,0.000030318017,0.0005137016],"study_design_codex":"design_other","study_design_gemma":"observational","domain_scores_codex":[0.99873084,0.000022487879,0.00022254029,0.00046334698,0.00014942687,0.00041136428],"domain_scores_gemma":[0.9994928,0.000035507543,0.00010619033,0.00022653064,0.000005736251,0.00013319407],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0003464693,0.00022522836,0.00020345066,0.000037098976,0.0003608764,0.00031164126,0.0002589955,0.00009091116,0.00019614563],"category_scores_gemma":[0.0000032827422,0.00016144592,0.00005559628,0.00019545815,0.000031697542,0.0006317179,0.00023326401,0.00012697754,0.00033642066],"study_design_candidate":"design_other","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":[0.00012452944,0.000076941506,0.01383812,0.00014648442,0.00007961555,0.00004039652,0.042178396,0.00011058624,0.004784999,0.0042833406,0.008088533,0.9262481],"study_design_scores_gemma":[0.0059103523,0.00047932047,0.41743207,0.0004905262,0.00016181156,0.000029650339,0.102163985,0.024979042,0.0009097322,0.23883484,0.20562477,0.0029838756],"about_ca_topic_score_codex":0.0054199737,"about_ca_topic_score_gemma":0.008592602,"teacher_disagreement_score":0.9232642,"about_ca_system_score_codex":0.00006864178,"about_ca_system_score_gemma":0.000020433094,"threshold_uncertainty_score":0.81934154},"labels":[],"label_agreement":null},{"id":"W4404965037","doi":"10.1002/jsc.2609","title":"Softening‐Up Persistently Stubborn Institutional Stances in Net Zero Change Environments","year":2024,"lang":"en","type":"article","venue":"Strategic Change","topic":"Sustainability and Climate Change Governance","field":"Environmental Science","cited_by":5,"is_retracted":false,"has_abstract":true,"route_ca_aff":false,"route_ca_fund":true,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"","funders":"Queen's University; Queen's University Belfast; Department for the Economy","keywords":"Satisficing; Zero (linguistics); Softening; Net (polyhedron); Institutional change; Mooring; Economics; Business; Political science; Microeconomics; Engineering; Mathematics; Public administration","score_opus":0.09843260617238102,"score_gpt":0.27521781334877204,"score_spread":0.176785207176391,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4404965037","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.98157316,0.0036339755,0.0000203307,0.0008551124,0.00082029187,0.00058793096,0.00011908712,0.00006676326,0.012323371],"genre_scores_gemma":[0.9965353,0.00084759755,0.000036868285,0.0003573452,0.00025249377,0.0003899629,0.00004339637,0.000020457925,0.0015165551],"study_design_codex":"observational","study_design_gemma":"observational","domain_scores_codex":[0.9979973,0.00005280622,0.00023533271,0.0006391876,0.00051362393,0.00056175276],"domain_scores_gemma":[0.99954265,0.000037342892,0.00005428324,0.00024354532,0.0000036533643,0.00011852746],"candidate_categories":["insufficient_payload"],"consensus_categories":["insufficient_payload"],"category_scores_codex":[0.00029628974,0.0002513031,0.00019155136,0.00006362512,0.00014194848,0.00009906412,0.00028830583,0.00011874639,0.0032673837],"category_scores_gemma":[0.000010682952,0.00023672533,0.00008997488,0.00042722872,0.00036610567,0.0008458078,0.00018154999,0.0002446572,0.0007972686],"study_design_candidate":"observational","study_design_consensus":"observational","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.001172204,0.0028084842,0.36178273,0.0031103205,0.00033231356,0.005762364,0.36016542,0.001108816,0.0065824105,0.08751217,0.0076237954,0.16203897],"study_design_scores_gemma":[0.0023586147,0.00077110616,0.4894262,0.0008611667,0.00010438705,0.00011692807,0.057504456,0.005652796,0.00036538215,0.047583085,0.3929939,0.0022619949],"about_ca_topic_score_codex":0.0010343415,"about_ca_topic_score_gemma":0.0017478155,"teacher_disagreement_score":0.38537008,"about_ca_system_score_codex":0.0008833993,"about_ca_system_score_gemma":0.00002713945,"threshold_uncertainty_score":0.99998075},"labels":[],"label_agreement":null},{"id":"W4406935287","doi":"10.1002/jsc.2630","title":"RETRACTED: The Technical Expertise's Mediating Role for Optimizing Government Start‐Ups: An Empirical Framework for Managing Strategic Effectiveness","year":2025,"lang":"en","type":"article","venue":"Strategic Change","topic":"Innovation Policy and R&D","field":"Economics, Econometrics and Finance","cited_by":1,"is_retracted":true,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"University of Ottawa","funders":"Northwestern University","keywords":"Business; Government (linguistics); Process management; Empirical research; Knowledge management; Marketing; Industrial organization; Computer science","score_opus":0.15826939542256432,"score_gpt":0.35093483023952365,"score_spread":0.19266543481695933,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4406935287","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.47391462,0.0049536307,0.3786848,0.018981839,0.0038603006,0.00869877,0.0019832745,0.0005103225,0.10841247],"genre_scores_gemma":[0.98903483,0.000052612304,0.00719445,0.0013883832,0.00070954324,0.001453997,0.000056884357,0.000031627227,0.00007768763],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"theoretical_or_conceptual","domain_scores_codex":[0.9983653,0.000039494298,0.00055213267,0.00049709,0.00007952443,0.0004664976],"domain_scores_gemma":[0.99872893,0.00050228887,0.00028196187,0.00037411973,0.000055066663,0.000057648256],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.0013285639,0.00021561144,0.00036261923,0.00011295043,0.000425861,0.00019077127,0.0003253739,0.00030515066,0.000034542365],"category_scores_gemma":[0.00013446533,0.00019174315,0.00013871236,0.00041650262,0.00006911357,0.00023693012,0.000055608063,0.0003550981,0.0000061585224],"study_design_candidate":"theoretical_or_conceptual","study_design_consensus":"theoretical_or_conceptual","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.000099146666,0.00009118897,0.0007516368,0.00014162985,0.000047250964,8.693271e-7,0.0007273075,0.00007166181,0.00015133063,0.9966396,0.000055814653,0.0012225683],"study_design_scores_gemma":[0.00085328316,0.00027862136,0.0038016376,0.00012222366,0.0000198291,0.0000016583216,0.0038872813,0.028070685,0.0004679021,0.96035504,0.0017957157,0.00034614035],"about_ca_topic_score_codex":0.000083414576,"about_ca_topic_score_gemma":0.000035726902,"teacher_disagreement_score":0.5151202,"about_ca_system_score_codex":0.00028115386,"about_ca_system_score_gemma":0.000040375624,"threshold_uncertainty_score":0.7819059},"labels":[],"label_agreement":null},{"id":"W4412546197","doi":"10.1002/jsc.70001","title":"Antecedents of Ambidextrous Leadership in Entrepreneurship: The Role of Emotional Intelligence and Entrepreneurial Leadership Styles","year":2025,"lang":"en","type":"article","venue":"Strategic Change","topic":"Emotional Intelligence and Performance","field":"Psychology","cited_by":6,"is_retracted":false,"has_abstract":true,"route_ca_aff":true,"route_ca_fund":false,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"Thompson Rivers University","funders":"","keywords":"Emotional intelligence; Entrepreneurship; Leadership style; Ambidexterity; Business; Entrepreneurial leadership; Psychology; Transactional leadership; Management; Business administration; Social psychology; Economics; Finance","score_opus":0.33169562754356213,"score_gpt":0.34975866428435487,"score_spread":0.018063036740792737,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4412546197","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.97736704,0.0064027486,0.00003896125,0.0010595187,0.00043207145,0.00035475023,0.000033831744,0.000016351354,0.0142947035],"genre_scores_gemma":[0.99864036,0.00024805457,0.000009627522,0.00020773117,0.00012360656,0.000034765668,0.000011997877,0.000007339021,0.00071649323],"study_design_codex":"observational","study_design_gemma":"observational","domain_scores_codex":[0.99861234,0.0001619886,0.00041048665,0.00030712446,0.0001965875,0.00031147958],"domain_scores_gemma":[0.9991908,0.00027115422,0.00015032043,0.00028719186,0.00006685961,0.000033669286],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00033560296,0.00015386028,0.00022360745,0.00019344447,0.000041131378,0.00001554244,0.00031432795,0.00012510193,0.0006114526],"category_scores_gemma":[0.000029456218,0.0001258674,0.00007098438,0.00036840205,0.00035004938,0.0000956625,0.00003835142,0.00023032988,0.000022746914],"study_design_candidate":"observational","study_design_consensus":"observational","about_ca_topic_candidate":false,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00063285674,0.00063420716,0.4974619,0.00043222622,0.00014347171,0.000014599672,0.015351589,0.0000727142,0.0038624078,0.43619415,0.00008062552,0.045119267],"study_design_scores_gemma":[0.0010168838,0.0006014395,0.6474245,0.0013584868,0.000086192034,0.000047212452,0.1654724,0.0006267639,0.05423267,0.1283876,0.00024507675,0.00050076126],"about_ca_topic_score_codex":0.0007511738,"about_ca_topic_score_gemma":0.0006459244,"teacher_disagreement_score":0.30780655,"about_ca_system_score_codex":0.000017766917,"about_ca_system_score_gemma":0.000041151005,"threshold_uncertainty_score":0.6694977},"labels":[],"label_agreement":null},{"id":"W4414398298","doi":"10.1002/jsc.70021","title":"Setting the Record Straight: The Intellectual Legacy of H. Igor Ansoff (1918–2002)","year":2025,"lang":"en","type":"article","venue":"Strategic Change","topic":"University-Industry-Government Innovation Models","field":"Business, Management and Accounting","cited_by":2,"is_retracted":false,"has_abstract":true,"route_ca_aff":false,"route_ca_fund":true,"route_ca_venue":false,"route_about_ca":false,"ca_institutions":"","funders":"Università Bocconi; Liverpool John Moores University; Aalto-Yliopisto; Anderson School of Management, University of California, Los Angeles; University of Twente; Universiteit Leiden; University of Bath; St Mary's University; McGill University; University of New South Wales; Universität St. Gallen; Carnegie Mellon University; Oklahoma State University; York University; Vanderbilt University; Università di Pisa; Brown University","keywords":"Surprise; Scopus; Metadata; Citation; Resource (disambiguation); Historiography; Annotated bibliography; Web of science; Web site","score_opus":0.07175146608237712,"score_gpt":0.2520457358334144,"score_spread":0.18029426975103727,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4414398298","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.52743894,0.00008660367,0.00055968045,0.013766379,0.00071514846,0.0006522292,0.000013787547,0.000096426396,0.4566708],"genre_scores_gemma":[0.9919713,0.000009540863,0.00003871554,0.0028398656,0.00076578296,0.000014452335,0.000013395322,0.000012650782,0.004334308],"study_design_codex":"theoretical_or_conceptual","study_design_gemma":"not_applicable","domain_scores_codex":[0.998912,0.000023935552,0.0002727027,0.0002293663,0.00029992114,0.00026211826],"domain_scores_gemma":[0.9990723,0.00014283841,0.00026240875,0.00034733096,0.00016871735,0.0000063641455],"candidate_categories":["insufficient_payload"],"consensus_categories":[],"category_scores_codex":[0.00044357203,0.00017406406,0.00015577627,0.00017032739,0.0003537202,0.0002788603,0.0005605207,0.00012334221,0.0016786089],"category_scores_gemma":[0.00006808265,0.000114199975,0.000074394346,0.001205392,0.00012765202,0.00087104365,0.00022343942,0.00043337414,0.00006568264],"study_design_candidate":"theoretical_or_conceptual","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":[0.00012536783,0.00019229089,0.0041314014,0.0003325459,0.00023944562,0.000015050186,0.0021509335,0.00007546775,0.0009479442,0.9002273,0.056109898,0.035452362],"study_design_scores_gemma":[0.0028220844,0.000103358274,0.014805587,0.00066048827,0.00055771676,0.0000057841694,0.10154699,0.031729095,0.0010281306,0.052359514,0.7931414,0.0012398487],"about_ca_topic_score_codex":0.00063592085,"about_ca_topic_score_gemma":0.00029774065,"teacher_disagreement_score":0.8478678,"about_ca_system_score_codex":0.000053303178,"about_ca_system_score_gemma":0.000050421997,"threshold_uncertainty_score":0.999234},"labels":[],"label_agreement":null},{"id":"W4414988334","doi":"10.1002/jsc.70009","title":"Satisfaction of Women Entrepreneurs From Business–Family Enrichment: A Six‐Country Study","year":2025,"lang":"en","type":"article","venue":"Strategic Change","topic":"Family Business Performance and Succession","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":"Brock University","funders":"Narodowe Centrum Nauki","keywords":"Women entrepreneurs; Structural equation modeling; Welfare; Female entrepreneurs; Survey data collection; Empirical research; Entrepreneurship; Family business","score_opus":0.03486815058147885,"score_gpt":0.25122527440823345,"score_spread":0.2163571238267546,"validation_status":"score_only:v0-immature-baseline","prediction":{"id":"W4414988334","genre_codex":"empirical","genre_gemma":"empirical","domain_codex":null,"domain_gemma":null,"model_version":"codex-gemma-dda1882f352a","genre_candidate":"empirical","genre_consensus":"empirical","domain_candidate":null,"domain_consensus":null,"prediction_status":"machine_predicted_unvalidated","genre_scores_codex":[0.98389244,0.00038051466,0.000011032757,0.00015764582,0.0013429535,0.0005677882,0.000011237757,0.00011767846,0.013518702],"genre_scores_gemma":[0.99763936,0.0001194414,0.0000084811745,0.0010449061,0.0008017065,0.00018701727,0.00008446595,0.000019041738,0.00009556855],"study_design_codex":"observational","study_design_gemma":"observational","domain_scores_codex":[0.99840564,0.000014573209,0.0004043591,0.00041960226,0.00035019015,0.00040565076],"domain_scores_gemma":[0.99905777,0.0000303608,0.00025989243,0.00039400032,0.0002423852,0.000015572685],"candidate_categories":[],"consensus_categories":[],"category_scores_codex":[0.00024110492,0.00026595427,0.00037954657,0.00043244366,0.00016872332,0.00020047266,0.00025150646,0.00009981794,0.00030769157],"category_scores_gemma":[0.000020833413,0.0002343187,0.000047524994,0.0016417128,0.00005019844,0.0013916249,0.00017599697,0.00013230454,0.000079022044],"study_design_candidate":"observational","study_design_consensus":"observational","about_ca_topic_candidate":true,"about_ca_topic_consensus":false,"about_ca_system_candidate":false,"about_ca_system_consensus":false,"study_design_scores_codex":[0.00022906129,0.00048958906,0.9796501,0.00041881096,0.00009868637,0.000018254928,0.0006542152,0.00003180414,0.0029544139,0.0023423957,0.0005654475,0.012547252],"study_design_scores_gemma":[0.0013048416,0.000021858446,0.98413426,0.00017804671,0.00008004217,1.3978827e-7,0.008595352,0.00045491516,0.00002118322,0.002832159,0.0021463463,0.00023083195],"about_ca_topic_score_codex":0.019671991,"about_ca_topic_score_gemma":0.0009755487,"teacher_disagreement_score":0.018696444,"about_ca_system_score_codex":0.0001101185,"about_ca_system_score_gemma":0.00006239369,"threshold_uncertainty_score":0.9868561},"labels":[],"label_agreement":null}]}