CALL FOR PAPERS
Special Issue of the Journal of International Business Studies [UTD24/FT50/ABS4*/SSCI]
MICROFOUNDATIONS OF INTERNATIONAL BUSINESS: INTEGRATING INSIGHTS FROM HUMAN RESOURCE MANAGEMENT AND ORGANIZATIONAL BEHAVIOR
Special Issue Editors:
· Jeoung Yul Lee (EMLYON Business School, France, jlee@em-lyon.com)
- Riikka M. Sarala (University of North Carolina at Greensboro, USA, rmsarala@uncg.edu)
- Nadia Zahoor (Queen Mary University of London, UK, n.zahoor@qmul.ac.uk)
- Samuel Adomako (University of Birmingham, UK, S.Adomako@bham.ac.uk)
- Fang Lee Cooke (Monash University, Australia, fang.cooke@monash.edu)
- Supervising Editor: Herman Aguinis (The George Washington University, USA, haguinis@gwu.edu)
- Supervising Editor: Pawan Budhwar (Aston University, UK, p.s.budhwar@aston.ac.uk)
Deadline for Submission: 30 November 2026
Background for the Special Issue
International business (IB) scholarship has long recognized the benefits of a microfoundations lens in understanding cross-border operations. This approach highlights how individual actions, managerial cognition, and group dynamics collectively shape firm-level strategies and outcomes in international contexts (Foss, & Pedersen, 2019; Santangelo, et al., 2025). By focusing on the cognitive, emotional, and behavioral mechanisms that underpin managerial and employee actions, the microfoundations approach bridges the gap between individual-level processes and broader organizational outcomes in IB research (Santangelo et al., 2025). Behavioral theories provide a valuable avenue for incorporating a microfoundations perspective into IB literature by integrating insights from human resource management (HRM) and organizational behavior (OB), thereby helping to bring "theory closer to the empirical fact" (Powell et al., 2011: 1371). Indeed, an underexplored area is how HRM practices influence and are influenced by these psychological and behavioral microfoundations (Ployhart & Hale, 2014; Shipton et al., 2017) in multinational enterprises (MNEs). For instance, MNEs' use of expatriates is a strategic HRM practice (Peltokorpi, 2023) that carries psychological and behavioral implications (Santangelo et al., 2025). Expatriates are deployed "to promote and uphold strategic objectives, preserve consistency of norms, implement headquarters policies, reduce risk, and prevent costly duplication and misalignment" (Brock et al., 2008: 1294).
A microfoundations lens can shed light on how expatriates' emotional and mental resilience (Liu, Sekiguchi, Qin, & Shen, 2025) and cultural intelligence (Abdul Malek & Budhwar, 2013) affect their success in navigating complex cross-border assignments in diverse cultural settings. If headquarters managers hold biases against foreign-born talent or women in international roles, they may underutilize capable individuals, hurting the firm's international performance (Tung, 2008). Conversely, inclusive HRM practices and social support that acknowledge diverse cognitive perspectives and help to overcome social identity-related ingroup-outgroup categorizations stemming from different national cultural backgrounds (Pichler et al., 2012) can enhance innovation and knowledge sharing across the MNE (Fitzsimmons et al., 2023).
Tung (1984a, b) argues that the intellectual capital acquired by expatriates during their overseas assignments can facilitate a firm's international expansion. Her early research on expatriation and cross-cultural management was grounded in microfoundational concepts, illustrating the deep roots of HRM–OB in IB research. Subsequent studies by Tung and colleagues have explored how gender and ethnicity shape global leadership experiences. For instance, Tung (2008) found that host-country nationals' attitudes toward female expatriate managers can significantly affect those managers' effectiveness abroad. Such findings underscore that HRM practices (e.g., selecting and supporting diverse expatriates) and OB factors (e.g., employee attitudes, cognition, and emotions) jointly influence IB outcomes.
From a microfoundations' perspective, differences in international firms can potentially be explained through individual-level differences, which points to the importance of examining the linkages through which the micro level influences the macro level, as well as how micro level outcomes are influenced by the same level and higher-level variables (Aguinis & Molina-Azorin, 2015; Barney & Felin, 2013; Santangelo, et al., 2025). Organizational members' behaviors in global firms often differ from those observed in domestic firms, and, even among internationalized firms, behavioral heterogeneity is evident (Atanasiu et al., 2025; Zhu et al., 2022). Such heterogeneity may stem from the micro-level psychological foundations of all organizational members and external stakeholders (e.g., shareholders, customers, and local communities), which helps explain why firms act and perform in specific ways in international contexts. As global markets become increasingly volatile and fragmented, understanding the micro-level behaviors of international decision-makers and other organizational members has never been more critical.
Prior IB literature has only begun to explicitly address key questions related to psychological and behavioral microfoundations that shape IB domains (Ambos et al., 2025; Foss & Pedersen, 2019), and many critical questions remain unanswered (Guercini & Milanesi, 2020). For example, upper echelons theory suggests executives' characteristics shape firm outcomes, and in IB, this means leaders' cognitive schemas, values, or even emotions could drive choices like foreign market entry, international alliance versus acquisition, or responses to crises (Chandler, 2023; Zaheer, 2025). Beyond biases, attitudes and ideologies (e.g., views on sustainability or nationalism) can drive or hinder different strategic actions abroad (Benito & Meyer, 2024; Eden & Wagstaff, 2021; Kiefner et al., 2022). Furthermore, attribution theory shows how managers tend to externalize failure while internalizing success, so that failure is explained by external factors, such as cultural differences. In contrast, success is attributed to managerial prowess (Vaara et al., 2014). These individual-level attributes highlight the microfoundations of IB and behavioral science, linking personal traits to firm-level outcomes, which bridge the 'micro (the individual)' with the 'macro (the organization) domains' (Barney & Felin, 2013).
Adopting a microfoundational lens prompts questions such as: Why do firms led by different CEOs or leadership teams perform differently in international markets? How do the psychological traits and biases of organizational members influence the formulation and implementation of international strategies, and negotiation styles and processes in cross-border operations? Indeed, both personality psychology (Roberts & Yoon, 2022) and social psychology (Richeson & Sommers, 2016) offer valuable insights into IB: whenever individuals engage across different societies and economies, their perceptions, cognitive capabilities and biases, communications, and emotions can profoundly shape IB decisions and outcomes.
Such differences in individual cognition, emotion, and bias may be widened in a volatile IB environment, subjectively influencing individual perceptions, decision-making, and behavior. For instance, intensifying geopolitical rivalry, as we experience, can inflame inter-group relations across countries, exacerbating cross-cultural tensions and racial biases that seep into MNEs (Tung, 2024). Such tensions can manifest in discriminatory workplace practices, strained intra-firm communication, and reduced team cohesion in culturally diverse MNE environments. Additionally, geopolitical conflicts may influence hiring, promotion, and partnership decisions, subtly reinforcing nationalistic or ethnocentric biases within global firms (Dai et al., 2023). These geopolitical dynamics underscore the need to consider the microfoundational dimensions of IB, as they shape how firms and their leaders interpret and respond to complex cross-border environments through their management practices (Li, Shapiro, Ufimtseva, & Zhang, 2024). Integrating HRM and OB research insights into dynamic IB contexts is, therefore, critical for extending our knowledge of not just individual behaviors, but also how these behaviors are embedded within, and shaped by, broader organizational and institutional contexts (Budhwar et al., 2024).
Aims and Scope of the Special Issue
This Special Issue (SI) takes the first step towards generating integrated insights by examining how HRM practices, individual cognition, and emotions collectively influence international outcomes, while also considering the role of context that binds organizational members' behaviors. By doing so, we aim to bridge macro-level IB phenomena with their micro-level foundations, demonstrating an integration of HRM (e.g., leadership development, talent deployment, and incentive structures) and OB (e.g., cognition, emotions, and social psychology) perspectives.
We call for conceptual papers, empirical studies, as well as state-of-the-art reviews that explain how, when, and under what conditions the microfoundational attributes of organizational members and their consequent cognitions and behaviors affect the strategies and performance at different levels in international organizations (Aguinis, Beltran, & Marshall, 2014; Santangelo et al., 2025). We welcome a broad range of papers across methods and empirical settings, especially those that use multilevel modelling or mixed methods to examine the microfoundational aspects (Aguinis & Molina-Azorin, 2015). In particular, we encourage work that elucidates how HRM practices and systems in international contexts influence individual cognition, motivation, and behavior and thereby impact firm-level outcomes.
To address the HRM–OB intersection on this topic, we welcome a variety of conceptual lenses and levels of analysis. Submissions may focus on multiple levels – including individual, team, project, organizational (e.g., subsidiary, headquarters), inter-organizational (e.g., alliance partners, headquarters–subsidiary relations), or institutional level – or adopt explicit multilevel designs. We also encourage diverse theoretical perspectives. For instance, upper echelons theory, behavioral strategy, and the emerging behavioral theory of the MNE can be applied to explore top executives' influence on international outcomes. Theories from psychology (e.g., personality theory, social identity theory, affective events theory, attribution theory), OB (e.g., attraction-selection-attrition, job demands-resources), and HRM (e.g., strategic HRM, talent management frameworks) can be integrated with IB frameworks (e.g., internalization theory, the Uppsala model). We particularly welcome emerging perspectives that incorporate digitalization, algorithmic decision-making, or AI-driven HRM systems as part of the microfoundational landscape in IB (Budhwar et al., 2023). Indeed, cross-disciplinary approaches are particularly appropriate – relying solely on traditional IB or strategy literature is insufficient for microfoundations research. In line with the multidisciplinary scope of the Journal of International Business Studies (JIBS) publications, we seek papers that draw from interdisciplinary fields across psychology, sociology, OB, HRM, entrepreneurship, marketing, and other fields to enrich IB theorizing.
We also strongly encourage submissions that explicitly consider how institutional and structural contexts interface with microfoundations (Shapiro et al., 2007). IB provides a natural laboratory for examining this interface: managers operating across borders must navigate multiple institutional environments, cultural norms, language boundaries (Brannen et al., 2014), and organizational structures simultaneously. How do such macro-contextual factors enable, shape, or constrain individual managerial cognition and action? For example, a manager's cognitive frame for decision-making might be markedly different in a high-uncertainty avoidance culture versus a low one. Similarly, MNE structural features (centralized vs. decentralized, degree of headquarters control, etc.) might moderate how much individual subsidiary managers' characteristics impact outcomes. We seek studies that recognize these multi-level dynamics, perhaps using micro-macro multilevel models or qualitative designs that illuminate how individual agency and context interact. We especially welcome work that addresses the critique that microfoundations might overlook structure: submissions could, for instance, demonstrate how incorporating institutional or structural moderators leads to more robust explanations of IB phenomena than considering micro factors alone.
In summary, we seek to curate papers that collectively advance a "microfoundational toolkit" for IB research – identifying the who (individual actors), what (their attributes, actions, behaviors, and decision-making), when/where (timing and contexts), and why/how (mechanisms) questions that link the micro and macro in IB (Santangelo et al., 2025). By doing so, this SI will help move the field beyond treating the international firm as a "black box" and toward a more nuanced view of IB as driven by human cognition, emotions, decisions, and interactions operating within and across complex organizational and institutional settings over time (Shapiro et al., 2007). This SI is distinct from the recent SI on "Global Mobility of People: Challenges and Opportunities for IB" (Minbaeva et al., 2025; Tung & Qin, 2025), which focused on the movement of people across borders and its implications for MNEs. In contrast, the focus of our SI is on psychological and behavioral microfoundations underlying IB decisions and processes, rather than on mobility per se.
Research Questions
Below, we provide a list of potential topics appropriate for this SI. By addressing these questions, submissions should demonstrate the intertwined nature of HRM and OB factors in IB. This list is indicative rather than exhaustive.
Microfoundational Influences on Entry/Internationalization Strategies
· What are the psychological foundations of foreign market entry decisions? How do cognitive biases such as overconfidence, loss aversion, or anchoring influence executives' evaluation of risks and opportunities when choosing foreign entry modes?
· Under what conditions might decision-makers deviate from the entry mode predicted by traditional IB theory due to overconfidence, risk perception, or personal experiences?
· How do individual-level attributes (e.g., regulatory focus, global mindset, cultural intelligence) influence firms' foreign entry mode choices?
· How do collective emotions within top management teams (e.g., shared optimism, collective anxiety) interact with individual executives' cognitive and behavioral frames to shape strategic consensus and internationalization speed in MNEs?
· How do personality traits of key decision-makers (e.g., the Big Five traits) interact with national culture to influence MNE strategic decisions and activities?
· How do traits like narcissism or humility in CEOs or founders affect their internationalization paths (e.g., selection of foreign entry mode in MNEs vs. INVs)?
· How do global talent management practices foster (or fail to foster) the mindset and capabilities needed for successful international expansion?
Cognition, Resources, and Innovation in MNEs
· How do managers' cognition affect their decisions in resource allocation in MNEs to develop sustainable innovations?
· How might a top manager's cognitive complexity or openness moderate the relationship between an MNE's resource base and its ability to generate global innovation?
· Under what conditions can HRM practices (e.g., incentive systems or team composition) mitigate the adverse effects of biases on innovation in multinational teams?
· How do training programs, diversity and inclusion initiatives, or performance management systems in MNEs shape employees' openness to global mobility, knowledge sharing, or innovation? Conversely, how do individual differences (e.g., personality, cultural intelligence, and risk propensity) affect the success of HRM interventions, such as expatriate assignments or multinational team projects?
Values, Religion, Ideologies, and Managerial Cognition
· How do value, religious, and ideological orientations of managers interact with psychological factors to shape their behaviors in international contexts? For example, how might a manager's religiosity or values system influence ethical decision-making in international expansion or the execution of sustainability initiatives abroad?
· In what ways do deeply ingrained political ideologies in top executives' mindset affect the way they interpret geopolitical conditions and implement corporate goals globally? And how may these be received and resisted at the host country subsidiaries?
Context, Bounded Rationality, and Decision Processes
· What is the impact of context (task complexity, cultural, psychological, language and technological distance, institutional environment) and individual-level characteristics on managers' capabilities in managing their international operations? For instance, do CEOs from emerging markets employ different heuristics when expanding into developed markets compared to CEOs from developed markets expanding elsewhere?
· Do CEOs from emerging markets behave differently in developed markets and other emerging markets? And if so, how and why?
· How do bounded rationality and experience shape strategic decision processes (e.g., speed and comprehensiveness of decision-making) and managerial preferences in MNEs?
Advancing Established IB Theories
· How can theories on internationalization be enriched by including further aspects related to the microfoundations, such as managerial cognition and behavior?
· How can research on entry modes and managerial behavior be further advanced through the specification of the combined influence of micro- and macro-level factors?
· How can we incorporate further microfoundational aspects into the literature on foreign direct investment?
· How can MNE management and performance be explained as a combination of individual, firm-level, and institutional factors in order to test and refine the applicability of competing theories (e.g., firm internal vs. firm external influences)?
· How can managerial behaviors and decisions in the context of growing geopolitical tensions be conceptualized? And what new theoretical insights may be generated?
Research Methods
· How can AI-driven research methods (e.g., text mining, machine learning, or neuroimaging) be applied in IB research to collect and analyze large-scale data, enabling deeper insights into the cognitive and emotional processes shaping micro-level behaviors and decision-making in IB research?
· How can multi-level and multi-method research designs (e.g., combining experimental, survey, and archival data) be employed to capture the relationship between individual-level cognition and firm-level internationalization outcomes?
· How can process-oriented and context-sensitive methods (e.g., longitudinal case studies, cognitive mapping, experience sampling, or digital trace data) be utilized to uncover the dynamic and context-dependent nature of managerial decision-making in MNEs?
· What comparative or configurational methods (e.g., fsQCA, multi-case comparative studies, or cross-national experiments) are most effective in examining how contextual factors shape micro-level behaviors and firm-level outcomes in IB research?
· How can immersive research methods (e.g., virtual reality experiments, or simulation-based behavioral labs) be leveraged to study managerial cognition, cross-cultural collaboration, and decision-making in complex IB environments?
Paper Development Workshop and Submission Deadline and Instructions
To help the authors further improve their papers, we will organize a paper development workshop (PDW) during the summer of 2027 as a virtual one. We will invite the authors of papers that receive the decision to revise and resubmit their papers. This opportunity enables these authors to receive constructive feedback from well-reputed journal editors, discussants, and conference participants, thereby supporting them in strengthening and improving their manuscripts. Participation in the PDW does not guarantee acceptance of the paper, and we will evaluate all papers equally, regardless of whether they are presented at the PDW. In addition, we plan to hold a symposium at the Academy of International Business Annual Conference in 2028 for the papers selected for acceptance in our SI, to increase their visibility and impact.
Manuscripts must be submitted through https://mc.manuscriptcentral.com/jibs between 16 November 2026 and 30 November 2026. All submissions will undergo the JIBS regular double-blind review process and adhere to standard norms and procedures. For more information about this call for papers, please contact the SI Editors or the JIBS Managing Editor (managing-editor@jibs.net).
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About the Guest Editors
Jeoung Yul Lee is Professor of International Business at EMLYON Business School (France) and Bayu Chair Professor, a prestigious position awarded by the Chongqing Municipality Education Commission (China). He is Associate Editor for The International Journal of Human Resource Management, Journal of Business Research, and Asian Business & Management. He is also a member of the editorial boards of leading journals such as Management International Review, International Business Review, etc. Previously, he was on the editorial board of the Journal of Management Studies. In addition, he has served as the lead and managing guest editor for 12 SSCI journal special issues and 1 SCIE journal special issue, including those in Management International Review, Journal of Business Research, and Management and Organization Review among others. He held positions as Postdoctoral Fellow at the Wharton School and Visiting Associate Professor at Leeds University Business School, as well as holding a current position as Visiting Senior Research Fellow at Leeds University Business School. His research focuses on emerging market MNEs' internationalization, international HRM, algorithmic HRM, CEO narcissism, human rights, and corporate social responsibility. To date, he has published 70+ papers in SSCI journals, including multiple papers in UTD24/FT50 such as the Journal of International Business Studies, Journal of Management, Research Policy, Human Resource Management, and many papers in ABS 3-4* journals such as The International Journal of Human Resource Management, British Journal of Management, Global Strategy Journal, and Long Range Planning, among many others.
Riikka M Sarala is a Virginia Batte Phillips Distinguished Professor of International Business at UNC Greensboro. She is the former Co-Editor-in-Chief of British Journal of Management and the former Senior Associate Editor of Journal of Management Studies. Her research focuses on examining the effect of social and cultural processes on mergers & acquisitions, multinational corporations, and innovation. Her research has been published or is in press in renowned management and international business journals, including Journal of Management Studies, Journal of Management, Strategic Management Journal, Journal of International Business Studies, Academy of Management Perspectives, Academy of Management Learning and Education, Human Resource Management, British Journal of Management, Journal of World Business and others. She is also a co-editor of the management book Mergers and Acquisitions in Practice, published by Routledge. She has co-guest edited several special issues for academic journals, including Journal of Management Studies, Journal of World Business, Human Resource Management Review, Group & Organization Management, and Journal of Technology Transfer.
Nadia Zahoor is a Reader in Strategy at Queen Mary University of London, UK. She completed her PhD in Management at the University of Huddersfield, UK. Her research interests are strategic alliances, global strategy, innovation, and organizational resilience. She is particularly interested in the context of small and medium-sized enterprises in emerging markets. Her research has been published in mainstream journals, including Global Strategy Journal, British Journal of Management, Journal of Product Innovation Management, International Business Review, International Marketing Review, Journal of Business Research, Business Strategy and the Environment, International Small Business Journal, International Journal of Management Reviews, International Business Review, among others. She is serving as a guest editor for special issues at such leading journals as R&D Management, European Management Journal, and International Studies of Management & Organization.
Samuel Adomako is Professor of Entrepreneurship and Innovation at the University of Birmingham, UK and Professor Extraordinaire, University of South Africa, South Africa. Prior to joining the University of Birmingham, he held teaching and research positions at King Fahd University of Petroleum and Minerals and the University of Bradford, UK. His research has appeared in leading journals, including Research Policy, Journal of Management Studies, Strategic Entrepreneurship Journal, The Leadership Quarterly, Journal of Product Innovation Management, British Journal of Management, International Small Business Journal, International Business Review, and many others. Professor Adomako is a co-editor of the following books: Corporate Sustainability in Africa: Responsible Leadership, Opportunities, and Challenges by Palgrave Macmillan, Inclusive Entrepreneurship in Africa by Routledge, and Stakeholder Management, Entrepreneurship in Africa by Routledge. Professor Adomako has edited many special issues in leading journals, such as Journal of International Management, Long Range Planning, Management International Review, Journal of Business Research, and Technovation. He is an Associate Editor of Business Strategy and the Environment. He received his PhD from the University of Warwick. He is a Fellow of the Higher Education Academy, UK.
Fang Lee Cooke is a Distinguished Professor at Monash Business School, Monash University, Melbourne, Australia. She is a Fellow of the Academy of the Social Sciences in Australia. She has a long-standing research interest in emerging economies, the management of multinational firms, international human resource management, and sustainable development. Professor Cooke is currently the Co-Editor-in-Chief of Human Resource Management and International Business Review and a Consulting Editor of Journal of World Business. She has published articles in Research Policy, Journal of Management Studies, Human Relations, Human Resource Management, Human Resource Management Journal, British Journal of Management, Journal of World Business, Human Resource Management Review, The International Journal of Human Resource Management, Work, Employment and Society, International Business Review, Journal of Business Ethics, New Technology, Work and Employment, Asia Pacific Journal of Management, Journal of International Management, among others.
Herman Aguinis is the Avram Tucker Distinguished Scholar and Professor of Management at The George Washington University School of Business. His research focuses on behavioral and policy issues regarding the global acquisition and deployment of talent in organizations and research methods (i.e., behavioral science and data science). Every year since 2018, for the 7th consecutive year, Web of Science Highly Cited Researchers Reports has ranked him among the world's 100 most impactful researchers in Economics and Business, and he served as President of the Academy of Management. He has published about 230 refereed journal articles and 13 books, and delivered about 200 invited presentations on all seven continents except for Antarctica. He is a Fellow of the Academy of Management (AOM), the Association for Psychological Science, the American Psychological Association, and the Society for Industrial and Organizational Psychology (SIOP). He received Distinguished Career Awards for scholarly contributions from three AOM Divisions: Organizational Behavior; Diversity, Equity, & Inclusion; and Research Methods. Also, he received the Losey Award by the Society for Human Resource Management Foundation for lifetime achievement; SIOP Scientific Contributions Award for lifetime contributions; AOM Career Award for Service Contributions; AOM Practice Theme Committee Scholar Practice Impact Award; and the AOM Entrepreneurship Division IDEA Thought Leader Award. In addition, he received 10 best-article-of-the-year awards (four of them with his doctoral students) from Journal of Management (decade award, five-year award), Personnel Psychology, Journal of Organizational Behavior (twice), Academy of Management Perspectives, Academy of Management Learning and Education (decade award), Organizational Research Methods, Business Horizons, and Management Research.
Pawan Budhwar is the 50th Anniversary Professor of International Human Resource Management at Aston Business School and the Associate Deputy Vice Chancellor International, Aston University, UK. Between September 2020 – April 2023, he was Head of Aston Business School. He is the Co-Editor-in-Chief of Human Resource Management Journal, a Consulting Editor of Journal of International Business Studies (JIBS), an incoming Area Editor of JIBS, and is globally known for his research in the fields of strategic and international HRM, digitalisation, sustainability and emerging markets. His work has been published in leading journals like JIBS, Academy of Management Perspectives, Journal of Organizational Behavior, Human Relations, Organization Studies, Journal World Business, Human Resource Management, British Journal of Management, Human Resource Management Journal, OBHDP, amongst others. Pawan is the co-founder and first President of Indian Academy of Management, an affiliate of Academy of Management. He has served as an advisor to the Commonwealth Commission for six years and as a Co-Editor-in-Chief of the British Journal of Management for 7 years (2014-2020). He is the Co-Vice Chair Research & Publications of the British Academy of Management, the Governing Board Member of Centre for Responsible Business (India) and a Fellow of the Academy of Social Sciences (UK), Higher Education Academy (UK), the British Academy of Management and the Indian Academy of Management. He has received millions of pounds of research grants over the years and numerous awards for his contributions to the field of business & management.
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Jeoung Yul Lee, PhD
Professor of International Business, EMLYON Business School, Lyon, France
Associate Editor, The International Journal of Human Resource Management (ABS3/2024 5-Year Impact Factor 6.9)
Associate Editor, Journal of Business Research (ABS3/2024 5-Year Impact Factor 12.8)
Associate Editor, Asian Business & Management (ABS2/2024 5-Year Impact Factor 3.2)
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