A Privacy Preserved, Trust Relationship (PTR) Model for Internet of Vehicles

The Internet of vehicles (IoV) depicts a reality where ordinary things are connected to vehicular ad-hoc networks (VANETs), allowing them to transmit and collaborate. By placing these regular objects in VANETs and making them available at any time, this network and data sharing may raise real privacy and security issues. Thus, group-based communication is mostly preferred in the literature. However, in heavy network scenarios, cluster-based communication mostly leads to additional overload in the form of the group leader that causes delay and disrupts the performance of a network. Due to the interaction of VANETs with applications that are not stable for life, privacy and security mechanism for detecting many malicious nodes is in great demand. Therefore, a multi-phantom node selection has been proposed in this paper to select trustworthy, normal, and malicious nodes. The multi-phantom node scheme is proposed to reduce the phantom node load, where the multi-lateral nodes in a cluster act as a phantom node to share the load. A multi criteria decision-making (MCDM) methodology (analytic network process) is used to optimize the phantom node to pre-serve privacy using the privacy preserved trust relationship (PTR) model. The results show checking the stability of parameters and using sensitivity analysis by considering different scenarios for the most optimal phantom node to preserve vehicle location privacy. The impact of the proposed model will be more clearly visible in its real-time implementation in urban areas vehicle networks.

The Influence of Trust and Knowledge Sharing on Virtual Team Effectiveness

<p>Virtual teams are a growing response to increased de-centralisation and globalization, and the need for organizations to adapt to an ever changing and complex work environment. Their growing prevalence reflects many different factors, including the increased global reach of many organizations, changing workforce demographics, and heightened competitive pressures requiring greater organizational flexibility and responsiveness. This phenomenon has grown rapidly in recent years through advancements and greater access to technologies for communication and collaboration. Organizations however are being challenged with understanding what makes these virtual teams effective and how to measure the achievement of such effectiveness. Combined with the convergence of telephony and data technologies this has enabled voice and video to be delivered ‘on demand’ at a far more affordable price to the end consumer. With the added dynamic of ‘mobile’ becoming such a pervasive technology, this is providing the fuel driving the establishment of greater numbers of virtual teams. We now live in an increasingly “connected world” and with the blurring of work and leisure time, for many, virtual teams have already or are becoming a natural extension of the workplace. Individuals are demanding personal flexibility in the management of their time and space and this is matched by organizations seeking flexibility to scale resources in meeting changing demand. Virtual teams may also be seen as a response to satisfying changing social and organizational aspirations. A range of factors are seen as contributing to the effectiveness of virtual teams and these include technology, trust, sharing of knowledge, empowerment and leadership. This study focuses on trust as a primary factor in achieving virtual team effectiveness, and assesses the significance of trust and the sharing of knowledge amongst team members. Trust determines how people work together, listen to one another, and build effective relationships. When people believe that they are working for trustworthy organizations, they are willing to invest their time and talents in making a difference in an organization. People who feel more connected will invest more of themselves in their work. High trust levels lead to a greater sense of self responsibility, greater interpersonal insight, and more collective action toward achieving common goals. However, with a lack of face-to-face contact, trust based on performance substitutes for trust based on social interaction. Trust is a cornerstone to achieving virtual team effectiveness and from an organizational perspective this highlights the need for regular communication with team members to reinforce the culture and values of the organization. In the age of the knowledge economy, knowledge is seen as a critical resource for competitive advantage. The willingness of team members to share knowledge with others on the team can be attributed to the strength of the trust relationship and this further enhances virtual team effectiveness. The challenges for organizations are to understand what level of trust exists across the team, how this impacts on team effectiveness and to be able to apply interventions when seeking to increase team effectiveness. Active and regular communications programmes, internal marketing campaigns and short surveys are approaches for developing and enhancing the trust relationship. Organizations that are unwilling or unable to use virtual teams may find themselves losing out in an increasingly competitive and rapidly changing global economic and social environment. The technology and communication advances are clear, yet enabling effective participation and team collaboration is a more complex problem.</p>

The Influence of Trust and Knowledge Sharing on Virtual Team Effectiveness

<p>Virtual teams are a growing response to increased de-centralisation and globalization, and the need for organizations to adapt to an ever changing and complex work environment. Their growing prevalence reflects many different factors, including the increased global reach of many organizations, changing workforce demographics, and heightened competitive pressures requiring greater organizational flexibility and responsiveness. This phenomenon has grown rapidly in recent years through advancements and greater access to technologies for communication and collaboration. Organizations however are being challenged with understanding what makes these virtual teams effective and how to measure the achievement of such effectiveness. Combined with the convergence of telephony and data technologies this has enabled voice and video to be delivered ‘on demand’ at a far more affordable price to the end consumer. With the added dynamic of ‘mobile’ becoming such a pervasive technology, this is providing the fuel driving the establishment of greater numbers of virtual teams. We now live in an increasingly “connected world” and with the blurring of work and leisure time, for many, virtual teams have already or are becoming a natural extension of the workplace. Individuals are demanding personal flexibility in the management of their time and space and this is matched by organizations seeking flexibility to scale resources in meeting changing demand. Virtual teams may also be seen as a response to satisfying changing social and organizational aspirations. A range of factors are seen as contributing to the effectiveness of virtual teams and these include technology, trust, sharing of knowledge, empowerment and leadership. This study focuses on trust as a primary factor in achieving virtual team effectiveness, and assesses the significance of trust and the sharing of knowledge amongst team members. Trust determines how people work together, listen to one another, and build effective relationships. When people believe that they are working for trustworthy organizations, they are willing to invest their time and talents in making a difference in an organization. People who feel more connected will invest more of themselves in their work. High trust levels lead to a greater sense of self responsibility, greater interpersonal insight, and more collective action toward achieving common goals. However, with a lack of face-to-face contact, trust based on performance substitutes for trust based on social interaction. Trust is a cornerstone to achieving virtual team effectiveness and from an organizational perspective this highlights the need for regular communication with team members to reinforce the culture and values of the organization. In the age of the knowledge economy, knowledge is seen as a critical resource for competitive advantage. The willingness of team members to share knowledge with others on the team can be attributed to the strength of the trust relationship and this further enhances virtual team effectiveness. The challenges for organizations are to understand what level of trust exists across the team, how this impacts on team effectiveness and to be able to apply interventions when seeking to increase team effectiveness. Active and regular communications programmes, internal marketing campaigns and short surveys are approaches for developing and enhancing the trust relationship. Organizations that are unwilling or unable to use virtual teams may find themselves losing out in an increasingly competitive and rapidly changing global economic and social environment. The technology and communication advances are clear, yet enabling effective participation and team collaboration is a more complex problem.</p>

Multilayer Social Network Overlapping Community Detection Algorithm Based on Trust Relationship

Aiming at the problem of the lack of user social attribute characteristics in the process of dividing overlapping communities in multilayer social networks, in this paper, we propose a multilayer social network overlapping community detection algorithm based on trust relationship. By combining structural trust and social attribute trust, we transform a complex multilayer social network into a single-layer trust network. We obtain the community structure according to the community discovery algorithm based on trust value and merge communities with higher overlap. The experimental comparison and analysis are carried out on the synthetic network and the real network, respectively. The experimental results show that the proposed algorithm has higher harmonic mean and modularity than other algorithms of the same type.

Ecologies of Public Trust: The NHS COVID-19 Contact Tracing App

In April 2020, close to the start of the first U.K. COVID-19 lockdown, the U.K. government announced the development of a COVID-19 contact tracing app, which was later trialled on the U.K. island, the Isle of Wight, in May/June 2020. United Kingdom surveys found general support for the development of such an app, which seemed strongly influenced by public trust. Institutions developing the app were called upon to fulfil the commitment to public trust by acting with trustworthiness. Such calls presuppose that public trust associated with the app can emerge if the conditions for trustworthiness are met and that public trust is simplistic, i.e., linearly the sum of each member of the publics’ individual – U.K. government trust relationship. Drawing on a synthesis of the trust literature and fifteen interviews with members of the public trialling the app on the Isle of Wight, this paper aims to explore what trust mechanisms and relationships are at play when thinking about public trust in the context of the U.K. COVID-19 app. We argue that public trust is a complex social phenomenon and not linearly correlated with institutional trustworthiness. As such, attention needs to widen from calls for trustworthy infrastructures as a way to build public trust, to a deeper understanding of those doing the trusting; in particular, what or whom do people place their trust in (or not) when considering whether using the app and why. An understanding of this will help when trying to secure public trust during the implementation of necessary public health measures.

Recommendation with Diversity: Mass Diffusion Model Based on Trust Network and Object Reputation

The traditional mass diffusion recommendation algorithm only relies on the user’s object collection relationship, resulting in poor recommendation performance for users with small purchases (i.e., small-degree user), and it is difficult to balance the accuracy and diversity of the recommendation system. This paper introduces the trust relationship into the resource allocation process of the traditional mass diffusion algorithm and proposes the Dual Wing Mass Diffusion model (DWMD), which constructs a dual wing graph based on trust relationships and object collection relationships. Implicit trust is mined according to the network structure of the trust relationship and integrated into the resource allocation process, and then merging the positive effects of object reputation on a recommendation through tunable scaling parameters. The user controls the tunable scaling parameter to achieve the best recommendation performance. The experimental results show that the DWMD method significantly improves diversity and novelty while ensuring high accuracy and effectively improves the accuracy and diversity balance. The improved recommendation performance for small-degree users proves that the trust relationship can effectively alleviate the generalized cold start problem of the recommendation algorithm for users who collect a small number of objects.

Clustering Policies in Japan as an Example of Clustering Strategy

Clustering as a competitive tool allows companies to be in an advantageous position in the sector by cooperating on various issues, especially the exchange of information with each other. Organizations move forward with the cooperation they develop through clusters. In the literature, it has been seen that clusters are considered as a strategy and Competition model tool, considering the benefits they provide. In this study, the concept of clustering is explained within the framework of the concepts of trust and cooperation. Cluster expectations and cooperation in cluster networks are maintained according to the trust relationship between them. In the studies on this subject, it is observed that the clustering policies in Japan, which successfully implement cooperation as a strategy in accordance with the obligations of mutual trust, are taken as an example. For this reason, research on the clustering policies of Japan was included in the continuation of the study. It is believed that the study will contribute to the literature with conceptual explanations.