E-commerce transactions in a virtual environment: Virtual transactions

E-commerce is a fundamental method of doing business, such that for a firm to say it is trading at all in the modern market-place it must have some element of on-line presence. Coupled with this is the explosion of the "population" of Massively Multiplayer On-line Role Playing Games and other shared virtual environments. Many suggest this will lead to a further dimension of commerce: virtual commerce. We discuss here the issues, current roadblocks and present state of an e-commerce transaction carried out completely within a virtual environment; a virtual transaction. Although technically such transactions are in a sense trivial, they raise many other issues in complex ways thus making V-transactions a highly interesting cross-disciplinary issue. We also discuss the social, ethical and regulatory implications for the virtual communities in these environments of such v-transactions, how their implementation affects the nature and management of a virtual environment, and how they represent a fundamental merging of the real and virtual worlds for the purpose of commerce. We highlight the minimal set of features a v-transaction capable virtual environment requires and suggest a model of how in the medium term they could be carried out via a methodology we call click-through, and that the developers of such environments will need to take on the multi-modal behavior of their users, as well as elements of the economic and political sciences in order to fully realize the commercial potential of the v-transaction. © 2012 Springer Science+Business Media, LLC

Frustrated hierarchical synchronization and emergent complexity in the human connectome network

The spontaneous emergence of coherent behavior through synchronization plays a key role in neural function, and its anomalies often lie at the basis of pathologies. Here we employ a parsimonious (mesoscopic) approach to study analytically and computationally the synchronization (Kuramoto) dynamics on the actual human-brain connectome network. We elucidate the existence of a so-far-uncovered intermediate phase, placed between the standard synchronous and asynchronous phases, i.e. between order and disorder. This novel phase stems from the hierarchical modular organization of the connectome. Where one would expect a hierarchical synchronization process, we show that the interplay between structural bottlenecks and quenched intrinsic frequency heterogeneities at many different scales, gives rise to frustrated synchronization, metastability, and chimera-like states, resulting in a very rich and complex phenomenology. We uncover the origin of the dynamic freezing behind these features by using spectral graph theory and discuss how the emerging complex synchronization patterns relate to the need for the brain to access –in a robust though flexible way– a large variety of functional attractors and dynamical repertoires without ad hoc fine-tuning to a critical pointWe acknowledge financial support from J. de Andalucía, grant P09-FQM-4682 and we thank O. Sporns for providing us access to the human connectome data

Why Do Managers Leave Their Organization? : Investigating the Role of Ethical Organizational Culture in Managerial Turnover

The aim of the present longitudinal study was to quantitatively examine whether an ethical organizational culture predicts turnover among managers. To complement the quantitative results, a further important aim was to examine the self-reported reasons behind manager turnover, and the associations of ethical organizational culture with these reasons. The participants were Finnish managers working in technical and commercial fields. Logistic regression analyses indicated that, of the eight virtues investigated, congruency of supervisors, congruency of senior management, discussability, and sanctionability were negatively related to manager turnover. The results also revealed that the turnover group is not homogeneous, and that there are several different reasons for leaving. The reasons given for turnover were grouped into five different categories: (1) lay-off, (2) career challenges, (3) dissatisfaction with the job or organization, (4) organizational change, and (5) decreased well-being/motivation. ANCOVA analyses showed that those managers who stayed in their organization perceived their ethical culture to be stronger than those in turnover groups, and especially compared to groups 3 and 5. The results acquired through different methods complemented and confirmed each other, showing that by nurturing ethical virtues an organization can decrease job changes and encourage managers and supervisors to want to remain in their organization.peerReviewe