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Artificial societies-distributed systems of autonomous agents-are becoming increasingly important in open distributed environments, especially in e-commerce. Agents require trust and reputation concepts to identify communities of agents with which to interact reliably. We have noted in real environments that adversaries tend to focus on exploitation of the trust and reputation model. These vulnerabilities reinforce the need for new evaluation criteria for trust and reputation models called exploitation resistance which reflects the ability of a trust model to be unaffected by agents who try to manipulate the trust model. To examine whether a given trust and reputation model is exploitation-resistant, the researchers require a flexible, easy-to-use, and general framework. This framework should provide the facility to specify heterogeneous agents with different trust models and behaviors. This paper introduces a Distributed Analysis of Reputation and Trust (DART) framework. The environment of DART is decentralized and game-theoretic. Not only is the proposed environment model compatible with the characteristics of open distributed systems, but it also allows agents to have different types of interactions in this environment model. Besides direct, witness, and introduction interactions, agents in our environment model can have a type of interaction called a reporting interaction, which represents a decentralized reporting mechanism in distributed environments. The proposed environment model provides various metrics at both micro and macro levels for analyzing the implemented trust and reputation models. Using DART, researchers have empirically demonstrated the vulnerability of well-known trust models against both individual and group attacks. [ABSTRACT FROM AUTHOR]

This paper investigates the impact of downsizing on a firm's reputation for corporate social performance (RCSP). Drawing on the downsizing, corporate reputation and social responsibility literatures, a number of hypotheses concerning the impact of downsizing, and particularly the types of downsizing, on a firm's reputation for corporate social performance are developed and empirically tested. The main findings of this study are that, while downsizing seems to have a negative impact on the firm's RCSP, when one takes into account the kind of managerial action that led to downsizing (layoffs and/or divestitures), this impact differs between the two stakeholder groups, industry executives and financial analysts, which were investigated. This study also found that a high financial performance prior to downsizing led to a greater negative impact on the firm's RCSP. [ABSTRACT FROM AUTHOR]