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Abstract-In this paper, we develop an energy-aware self-organized routing algorithm for the networking of simple battery-powered wireless microsensors (as found, for example, in security or environmental monitoring applications). In these networks, the battery life of individual sensors is typically limited by the power required to transmit their data to a receiver or sink. Thus, effective network-routing algorithms allow us to reduce this power and extend both the lifetime and the coverage of the sensor network as a whole. However, implementing such routing algorithms with a centralized controller is undesirable due to the physical distribution of the sensors, their limited localization ability, and the dynamic nature of such networks (given that sensors may fail, move, or be added at any time and the communication links between sensors are subject to noise and interference). Against this background, we present a distributed mechanism that enables individual sensors to follow locally selfish strategies, which, in turn, result in the self-organization of a routing network with desirable global properties. We show that our mechanism performs close to the optimal solution (as computed by a centralized optimizer), it deals adaptively with changing sensor numbers and topology, and it extends the useful life of the network by a factor of three over the traditional approach.Index Terms-Adaptive self-organized routing, distributed systems, mechanism design, sensor network.

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Although we know that individuals who tend to reveal their true selves to others at work are better performers, little is known about why this is the case or in which workplace environments this trait will be most helpful. In the present study, we leveraged selfverification theory to better understand the internal and interpersonal effects that self-verification striving has on employees. Specifically, we proposed and found that self-verification striving serves to increase both employee vigor and demand-ability fit, ultimately leading to better job performance. Results of a multilevel, two-wave study involving 222 employees and their supervisors further revealed that ethical climates also play a critical role in affecting the self-verification striving-employee outcome relationship. Specifically, self-verification striving leads to higher vigor and better demand-ability fit and subsequently higher job performance only in teams with high

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Efforts to identify antecedents of job dedication (i.e., being loyal and cooperative) are likely to offer value to managers. The authors examined the combined effects of organizational politics and emotional stability on the relationship between leader-member exchange and job dedication. Results of analyses conducted on 156 private sector workers revealed that leader-member exchange quality yielded high levels of job dedication among all employees except the emotionally unstable working in highly political climates. These results not only reinforce the need to hire emotionally stable workers and keep organizational politics at low levels but also point to the limitations of leader influences on employee contextual performance.