Securing the sensitive data stored and accessed from mobile devices makes user authentication a problem of paramount importance. The tension between security and usability renders however the task of user authentication on mobile devices a challenging task. This paper introduces FAST (Fingergestures Authentication System using Touchscreen), a novel touchscreen based authentication approach on mobile devices. Besides extracting touch data from touchscreen equipped smartphones, FAST complements and validates this data using a digital sensor glove that we have built using off-the-shelf components. FAST leverages state-of-the-art classification algorithms to provide transparent and continuous mobile system protection. A notable feature is FAST 's continuous, user transparent postlogin authentication. We use touch data collected from 40 users to show that FAST achieves a False Accept Rate (FAR) of 4.66% and False Reject Rate of 0.13% for the continuous post-login user authentication. The low FAR and FRR values indicate that FAST provides excellent post-login access security, without disturbing the honest mobile users.

Service failure is well documented in service marketing literature, which mainly focuses on service interactions between employees and individual customers. However, prior research has not examined customers’ emotional and behavioral responses during group service failure—that is, a service involving a group of customers who do not meet the expectations of all or the majority of the customers. Compared with service failure involving individual customers (individual service failure), customers in group service failure are likely to show different emotional and behavioral characteristics. The authors conduct two experiments and find that customers have higher levels of anger and complaint intentions in group service failure than in individual service failure. In addition, the displays of anger by surrounding customers are positively related to individual customers’ anger. Through a second experiment, this article further investigates the role of group size and group familiarity on group emotional contagion during group service failure. The results show that both group size and group familiarity moderate the relationship between the displays of anger by surrounding customers and an individual customer’s anger—that is, the effect of group emotional contagion is stronger in a large/familiar group than in a small/unfamiliar group. The results provide several theoretical and managerial implications for research in group service failure.

This paper investigates the dynamic impact of multiple sequential emotional displays by employees on customers' negative emotions. Using video-based stimuli to manipulate emotional displays by employees, this study shows the sequential occurrences of negative and positive emotional contagions in service failure and recovery encounters. The results suggest that higher levels of employees' negative emotional displays lead to a greater increase in customers' negative emotions through the process of negative emotional contagion during service failure. More importantly, we find that positive emotional displays by employees can decrease customers' negative emotions through the process of positive emotional contagion during service recovery, i.e., higher levels of employee positive emotional displays lead to a greater decrease in customers' negative emotions. In addition, no matter whether customers experience higher or lower levels of employee positive emotional displays during service recovery, their final negative emotions cannot fully return to their emotional levels prior to service failure. However, for customers experiencing higher levels of employee positive emotional displays, their final negative emotions can be greatly mitigated and are closer to their initial emotional levels, as compared to customers experiencing lower levels of employee positive emotional displays. The results further indicate that susceptibility to emotional contagion increases the effect of employees' negative (positive) emotional displays on customers' negative emotions during service failure (recovery). The findings of this study suggest that service firms should provide effective training to their frontline service employees so that they can display proper positive emotions during service encounters.

T his forum study examines the past and the future of Operations Management (OM) research. First, we investigate the evolution of OM research from 1997 to 2018 by using machine learning tools to analyze all OM papers published in five journals (JOM, MS, M&SOM, POM, and OR), and find that the number of information/financial flow-focused OM research papers has increased steadily over the years. Second, we present three research topics motivated by the US-China trade war and the Covid-19 pandemic, and postulate that future OM research is likely to involve all three flows: material, information, and financial flows. Finally, we argue that, to achieve operational efficiency, resilience, and sustainability in the Industry 4.0 era, firms should build (or strengthen) three new capabilities: Connectivity, Clarity, and Continuity. As firms develop new ways to build these new capabilities, more innovative OM research ideas will ensue.

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Highlights d ROG1 or CAT3 acts as a transnitrosylase to regulate NO signaling in plants d Cysteine-343 is vital for ROG1 activity d ROG1 transnitrosylates GSNOR1 to regulate its stability d rog1 mutants have reduced sensitivity to NO under normal and stress conditions