The Honeynet Project: trapping the hackers

What specific threats do computer networks face from hackers? Who's perpetrating these threats and how? The Honeynet Project is an organization dedicated to answering these questions. It studies the bad guys and shares the lessons learned. The group gathers information by deploying networks (called honeynets) that are designed to be compromised.     

Hacker Taggers: A new type of hackers

Organisations often spend large sums of money to ensure that they are protected against the risks associated with online attacks. The perceived threats against organisations are well known and the losses can be easily quantified. This perceived threat is usually portrayed by the media as being the work of a hacker however little is known about hacker subgroups, their rationale and ethical views. This paper focuses upon hacker subgroups and their activities and in particular the new hacker subgroup identified as ‘Hacker Taggers’.     

Hacking Techniques: The tools that hackers use,and how they are evolving to become more sophisticated.

With tales of hacked networks and websites being reported by the media daily, people assume that hacking must be easy. But, in truth, the tools and techniques employed by hackers are extremely complex, utilizing a broad range of technologies. The number of mechanisms for breaking into systems, whatever the objective, is on the increase with new tools emerging continuously. This article will aim to highlight and demystify the key techniques and tools currently being employed in the hacker’s world, and look at how these tools and methodologies are changing. It will also touch on what we may see in the future.     

Vertical software industry evolution: The impact of software costs and limited customer base

ContextSoftware systems are commonly used in a variety of industries as a means of automating organizational business processes. Initially, such software is often developed in-house by the vertical organizations possibly with the support of professional IT service providers; however, in many cases, internally developed software is eventually replaced with the software products provided by independent software vendors. These vendors often use license fees to recover their software development investments, as well as to gain some margin. However, if the vendor’s customer base for a specific type of software is limited, then either the license fees are too high and hence the customers may prefer to develop the software internally, or the margin has to be decreased. As a result, the market for software products of that type may not materialize.ObjectiveThe paper introduces an analytical model that defines the minimum number of customers that the software vendor should have for its software to be less expensive as compared to the in-house software.MethodFollowing a conceptual-analytical approach, a model is constructed wherein the minimum number of a vendor’s customers is represented as a function of other factors affecting software development costs. This model is verified by applying it to estimate the minimum customer base in the segment of telecommunications billing mediation software.ResultsUsing the proposed analytical model, the minimum number of customers and the maximum number of software vendors in this segment are evaluated. The obtained results are found to be in line with the information available from a telecommunications software market database.ConclusionsBased on the model, a preliminary conclusion is made that in industries with high software development costs, heterogeneous legacy systems to integrate with, and a limited pool of potential customers, the number of software vendors is unlikely to be significant, and hence the in-house or custom-made software is unlikely to be superseded by the software products.     

The emergence and evolution of a disruptive platform ecosystem: evidence from the Indian mobile services industry

The successful emergence of a disruptive platform in a contested industry is fraught with many challenges. The extant literature focuses on the challenges faced by the established platforms or the growth and inception of regular platforms, highlighting the need for understanding the dilemmas faced by a entrant disruptive platform. Our study sheds light on this phenomenon in an exploratory in-depth case study analysing the emergence of Jio Platform, an India based green-field platform providing mobile and digital services. Our analysis charts the disruptor's actions to navigate challenges posed by the incumbents and its own advanced technology. We demonstrate that the disruptive entrant initiated three strategic actions to overcome its ‘disruptor’s dilemma’: active market development for complement products, using strong complementors as force multipliers and effective usage of framing to secure legitimacy and support. The analysis also highlights how the strategy adopted by Jio evolved over time, as well as the difficulties of mapping this onto the existing understanding of the literature. By focusing on the intersection of the platform and disruptive innovation literature we identify managerial implications and a source of propositions for researchers, investigating the growth of the disruptive platform and its impact on the ecosystem.

     

电子信息产业链竞争力模式的历史演进分析

人类经济社会的发展已经历了基于自然资源的自然分工、基于生产技能的专业化分工、基于产品功能的模块化分工和基于知识共享的网络化分工等四个明显不同的发展阶段。专业化分工、模块化分工与网络化分工三者之间既有相互联系的继承关系,又在实现机理、组织模式、协作程度等方面有明显区别。随着分工方式的演进,电子信息产业链竞争力模式也在不断转换和升级,分别形成了自然分工的企业产品竞争力模式、专业化分工的全产业链竞争力模式、模块化分工的平台产业链竞争力模式,以及网络化分工的联盟产业链竞争力模式,产业链的结构越来越复杂,禀赋的资源也越来越高级,竞争力也越来越强。     

二维条码:电子制造行业的制胜之道

项目背景 某电子制造厂是一家美资企业,坐落于江苏省南京市,主要为汽车、医疗、工控、和公共安全领域提供耐用电子产品,产品定位高端,所以对于产品的质量控制要求非常苛刻.在国内的新厂开启后,为了确保产品的品质始终优良,因此安装了一整套自动检测控制系统并同时部署条码阅读器.