Virtual reality (VR) is gaining mainstream attention, but little is known about the effects of VR advertising (VR ad). This study examined 360-degree video-based advertising, which presented an entire view of the scene and allowed users to pan around the view interactively. In particular, the study sought to answer the following questions: (a) does the effect of VR ad vary when it is viewed with different media devices?; (b) what is the effect of virtual representation of the self (VRS) in VR ad?; and (c) does selfpresence mediate the association between VRS and the user's experience with an advertised brand? An experiment (N ¼ 203) was conducted using a 2 (VRS: present vs. absent) Â 3 (media devices: smartphone vs. computer vs. head-mounted display) between-subjects design. Primary findings indicate that absence of VRS in VR ad had positive effects on users' liking the ad and favorable attitude toward the advertised brand. Self-presence was found to be a significant mediator that explains why absence of VRS led to favorable experiences. The study did not find any significant difference on VR ad experiences across media devices. Theoretical and practical implications of VR ad were discussed.

The precedents of creativity comprise an important research topic that could help organisations survive fierce competition. To contribute to the literature on creativity, the authors examined the roles of competence and perceived organisational support (POS) in the relationship between servant leadership and follower creative behaviour. The authors proposed and tested a moderated mediation model with data from leader-follower dyads collected in a Vietnamese engineering firm. The results showed that follower competence is a significant mediator of the relationship between servant leadership and follower creativity. Furthermore, POS has a moderated mediating role, such that the mediated relationship (i.e., servant leadership, competence, and creativity) is more salient under high POS than under low POS. Theoretical and practical implications are discussed.

The purpose of this article is to contribute to the existing servant leadership literature, especially at the individual level of analysis in new settings, by examining the potential joint effects of servant leadership, dyadic duration, and job self-efficacy, with organizational citizenship behaviors (OCBs) as the dependent variable. We, after analyzing survey data from 148 leader–follower dyads collected from an engineering venture, find that dyadic duration is a significant moderator of the relationship between servant leadership and OCB. Furthermore, the moderating effect of dyadic duration on the relationship between servant leadership and OCB depends on job self-efficacy, such that the interaction effect is neutralized when job self-efficacy is high rather than low. The findings about interactive effects can provide useful information that will help to better deploy servant leadership in organizations to create positive follower outcomes.

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best full paper + posterInternational audienceTrust and Reputation Systems (TRSs) represent a significant trend in decision support for Internet-based interactions. They help users to decide whom to trust and how much to trust a transaction. They are also an effective mechanism to encourage honesty and cooperation among users, resulting in healthy online markets or communities. The basic idea is to let parties rate each other so that new public knowledge can be created from personal experiences. The major difficulty in designing a reputation system is making it robust against malicious attacks. Our contribution in this paper is twofold. Firstly, we combine multiple research agendas into a holistic approach to building a robust TRS. Secondly, we focus on one TRS component which is the reputation computing engine and provide a novel investigation into an implementation of the engine proposed in [7]