Tag Archives: communications

Bot armies for sale: global pricing revealed across hundreds of platforms including TikTok and Amazon

A new website launched today by the University of Cambridge reveals the fluctuating costs involved in building a bot army across more than 500 social media and commercial platforms worldwide. Covering services from TikTok and Amazon to Spotify, and spanning every country, the site tracks daily price changes in the market for fake online accounts, exposing the economic infrastructure behind large-scale online manipulation.

The platform, known as the Cambridge Online Trust and Safety Index (COTSI), allows the public for the first time to monitor real-time market data from what researchers describe as the “online manipulation economy. Developed by the Cambridge Social Decision-Making Lab, COTSI focuses on SIM farms and related services that mass-produce phone numbers and SMS verifications used to create fake accounts. These services openly sell access to hundreds of platforms, enabling activities ranging from artificial popularity boosts and rage-bait content to coordinated influence operations.

A new study, published in the journal Science and based on 12 months of COTSI data, shows how national regulations shape the prices of fake accounts. Verifying accounts for use in the United States and the United Kingdom is almost as cheap as in Russia, despite their very different regulatory environments. By contrast, Japan and Australia have far higher prices, mainly due to stricter SIM card rules, higher costs and photo identification requirements. During the study period running to July 2025, the average price of SMS verification was $4.93 in Japan and $3.24 in Australia, compared with just $0.26 in the US, $0.10 in the UK and $0.08 in Russia.

The analysis also suggests that political events can be detected in these markets. Prices for fake accounts on messaging apps such as Telegram and WhatsApp tend to rise sharply in countries approaching national elections, indicating increased demand linked to influence campaigns. Examining 61 elections held worldwide between mid-2024 and mid-2025, the researchers found that Telegram account prices rose by an average of 12 per cent and WhatsApp by 15 per cent in the month before polling day. Because these platforms display phone numbers and show the country of origin, influence operations often require locally registered accounts, driving up demand for SMS verification.

To build the index, researchers collected open-source data from major providers of fake accounts. Seventeen vendors were identified and ranked by traffic, with prices from the largest used to construct a global index that tracks both cost and availability. COTSI monitors the stockpiles of fake accounts across social media, messaging services, dating and gaming apps, cryptocurrency exchanges, ride-hailing platforms, streaming services, and major brands. The data show particularly high availability for platforms such as X, Uber, Discord, Amazon, Tinder and Steam, with millions of verifications listed for countries including the US, the UK, Brazil and Canada.

The researchers argue that the fake account economy depends on a critical vulnerability: every account requires a phone number and a SIM card. This creates a potential policy choke point. By making SIM cards more complex or more expensive to obtain, governments could raise the cost of online manipulation and suppress malicious activity. By turning a hidden global market into measurable data, the COTSI index aims to help policymakers and platforms better understand, and ultimately disrupt, the business models that sustain bot armies and online manipulation.

More information: Anton Dek et al, Mapping the online manipulation economy, Science. DOI: 10.1126/science.adw8154

Journal information: Science Provided by University of Cambridge

Research shows team leaders’ listening styles shape how well high-tech teams listen

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Does the way a team manager listens shape how the entire team listens? A new study led by Dr Osnat Bouskila-Yam of the Baruch Ivcher School of Psychology and the Arison School of Business at Reichman University, in collaboration with Prof Nurit Zaidman of the Department of Business Administration at Ben-Gurion University of the Negev, reveals a clear and significant link. The findings show that a manager’s listening style directly determines the listening climate in team meetings. When managers provide uninterrupted opportunities for each member to speak, avoid cutting them off, and display genuine emotional attentiveness, they create the conditions for open, deeper, and more effective dialogue. Conversely, partial listening, a lack of authenticity, or frequent interruptions undermine the overall quality of the team’s listening.

Unlike many previous studies conducted in controlled laboratory environments, this research was carried out in real organisational settings. The researchers observed how managers’ listening habits played out in actual workplace interactions, providing a more authentic picture of their impact. Data were gathered through 29 direct observations of team meetings, 18 in-depth interviews, and 10 focus groups, involving eight high-tech teams from two Israeli companies. This approach allowed the researchers to capture not only what was said but also how the communicative atmosphere evolved in response to different listening styles.

The study identified six distinct types of listening, ranging from disruptive listening to deep listening, as well as forms of listening that prompt speakers to understand themselves better. The most striking finding concerned the central role of team leaders: only managers who listened with empathy, inclusivity, and without judgment were able to foster a consistently positive listening environment. Crucially, this climate of attentiveness and respect was mirrored in the behaviour of team members, creating a shared culture of high-quality listening.

Dr Bouskila-Yam highlighted the distinction between functional management and what she terms “listening-based management.” She explained, “A manager who truly listens not only gains a better understanding of their employees but also creates a space where others can better understand themselves. This is the essential difference between operational management and listening-based management. It is not enough to acquire emotional listening skills — they must be actively applied in meetings, including by giving quieter voices the chance to contribute.”

Prof Zaidman stressed the broader implications for leadership training and organisational culture. “Our findings point to the need for both managers and employees to be trained in authentic listening, not just in how to deliver messages persuasively,” she noted. This shift in emphasis reframes listening as a core professional competency, essential not only for effective communication but also for trust-building and collaboration within teams.

By grounding their research in the lived experiences of high-tech teams, the authors have provided compelling evidence that listening is far more than a polite gesture — it is a powerful driver of communication quality and team performance. Their work suggests that fostering empathetic, attentive, and non-judgmental listening could be one of the most effective ways to strengthen cohesion, engagement, and innovation in the workplace. In short, when leaders listen well, their teams learn to listen well too.

More information: Osnat Bouskila-Yam et al, Listening in team meetings – what is the team leader’s influence? Journal of Communication Management. DOI: 10.1108/JCOM-02-2024-0032

Journal information: Journal of Communication Management Provided by Reichman University

Language’s Impact: The Influence of CEO’s Written Statements on Investor Sentiment

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A recent study presents a crucial insight for CEOs and corporate leaders aiming to establish trust with their investors: the language used to outline the company’s future strategies and the medium through which these are communicated can significantly influence investor decisions. Published in the journal Behavioral Research in Accounting, the study was co-authored by Scott C. Jackson, a professor of accounting at UNLV Lee Business School, and colleagues from the University of Massachusetts Amherst.

The research explored how different communication methods affect investor decisions by observing the reactions of 250 past and prospective MBA student investors to the same message from a CEO. The variations included written messages, videos, and audio recordings. The findings revealed that when CEOs and managers employ specific language styles—such as the present tense or active voice—to discuss future events, these events are perceived by investors as more tangible and probable. However, this effect is primarily observed in written communications.

For messages conveyed through video or audio, the impact is lessened as viewers and listeners focus more on the speaker’s vocal and facial expressions rather than the content of the words spoken. According to Jackson, “Written communication carries greater significance in this context. When individuals read about plans described using immediate language, it makes the future seem nearer and more plausible. Conversely, with video or audio, aspects such as tone or body language become more prominent, weakening the message’s effectiveness.”

This study is particularly relevant when regulatory bodies such as the U.S. Securities and Exchange Commission (SEC) and the Federal Trade Commission are intensifying their efforts to enhance transparency in financial and corporate communications. This includes initiatives to eliminate hidden fees and provide more transparent disclosures of risks. The findings also coincide with the SEC’s increasing focus on the language and tone used in public disclosures. As companies progressively use platforms like YouTube, LinkedIn, and earnings calls to share their visions, these messages’ manner and auditory quality are becoming increasingly critical.

Jackson notes, “We tend to believe that video adds a layer of professionalism and credibility. However, in terms of setting expectations for the future, written communication may in fact be more influential.” The implications of this study extend beyond Wall Street and are significant across various sectors and cities.

Take Las Vegas, a city known for its grand announcements regarding new casinos, sports arenas, and tech hubs. Each significant development is backed by a presentation to investors, city planners, and other key stakeholders. This research suggests that the mode and venue of communication could influence perceptions of feasibility or risk associated with these plans. Jackson also draws on historical examples to highlight the broader implications of media on human perception. He references the 1960 Kennedy-Nixon presidential debates, where television viewers preferred the poised, confident appearance of JFK. In contrast, radio listeners, who focused solely on the content of the discourse, felt Nixon was more convincing. This underscores the significant influence of the communication medium, suggesting that written communications hold more sway than previously considered.

More information: Scott C. Jackson et al, Does Temporal Immediacy Impact Investors’ Judgments? It Depends on Communication Mode, Behavioral Research in Accounting. DOI: 10.2308/BRIA-2023-017

Journal information: Behavioral Research in Accounting Provided by University of Nevada, Las Vegas

Unsure How to Excel as a Leader in Zoom Meetings? Effective Communication Is Key, Reveals New Study

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As more organisations adopt remote working, the need for enhanced communication becomes increasingly apparent. The dynamics of teamwork via digital platforms differ significantly from in-person interactions, which prompts the question: how are companies fostering leadership in these virtual environments?

Recent research, a collaborative effort between Binghamton University, other State University of New York institutions, and various research centres has delved into this question. The study’s unique approach sheds light on the fact that in virtual teams, where nonverbal cues are scarce, an individual’s active participation and ability to influence the conversation significantly shape their perception as a leader.

However, it’s not just about dominating the conversation. For leadership to be effective and for team collaboration to flourish, it’s essential that all group members actively contribute. These insights are not just theoretical, but they are poised to inform the development of new training programmes that aim to enhance verbal communication skills in virtual workspaces, thereby improving the structure and effectiveness of virtual teams in practice.

Fuhe Jin, PhD ’23, now an Assistant Professor of Management at The College of New Jersey, emphasises the importance of emergent leadership in online settings. According to Jin, reliance on effective communication is heightened in virtual environments since traditional cues from formal leaders are less observable. For individuals aiming to be recognised as leaders within virtual groups, it becomes essential to monitor how the audience reacts to their contributions closely and to support the ideas of others to facilitate smoother communication.

The research analysed data collected from 51 participants across 12 virtual teams at universities in Tokyo from 2021 to 2022. Findings indicated that team members whose contributions elicited positive reactions such as inspiration or affirmation from their peers were more likely to be identified as emergent leaders, highlighting their pivotal role in team communications.

Researchers employed a cutting-edge machine-learning algorithm to study the verbal dynamics of these virtual teams. The algorithm tracked positive feedback phrases like ‘You are correct,’ ‘Indeed it is,’ and ‘I agree with you,’ and also measured each participant’s engagement and responsiveness levels.

Associate Professor of Entrepreneurship Chou-Yu (Joey) Tsai noted that a critical observation from the data analysis was that mere dominance in team discussions does not necessarily equate to effective leadership. In virtual settings, where nonverbal cues are limited, verbal interactions are more important for all team members. Tsai’s insights underline the importance of mutual understanding within the team, which enhances the perception of leadership and bolsters the leader’s effectiveness.

This research adds a valuable dimension to artificial intelligence studies. As SUNY Distinguished SSIE Professor Hiroki Sayama pointed out, AI can be leveraged to improve human collaboration in teams rather than replace them.

Furthermore, the study suggests that organisations should invest more in developing individuals’ verbal interaction skills and fostering socio-emotional support within teams to cultivate potential leaders better. Sayama remarked on the scientific significance of these findings, noting that leadership emerges from complex interpersonal interactions. This marks a departure from the traditional view that often attributes leadership to specific individual traits such as vision, determination, or charisma, instead highlighting that leadership is fundamentally relational.

More information: Fuhe Jin et al, Leader Emergence in the Digital Realm: Exploring Communication Dynamics via Machine Learning, Academy of Management Proceedings. DOI: 10.5465/AMPROC.2024.17615abstract

Journal information: Academy of Management Proceedings Provided by Binghamton University

Workplace Support Fails to Deter Retaliation Among ‘Stuck’ Employees, Study Finds

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Recent research reveals that employees trapped in undesirable jobs without the possibility of leaving do not experience positive effects from organizational support once they perceive their employer has broken trust. These “stuck” employees, held back due to a lack of alternative jobs, family commitments, or other barriers, constitute more than half of the global workforce. Such individuals are more likely to engage in unproductive behaviours as a form of ‘retaliation’ against perceived organizational injustices, including actions ranging from feigning busyness to damaging equipment and speaking negatively about the company.

Joint studies by The Pennsylvania State University in the USA and the Centre for Responsible Business at the University of Birmingham in the UK have shown that supportive workplace policies do not decrease retaliatory intentions among stuck employees if they feel betrayed by their employer. This research, detailed in the Journal of Business and Psychology, underscores supportive policies’ limitations in changing stuck employees’ behaviour when trust is compromised. Solon Magrizos, Associate Professor of Marketing at Birmingham Business School, notes that while general positive support can reduce retaliation intentions, this effect does not extend to stuck employees when safety is compromised.

The researchers surveyed 327 working adults in the United States, asking them to rate their desire to leave their current jobs, the ease of leaving, and the perceived organizational support at their workplace. The participants were then presented with one of three scenarios involving employer decisions on COVID-19 safety measures, ranging from decisions that enhance safety by retaining protective measures to those that reduce safety by removing restrictions. The third scenario was a control condition in which the employer complied with continued state mandates.

The study’s findings indicate that general perceived organizational support helps buffer adverse reactions to decisions that decrease safety but does not affect stuck employees, who show stronger retaliatory intentions. Caroline Moraes, Professor of Marketing and Co-Director of the Centre for Responsible Business, explains that stuck employees tend to have a more transactional relationship with their employers, making them feel a more profound violation of the social exchange when trust is breached.

This research suggests that while general organizational support might paradoxically increase retaliation intentions among employees who feel unable to leave, it is still crucial for employers to be supportive. Moraes and Dr. Magrizos stress the importance of employers understanding and supporting the unique perspectives and needs of ‘stuck’ employees. This understanding can mitigate negative feelings and improve overall workplace dynamics. They advocate for clear and honest communication, the promotion of self and career development opportunities, and creating avenues for employees to express concerns, which can enhance the workplace for everyone, especially those who feel ‘stuck ‘.

While supportive policies are generally beneficial, it’s important to acknowledge that they may not always curb the retaliatory behaviours of ‘stuck’ employees if these employees perceive a breach of trust, particularly regarding their safety. However, this should encourage employers to implement and maintain supportive policies. Instead, it should reinforce the need for employers to consider the specific dynamics and feelings of their ‘stuck’ employees when making tough decisions. By fostering an environment where all employees feel valued and heard, employers can reduce potential conflicts and enhance organizational health.

More information: Jean M. Phillips et al, Examining Retaliation Intentions Among Stuck Employees, Journal of Business and Psychology. DOI: 10.1007/s10869-024-09971-6

Journal information: Journal of Business and Psychology Provided by University of Birmingham

Reinterpreting Anxiety to Enhance Business Presentations

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Recent research suggests that anxiety, when reframed, can be leveraged as a powerful tool in high-stress scenarios such as business pitches. A study spearheaded by Washington State University demonstrates that entrepreneurs who linked their pitch-related anxiety to their deep passion for their projects were rated higher by judges and more likely to receive funding recommendations.

The study, published in the Journal of Business Venturing, explored the concept of emotion reframing. This technique involves entrepreneurs recognising that their anxiety is partially driven by how much the project means to them. The research contrasts this approach with other anxiety management strategies, such as suppression or distraction, which appeared to be less effective, according to the findings.

Lily Zhu, the study’s lead author and researcher at WSU’s Carson College of Business, emphasised the potential benefits of understanding and utilising emotions constructively. “Emotions are not your enemies. They can be your friends,” Zhu remarked, suggesting that a deeper understanding of one’s emotions could transform them into catalysts for positive outcomes.

The study involved a three-part investigation into how anxiety affects entrepreneurial pitches. Initially, the researchers surveyed entrepreneurs on their anxiety management techniques before pitches, finding that most relied on distraction (49%) or physical strategies (40.8%) like deep breathing. Only a tiny fraction (12.2%) reported attempting to reframe their anxiety positively.

Further research was conducted during new venture competitions at business schools in southern California, where it was observed that judges favoured those who reframed their anxiety as an indicator of their commitment to their projects. Another experiment involved college students in a business communications class who made pitches for charitable causes. Students who linked their anxiety to their passion for the cause received higher persuasiveness ratings and were more likely to be recommended for funding.

This reframing did not eliminate anxiety; instead, it became a strategic advantage by aligning it with the entrepreneurs’ passion, thus enhancing their pitch performance. Zhu highlights that raising funds is a critical challenge for entrepreneurs, who often feel a deep psychological attachment to their ventures, viewing their ideas as extensions of themselves.

Zhu’s closing thoughts reinforce the dual nature of anxiety: “Although anxiety can be seen as debilitating or undesirable, there’s a flip side to it: if you are anxious, it is often because you really care.” This insight suggests that, if properly channelled, anxiety can significantly enhance performance by reflecting a profound commitment to the venture.

More information: Lily Yuxuan Zhu et al, Linking anxiety to passion: Emotion regulation and entrepreneurs’ pitch performance, Journal of Business Venturing. DOI: 10.1016/j.jbusvent.2024.106421

Journal information: Journal of Business Venturing Provided by Washington State University

AI has the potential to enhance services for vulnerable customers

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Artificial intelligence has evolved into a multifaceted tool within the business sector, pivotal for enhancing sales, streamlining operations, and engaging with clientele. However, recent investigations conducted by Texas McCombs have unveiled a novel application of AI in the corporate realm: its capability to contribute towards societal welfare.

This innovative utility of AI facilitates corporations’ more effective catering to the needs of vulnerable consumers, defined as individuals in the marketplace who encounter obstacles in accessing and managing resources.

Gizem Yalcin Williams, an assistant professor of marketing at Texas McCombs, has developed an AI framework for corporations alongside colleagues Erik Hermann from ESCP Business School in Berlin and Stefano Puntoni from the Wharton School at the University of Pennsylvania. This framework aims to pinpoint vulnerable consumers, tailor services to their unique requirements, and diminish the risks of discrimination and inequality.

Williams articulates that AI’s value extends beyond its operational and financial advantages, highlighting its potential to promote social welfare and encourage businesses to adopt socially responsible practices. By enhancing the accessibility, interactivity, and dynamism of customer service, AI equips vulnerable consumers with the necessary tools to comprehend information better, thereby enabling more informed decision-making. For instance, specific AI applications allow companies to analyze consumer voices and reactions, offering real-time feedback and advice to customer service representatives on improving their interactions.

The framework introduces several key concepts, including that vulnerability can fluctuate, influenced by cognitive, physical, or emotional factors, such as job loss, relationship breakdowns, or grief. “Vulnerability varies in duration and severity, but essentially, it can affect anyone,” Williams notes. That redefined perspective on vulnerability paves the way for AI technologies to impact society positively. Through advanced machine learning and natural language processing algorithms, AI is uniquely positioned to identify vulnerable consumers and assist staff in delivering more effective and empowering customer service.

The framework also highlights the importance of assessing risk, as customer service agents are frequently unaware of interacting with vulnerable consumers. AI can conduct real-time analysis of consumer communications, employing cues to generate a risk score for agents. Additionally, when AI identifies a vulnerable consumer, it can offer tailored advice to agents, suggesting specific actions to provide extra support.

Implementing and integrating AI into customer service systems demands investment, but it offers substantial benefits. Businesses can reap financial and reputational rewards by recognizing vulnerability and guiding consumers through challenging periods. Williams asserts, “Doing good often results in positive outcomes.” Businesses that utilize AI to support their vulnerable customers can anticipate beneficial effects, including increased loyalty, enhanced customer satisfaction, and higher profits.

More information: Erik Hermann et al, Deploying artificial intelligence in services to AID vulnerable consumers, Journal of the Academy of Marketing Science. DOI: 10.1007/s11747-023-00986-8

Journal information: Journal of the Academy of Marketing Science Provided by The University of Texas at Austin