Evaluation of Binocular Eye Trackers and Algorithms for 3D Gaze Interaction in Virtual Reality Environments

Tracking user’s visual attention is a fundamental aspect in novel human-computer interaction paradigms found in Virtual Reality. For example, multimodal interfaces or dialogue-based communications with virtual and real agents greatly benefit from the analysis of the user’s visual attention as a vital source for deictic references or turn-taking signals. Current approaches to determine visual attention rely primarily on monocular eye trackers. Hence they are restricted to the interpretation of two-dimensional fixations relative to a defined area of projection. The study presented in this article compares precision, accuracy and application performance of two binocular eye tracking devices. Two algorithms are compared which derive depth information as required for visual attention-based 3D interfaces. This information is further applied to an improved VR selection task in which a binocular eye tracker and an adaptive neural network algorithm is used during the disambiguation of partly occluded objects.

Perceived Influence and Friendship as Antecedents of Cooperation in Top Management Teams: A Network Approach

Using the relational dyad as unit of analysis this study examines the effects of perceived influence and friendship ties on the formation and maintenance of cooperative relationships between corporate top executives. Specifically, it is argued that perceived influence as well as friendship ties between any two managers will enhance the likelihood that these managers collaborate with each other. Additionally, a negative interaction effect between perceived influence and friendship on cooperation is proposed. The empirical analyses draw on network data that have been collected among all members of the top two organizational levels for the strategy-making process in two multinational firms headquartered in Germany. Applying logistic regression based on QAP the empirical results support our hypotheses on the direct effects between perceived influence, friendship ties, and cooperative relationships in both companies. In addition, we find at least partial support for our assumption that perceived influence and friendship interact negatively with respect to their effect on cooperation. Seemingly, perceived influence is partially substituted by managerial friendship ties.