TPM components, TPM keys Research Paper Example | Topics and Well Written Essays - 1000 words

TPM components, TPM keys - Research Paper Example Attestation on the other hand is a verification process of the computer’s trustworthiness and determining if it has been breached or not. Other devices such as network equipment and mobile phones can be computed using TPMs (Trusted Computing Group, 2012). In summary, the TPM has four main functions which include platform monitoring, secure storage, encryption operations and authentication services (Hewitt, 2006). Operations on sensitive data can only take place in special locations, called shielded locations, which must be incorporated in the TPM. It should be impossible for user programs to access these locations. Protected capabilities are the set of commands which one can use to access the shielded locations. This set of commands protect the shielded locations and report integrity measurements at the same time. The TPM has several major components which are illustrated in the following diagram. TPM COMPONENTS The SecureI/O component It is a control component that manages th e TPM’s information flow to the outside and also controls and routes internal signals (Hewitt, p.3). The I/O encodes and decodes the information passing over the internal and external buses (Gunupudi, p.11). The Cryptographic Co-Processor This is a major subdivision of the TPM containing various cryptographic engines. The RSA key generator, RSA encryption/decryption and SHA-1 engine must be included in its functionality (Microsoft 2012). Other asymmetric algorithms such as DSA or elliptic curve, are allowed by the specification. The strength of 2048 bit RSA key should be the threshold of all storage and identity keys as this is enough to offer sufficient protection from malicious access. Digital signatures and encryptions are made using the RSA algorithm. If RSA encryption is not used when a signing is done within the TPM, it stands the risk of being rejected by other TPM devices. The engine must support key sizes ranging from 512,768, 1024 and 2048 bits. The minimum recommen ded size is 2048 bits. The specified public exponent of RSA is (2raised to 16 +1). The SHA-1 engine requires 160-bit keys and provides the primary hash algorithm used by the TPM. The implementations of the HMAC engine are dictated in RFC 2104. It involves turning a keyless hash function in to a keyed hash by incorporating a cryptographic key. This will allow the chip to detect proof of knowledge of Auth Data and also ensure that authorized incoming requests have not been tampered with (Hewitt, p.4). The TPM also uses the symmetric encryption algorithm internally because they cannot have user-accessible interfaces. They are used in encrypting internal data that was fed in to the TPM from an outside source and encrypting authentication exchanges. Other algorithms such as AES are allowed by the specification depending on the sufficiency preference of the implementer (Hewitt, p.5). The Key Generator It’s a protected capability function that manages the generation of keys and nonc e (Gunupudi, p.12). The keys generated are used for encryption.The specification of the key generator is not strict. It however emphasizes that data that has existed in a non-protected location as a key should not be used. The specification also requires that all nonces be from the TPM’s Random Number Generator (Hewitt, p.5). The Random Number Generator It’s the source of entropy in the TPM (Gunupudi, p.12). It consists of a post-processor with a hashing

Organizational Behavior and HR in Sony Corporation Assignment

Organizational Behavior and HR in Sony Corporation - Assignment Example Kalyanaram and Gurumurthy (2008) offer that businesses that are the first to market in certain industries have a significant competitive advantage over competitors. Theory indicates that when buyers perceive a satisfactory product or achievement of effective customer service, risk averse customers often develop attachments to the pioneering product or brand; therefore they are unwilling to switch to new late movers’ products. Oftentimes, these buyers assess the late entrant against the first mover with adverse assessments in favour of the pioneer (Kalyanaram and Gurumurthy 2008). Sony was not able to launch innovative products (such as the LCD television) before competition, therefore the market had established brands with positive consumer sentiment about the brands that is difficult to undo for a late mover. The presence of competitive product offerings and new innovative products is what served as the first catalyst for change at the firm that required restructuring to meet and adapt to market needs more rapidly. Slocum and Lei (2005) reinforce the dangers of increased globalisation that make change a constant phenomenon, especially for businesses that operate in multiple business divisions and product categories, such as the conglomerate Sony. Industries are defined in theory as â€Å"ecosystems through which businesses compete for customers and are significantly inter-dependent based on changes in local or international markets† (Slocum and Lei 2005, p.35). Globalisation opens new markets for new competitive entrants into a market, breaking down the political barriers or improving supply networks that facilitate more rapid and cost-effective production with competition. Sony was witnessing many new market entrants offering unique products that were gaining attention and recognition from important revenue-building markets, essentially shortening the product life cycle of many of its previously-profitable products such as the PlayStation gaming console and older cathode ray tube television sets. Sony was now facing competition that sustained the resources and talents needed to produce innovative products. This challenge of competitive innovations was built through increased globalisation, thus Sony could no longer sustain the growth of existing Sony products, forcing the business to be more adaptable and flexible in providing similar competitive products. Consumer markets were favouring competitive products which continued to erode market share from Sony, making change driven by competitive product introductions forcing the need for continuous change practices to be developed in order to remain relevant in its technology markets. As market circumstances continue to evolve, contingency theory states that the organisation’s internal structure must adapt in order to remain competitively relevant (Buchanan and Huczynski 2010). It was not until the new CEO Howard Stringer joined Sony that the business became aware that continuous change in the external market was causing a need for rapid internal restructuring in order to adapt properly to market conditions and more prevalent competitive practices in manufacturing and marketing. Sony relied heavily on its electronics division to generate profitability, therefore the business was forced to centralise decision-making so that the electronics division maintained authority over key areas of business. The business could no longer respond quickly enough to meet competitive actions in the market,