Search for Articles:
Title / Keyword
Author / Affiliation / Email
Journal
Article Type
 
 
Advanced Search
 
Section
Special Issue
Volume
Issue
Number
Page
 

Saved Queries

Sign in to use this feature.

Search Filter Reset All

Years

Between: -

Subjects

remove_circle_outline
remove_circle_outline
remove_circle_outline
Add Subjects Reset
Select Subjects

Journals

remove_circle_outline
remove_circle_outline
Add Journals Reset
Select Journals

Article Types

remove_circle_outline
Add Article Types Reset
Select Article Types

Countries / Regions

remove_circle_outline
Add Countries / Regions Reset
Select Countries / Regions
Update Search
share announcement

Search Results (3)

Search Parameters:
Keywords = Greek telecommunication industry

Order results
Result details
Results per page
Show export options expand_more Show export options expand_less
Select all
Export citation of selected articles as:
20 pages, 927 KB  
Article
Network Tower Sharing Analysis in Greece: A Structure–Conduct–Performance Approach
by Vasileios Argyroulis, Antonios Kargas and Dimitris Varoutas
Network 2025, 5(1), 7; https://doi.org/10.3390/network5010007 - 20 Feb 2025
Viewed by 1650
Abstract
The paper intends to contribute to readers’ comprehension of the Greek telecommunications market, focusing on the strategic decisions associated with network tower-sharing analysis in Greece. The Greek telecommunications industry is described for the first time following the Structure–Conduct–Performance (SCP) paradigm of Industrial Organisation [...] Read more.
The paper intends to contribute to readers’ comprehension of the Greek telecommunications market, focusing on the strategic decisions associated with network tower-sharing analysis in Greece. The Greek telecommunications industry is described for the first time following the Structure–Conduct–Performance (SCP) paradigm of Industrial Organisation (IO), as a methodological tool of analysis. In that respect, an SCP model in its extended form is constructed, aiming to examine how structure, conduct, and performance interrelate to each other. More precisely, the SCP model explains how strategic decisions regarding tower infrastructure sharing between 2013–2022 were developed, as a result of a series of interactions and feedback effects, amongst market structure, operators’ conducts, and performances, resulting in strengthening competition and reshaping market structure with the entrance of a new player in the Greek mobile market, an independent TowerCo (Athens, Greece) in Greece. International tendencies and competition issues influencing domestic growth potentialities and alternative operators’ concentration will be addressed, too. The paper concludes with presenting a basically qualitative, explanatory interpretive analysis of the perspectives of network tower-sharing analysis in the Greek telecommunication industry, including policy recommendations for the near future and thoughts on future research, as well. Full article
►▼ Show Figures

Figure 1

13 pages, 577 KB  
Article
Gen Z Employee Adaptive Performance: The Role of Inclusive Leadership and Workplace Happiness
by Kleanthis K. Katsaros
Adm. Sci. 2024, 14(8), 163; https://doi.org/10.3390/admsci14080163 - 29 Jul 2024
Cited by 12 | Viewed by 11978
Abstract
By drawing on the social exchange theory, this paper suggests a mediation model to examine the role of workplace happiness (i.e., work engagement, job satisfaction, and affective organizational commitment) in the relationship between inclusive leadership and Gen Z employee adaptive performance. Data were [...] Read more.
By drawing on the social exchange theory, this paper suggests a mediation model to examine the role of workplace happiness (i.e., work engagement, job satisfaction, and affective organizational commitment) in the relationship between inclusive leadership and Gen Z employee adaptive performance. Data were collected from 305 Gen Z employees in the Greek telecommunications industry and their supervisors in three sequential phases. The research findings suggest that workplace happiness partially mediates the relationship between inclusive leadership and Gen Z employee adaptive performance. The results indicate that should leaders and managers manage to positively influence Gen Z employees’ work engagement and job satisfaction by employing inclusive strategies and procedures, they will increase their adaptive performance during change. Relevant suggestions are made. Full article
(This article belongs to the Special Issue Diversity, Equity & Inclusion and Its Perception in Organization)
►▼ Show Figures

Figure 1

14 pages, 858 KB  
Article
Employer Branding Implementation and Human Resource Management in Greek Telecommunication Industry
by Antonios Kargas and Alexios Tsokos
Adm. Sci. 2020, 10(1), 17; https://doi.org/10.3390/admsci10010017 - 20 Mar 2020
Cited by 23 | Viewed by 8251
Abstract
Even though employer branding has its origins back to the 1990s, only after 2001 did it become a hot topic for human resource (HR) management. Ever since, a series of researchers and professionals have made an effort to understand how the image that [...] Read more.
Even though employer branding has its origins back to the 1990s, only after 2001 did it become a hot topic for human resource (HR) management. Ever since, a series of researchers and professionals have made an effort to understand how the image that job seekers have about employers is shaped and what benefits arise from this bilateral relationship. The Greek business environment delayed adoption of the most recently developed HR techniques, as a result of the economic crisis, and resulting decrease in working manpower, as well as budget reductions for HR. Only in the past few years have some of the leading companies in several business sectors started to implement employer branding as part of their corporate strategy. The current study aims to present how employer branding is actually under implementation in one of the most dynamic, national sectors—the telecommunication industry. Interviews in HR departments were conducted in order to collect (a) qualitative information regarding how employer branding is perceived and what results are expected from its implementation, as well as (b) quantitative data regarding its usefulness on attracting and choosing candidates, as well as evaluating existing employees. Results indicate that even though employer branding implementation is still an ongoing procedure, it has already started to transform HR departments’ operational logic. Full article
►▼ Show Figures

Figure 1

Show export options expand_more Show export options expand_less
Select all
Export citation of selected articles as:
 
Displaying article 1-50 on page 1 of 1.
Back to TopTop