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NATIONAL AND KAPODISTRIAN UNIVERSITY OF ATHENS
SCHOOL OF SCIENCES
DEPARTMENT OF INFORMATICS AND TELECOMMUNICATIONS
PROGRAM OF POSTGRADUATE STUDIES ECONOMICS AND ADMINISTRATION OF TELECOMMUNICATION NETWORKS
Organizational Structure, Operational Strategy, Indexes and Forecasting in the Telecommunication Market
Antonios D. Kargas
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Organizational Structure, Operational Strategy, Indexes and Forecasting in the
Antonios D. Kargas
SUPERVISOR: Dimitrios Varoutas, Assistant Professor UoA
THREE-MEMBER ADVISORY COMMITTEE: Dimitrios Varoutas, Assistant Professor UoA Emmanouel Athanasiou, Assistant Professor UoA Nikolaos Eriotis, Associate Professor UoA
SEVEN-MEMBER EXAMINATION COMMITTEE
Thomas Sfikopoulos, Professor UoA
Nikolaos Filippas, Professor UoP
Dimitrios Giokas, Professor UoA
Michael Sfakianakis, Professor UoP
Nikolaos Eriotis, Associate Professor UoA
Emmanouel Athanasiou, Assistant Professor UoA
Dimitrios Varoutas, Assistant Professor UoA
Examination Date 28/11/2014
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During the last two decades of the 20th century, economies globalization, markets deregulation and the privatization of governmental monopolies, have significantly changed the way companies and markets, work. The new, complicated competitive environment intensified the need for operational control, but moreover the need for comprehension of the competition.
Historically, the traditional financial tools (profit indexes, return of investment, etc.), which have been the most important source of information for the administrative executives, proved to face limitations compared to the market needs. Scientists realized that the pressure for immediate financial profitability could lead to short-term results, but this could undermine the companys ability to produce future economic value, through the sustainable development of elements, such as organizational culture. In the modern, globalized, business environment, where firms compete for a sustainable competitive advantage, profits are still thought to be important, but the way they are obtained, is considered to be first priority.
Telecommunications providers should take into consideration these operational changes, and to adopt, soft core factors, such as organizational culture. Managers should be able to give solutions in problems related to the coordination between organizational characteristics and desirable business strategy, as well as to answer the question how this coordination can prevail intensive market competition. Furthermore, understanding leaderships role is of high importance, in order to understand the way managers formulate operational structures and the relationships with external associates (customers, suppliers, competitors and state). Moreover, managers and regulators should have the ability to understand how organizational characteristics, such as size and age, affect perceived work conditions, so as to develop financially effective structures and to obtain the best operational result.
Under these circumstances, telecommunication industry has been selected, in order to understand and present its organizational structure, operational strategy and its main business indexes. The specific industry has been chosen as a representative of the whole market because of its substantive organizational and business characteristics that permit international comparisons. The market is characterized by free and intense competition, while no entry barriers exist. The technological, economic and regulatory developments affect directly the market, and phenomena of acquisitions, mergers and strategic alliances redefine its boundaries. In most developed as long as in the developing countries, telecommunication product is a validated entrepreneurial and consumable product, while its usage can determine the countries overall economic potentials (in terms of Gross Domestic Product), according to several studies. Finally, the telecommunications market is mature, as it has made its way from quantitative financial indexes to a multifactoral system, which consists of both quantitative and qualitative indexes. This fact allows conducting research; in order to conclude about a firms competiveness and business success, but moreover on how these can be achieved.
Organizational structure and operational strategy, have been determined by measuring fixed and mobile operators organizational culture, along with their in between interactions. The studys aim is to understand the specifications of: a.) each company, b.) each industry (fixed-mobile telephony) and c.) the market as a whole. Organizational
structure, operational strategy and efficiency indexes are determined through the interdependent relationship between organizational culture and:
markets competition level,
market orientation and
All these are examined in order to determine strategies or / and business practices that will enable: researchers to make international comparisons, administrative executives to practice effectively their duties and regulators to define measures for attaining a better level of competition, according to markets characteristics.
SUBJECT AREA: Industrial Organization (L) and Microeconomics (D) with emphasis on
firm objectives, organization, production and behavior (L2 & D2)
KEYWORDS: organizational structure, operational strategy, organizational culture,
indexes & forecasting, telecommunication market
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 Kiriakidis Michail and Antonios D. Kargas, Greek GDP Forecast Estimates, Applied Economics Letters, vol 20, no 8, 2013,
 Antonios D. Kargas, Athanasios Papadimitriou, The Relationship between Organizational Culture and Market Orientation in the Greek Telecommunication Industry Netnomics, Springer, vol. 13, no 1, 2012,
 A. Papadimitriou, I. Maroulas, A. D. Kargas, Marketing Orientation in the Greek Telecommunication Market in International Journal of Decision Sciences, Risk and Management (IJDSRM), Volume 1, Nos. 3/4, 2009.
 Antonios D. Kargas, Dimitrios A. Pardalis, "Organizational Culture and its Relationship with Financial Statement: The Greek Case" European Journal of Management (EJM), Volume 9, Number 1, 2009.
.2 (Book Chapters)
 Antonios D. Kargas, Dimitrios Varoutas, Chapter XIX, Title: The Role of Organizational Culture to the Management of Telecommunication Companies: Background and Motivation in Handbook of Research on Telecommunications Planning and Management for Business, In Lee (Eds), ISBN 978-1605661940, IGI-Global, 2009, USA.
 Antonios D. Kargas, Dimitrios Varoutas, Chapter XX, Title: The Role of Organizational Culture to the Management of Telecommunication Companies: Applications and Case, in Handbook of Research on Telecommunications Planning and Management for Business, In Lee (Eds), ISBN 978-1605661940, IGI-Global, 2009, USA.
 Antonios D. Kargas, Konstantinos P. Kostakos, Organizational Culture and Leadership: the case of Greek Telecommunication Companies, 7th International Conference on Applied Financial Economics (AFE), 01-03 July 2010, Samos, Greece
 Antonios D. Kargas, Dimitrios A. Pardalis, GR GAAP vs IFRS: The cultural impact of IFRS 37 & IFRS 19 on Hellenic private hospitals financial statement, IABE 2010, International Academy of Business and Economics, 04-06 June 2010, Bangkok, Thailand
 Antonios D. Kargas, Konstantinos P. Kostakos, The importance of Organizational Culture to Business Practices at the Telecommunication Industry: Mergers & Acquisitions, 6th International Conference on Applied Financial Economics (AFE), 02-04 July 2009, Samos, Greece
 Antonios D. Kargas, Dimitrios Varoutas A Link between Organizational Culture and Leadership: Evidence from Greek Telecommunication Industr