Local People Participation Through Equity in Private Mobile Telecommunication Companies - Towards Effecting the Tanzania National Development Vision of 2025: An Assessment of Legal Barriers

2015 ◽  
Author(s):  
Clemence Melchior Mango
Keyword(s):  
National Development ◽  
Local People ◽  
Mobile Telecommunication ◽  
People Participation ◽  
Telecommunication Companies ◽  
Legal Barriers

scholarly journals The tangled web of mobile telecommunication mergers: Hutchison Whampoa, Telefónica and BT

Info ◽  
2016 ◽  
Vol 18 (2) ◽  
pp. 17-37 ◽  
Author(s):  
Peter Curwen ◽  
Jason Whalley
Keyword(s):  
Secondary Data ◽  
Mobile Telecommunication ◽  
Mobile Telecommunications ◽  
Content Type ◽  
The Public ◽  
Secondary Sources ◽  
Corporate Strategies ◽  
Telecommunication Companies ◽  
Telecommunications Market ◽  
The Uk

Purpose – This paper aims to demonstrate how consolidation within Europe’s mobile telecommunication markets requires willing buyers and sellers. Design/methodology/approach – After highlighting the resurgence in merger and acquisition (M & A) activity in mobile telecommunications, the paper draws on a variety of secondary sources to analyse the strategies of three companies. Findings – The paper highlights the interwoven nature of the strategies of three companies: BT, Hutchison Whampoa and Telefónica. BT has returned to the mobile telecommunications market in the UK, with the company it did not acquire being purchased by Hutchison. As Hutchison implements a “double or quits” strategy in Europe, it has acquired operations from Telefónica, which, in turn, has exited most of its non-Spanish European operations to focus on Latin America. Research limitations/implications – The paper relies on secondary data and thus highlights the challenges of doing so and the need for more information regarding M & As to be in the public domain. Practical implications – There is a need to adopt a sector-wide or regional approach for analysing the strategies of telecommunication companies. Originality/value – The paper uniquely provides an overview of three corporate strategies to show how they interact with one another.

Managing Telecommunications for Development: An Analysis of Intellectual Capital in Nigerian Telecommunication Industry

2016 ◽  
Vol 15 (01) ◽  
pp. 1650010
Author(s):  
Olunifesi Adekunle Suraj
Keyword(s):  
Growth Rate ◽  
Intellectual Capital ◽  
Knowledge Creation ◽  
Business Performance ◽  
National Development ◽  
Partial Least Square ◽  
Annual Growth Rate ◽  
Average Growth ◽  
Main Challenge ◽  
Telecommunication Companies

The study examines the role of intellectual capital (IC) management in explaining the mismatch between performances of the Nigerian telecommunications industry’s annual growth rate (16.3%) and that of the nation’s economic average growth rate (4.3%) over the last two decades (1986–2010). Through a previously published research instrument, data were collected from 320 managers from 29 telecommunication companies using stratified random sampling technique. The major findings of the study as highlighted by the regression analysis (Partial Least Square techniques) of the data, revealed that the sampled telecommunication companies lack the organisational know-how and communication aptitude to leverage their embedded organisational knowledge (Structural capital) into business performance ([Formula: see text], [Formula: see text]) notwithstanding their knowledge creation and retention strategies. Hence, Knowledge utilisation rather than knowledge creation appears the main challenge of the industry which has made it perform below expectation despite the industry’s tremendous infrastructural investment. The study thereby recommends that policy makers and telecommunication managers should begin to analyse the economic impact and contribution of IC in the sector as a means of boosting the sector’s corporate business performance in the overall aim of accelerating the nation’s economic development. Moreover, as a way of addressing this obvious managerial inadequacy, the study recommends the position of Chief Knowledge Officer to be saddled with responsibility of effectively leveraging knowledge generated in the industry for optimum organisational performance and national development.

INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYER BRANDING IN THE MOBILE TELECOMMUNICATION SECTOR IN KENYA

2017 ◽  
Vol 2 (1) ◽  
pp. 13
Author(s):  
Dr. Dinah Chebet Keino ◽  
Dr. Hazel Gachunga ◽  
Dr. Kennedy Ogollah
Keyword(s):  
Organizational Culture ◽  
Data Analysis ◽  
Computer Software ◽  
Target Population ◽  
Team Work ◽  
Working Environment ◽  
Mobile Telecommunication ◽  
Employer Branding ◽  
Telecommunication Sector ◽  
Telecommunication Companies

Purpose: The purpose of the study was to establish the effect of organizational culture on employer branding in the mobile telecommunication sector in Kenya.Methodology: The study used descriptive design. The data collection instrument used was questionnaire. Census study method was used. The target population was only the top, middle and lower level managers in the mobile telecommunication sector totaling to three hundred and ninety (390). A pre-test and pilot survey was conducted. Data analysis involved statistical computations for averages, percentages, and correlation and regression analysis. Statistical computer software (SPSS) was used in data analysis. Analyzed data was presented using tables, charts and graphs.Results: Results revealed that in most telecommunication companies in Kenya employee’s work as a team, rather than hierarchy. The results also revealed that in most Mobile telecommunication companies in Kenya people are viewed as an important source of competitive advantage. The results also revealed that most telecommunication companies in Kenya have consistent core values. The results also showed that majority agreed with the statement that Work is organized so that each person can see the relationship between his or her job and the goals of the organizationUnique Contribution to Theory, Practice and Policy: The Mobile telecommunication sector in Kenya should have clear well communicated long term vision as well as formal and structured induction, orientation and familiarization process. The study also recommends that the mobile telecommunication companies in Kenya should enhance strategy fit culture, involve the employees in decision making and in addition, strive to maintain good working environment, flexible work schedule, and refreshing atmosphere which will boost employee’s morale and encourage team work. Finally, the findings should also be used in comparison with the performance of other companies like the manufacturing and academic institutions in kenya in relation to Human resource practices, organizational culture and employer branding.

scholarly journals Disclosure Practices of Mobile Telecommunication Companies with Special Reference to Grameenphone Ltd.

2013 ◽  
Vol 2 (1) ◽  
pp. 61-75
Author(s):  
Taposh Kumar Neogy
Keyword(s):  
Special Reference ◽  
Balance Sheet ◽  
Annual Reports ◽  
Mobile Telecommunication ◽  
Classification Code ◽  
Income Statement ◽  
Significant Difference ◽  
Measurement And Analysis ◽  
Telecommunication Companies ◽  
The Difference

This discussion highlights on the measurement and analysis of the nature of disclosure of the Grameenphone Ltd. during the period under study.  The annual reports of the Grameenphone Ltd. were analyzed to determine the extent to which contained the items of information included in the disclosure index of the Grameenphone Ltd. during the period under study. An index of disclosure has been constructed to measure the extent of disclosure of Grameenphone Ltd. For analyzing the nature of disclosure of Grameenphone Ltd. researcher have analyzed the different part of disclosure index such as company profile items, accounting policy items, balances sheet assets items, balance sheet liabilities items and income statement items both debit and credit items. This study shows that the disclosure score of the Grameenphone Ltd. is satisfactory and there was significant and not significant difference in disclosure score between the difference years during the period under study of various items of disclosure index. GEL Classification Code: M41; M48

Fuzzy Prediction of Insolvent Customers in Mobile Telecommunication

2014 ◽  
Vol 5 (3) ◽  
pp. 1-23
Author(s):  
Walid Moudani ◽  
Grace Zaarour ◽  
Félix Mora-Camino
Keyword(s):  
Mathematical Formulation ◽  
Noisy Data ◽  
Classification Problem ◽  
Customer Behavior ◽  
Classification Model ◽  
Business Rules ◽  
Mobile Telecommunication ◽  
Telecommunication Companies ◽  
Comparison Of The Results

This paper presents a predictive model to handle customer insolvency in advance for large mobile telecommunication companies for the purpose of minimizing their losses. However, another goal is of the highest interest for large mobile telecommunication companies is based on maintaining an overall satisfaction of the customers which may have important consequences on the quality and on the consume return of the operations. In this paper, a new mathematical formulation taking into consideration a set of business rules and the satisfaction of the customers is proposed. However, the customer insolvency is defined to be a classification problem since our main purpose is to categorize the customer in one of the two classes: potentially insolvent or potentially solvent. Therefore, a model with precise business prediction using the knowledge discovery and Data Mining techniques on an enormous heterogeneous and noisy data is proposed. Moreover, a fuzzy approach to evaluate and analyze the customer behavior leading to segment them into groups that provide better understanding of customers is developed. These groups with many other significant variables feed into a classification algorithm based on Rough Set technique to classify the customers. A real case study is considered here, followed by analysis and comparison of the results for the reason to select the best classification model that maximizes the accuracy for insolvent customers and minimizes the error rate in the misclassification of solvent customers.

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