Mobile Internet : perspectives from the Stakeholders

Mobile internet represents a major new trend in communication technologies use and consumption, but few evidence exists that confirms claims of novelty and social change in association with this technology use. This paper characterizes the use of mobile internet in a southern European country and associated patterns of use, focusing both on users’ profiles, forms of access, motivations to use and most popular activities undertaken via this technology, from a diffusion of innovations and social adoption of technologies perspectives, and tries to compare mobile it with fixed access to the internet in order to validate possible transformations that point to new social configurations. We seek to understand the way stakeholders perceive and characterize the European context of mobile internet. The depicted study involved a qualitative stage consisting of a set of interviews with mobile communications industry representatives and market research community in the country. These interviews were analysed in Nvivo, leading to the following eleven main categories that are explored throughout the paper: smartphones in Europe, mobile internet in Europe, users profiles, obstacles to the spread, forms of access, forms of use, motivations to use mobile internet, limitations of smartphones, apps, digital divide VS digital union and predictions for the future, as well as several subcategories forming a tree categorization. According to the data collected, mobile phones’ sales are decreasing in Europe and worldwide but on the other hand smartphones are having an exponential growth which leads to the democratization of internet access via mobile devices. As a consequence of this, it is believed that mobile internet access will soon exceed the fixed one. Mobile internet users are multiplatform, they exploit all the possibilities of mobility and they are spending less time on computers. The main obstacles to the spread of mobile internet are the high prices of price plans and there is still a lack of information and knowledge regarding the service. Mobile internet users are developing new online surfing behaviours based on apps and less in browsers and social networks represent a very high share of internet traffic through mobile phones. With mobility, “dead time” is turning into useful time and users are more likely to be available to try new services and analyze products. Innovative services concerning geolocation, consumerism, share and relationships are growing and it is necessary to highlight that mobile internet allows calling and texting, which can turn telecommunications companies into the role of Dump Pipes. This exploratory design raises questions in relation with mobile internet access and its social consequences, and provides interesting indicative research results relevant for future research in this area.

Innovation, talent attraction and retention

The success of an organization isn’t, in most cases, only shown trough their profits. Today the value of a company, with respect to its market value exceeds their financial quality. Intellectual capital is a major share in the value of the company. Managing employees with an emphasis on intellectual capital and talent is an emergency that arises in the path of human resource managers. The definition of intellectual capital and talent, leads us, first, to a high IQ (Intelligence Quotient), good schools and / or university results. But the intellectual capital and talent of an employee must be linked to his ability, to high performance and good results. How to manage, attract and keep these employees in organizations is also something that requires talent. Now, the basic skills of employees aren’t sufficient for competitive companies. There are currently required higher levels of skills, because there are a growing number of activities that involve "knowledge work". Most companies in the world have a great challenge for the coming years: the challenge of scarcity of talent. The most competitive companies will be those that have the most talented employees. In terms of originality, this paper aims to create discussion about the relationship between talent attraction, talent retention and innovation, as drivers of business competitiveness. The research is based on the categorization methodology defined by Yin (2003) as single case study carried out in a company that is specialized in high precision components.The findings presented here show a strong link between talents attraction, talents retention and innovation.