Incentives and Barriers to the Adoption of Digital Terrestrial Television in Portugal: Perspectives of the stakeholders involved in the transition process

The success of the transition from analogical terrestrial television to digital terrestrial television – process also known as switch-over – requires the identification of barriers and drivers among the impacted population. Therefore, the study in which this article is based had as main purpose to understand exactly what are those barriers, in order to produce a valid contribution to the several decision makers, and to be able to contribute to a more inclusive television, accessible and transversal to the whole of the population. In that sense, one of the phases of the project consisted in several interviews to key stakeholders in the transition process, the results of which and subsequent recommendations are presented in this article.

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.

2007-2026 Global market forecast : Airbus

The main drivers of tomorrow's traffic growth - Growing Middle East passenger and cargo hubs - Asia: a new economic paradigm in the making - LCCs in Asia growing in number and traffic share - Accelerating deregulation in Asia - Continuing high growth rate for domestic China and emerging China international outbound traffic.