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Recent evidence suggests that increasing overall service coverage and promoting access to telecommunications services have a high economic benefit. Overall, it is estimated that a ten percent increase in mobile telephony penetration could increase economic growth by 0.81 percent in developing countries, whereas a ten percent increase in broadband penetration could increase economic growth by 1.4 percent. In rural and low-income areas in particular, not only do basic telephony services and broadband access allow population to connect with relatives and friends, but they have also introduced a dramatic increase in productivity and in many cases have become the only way for small and medium enterprises in rural areas to access national and, in some cases, global markets. Moreover, the impact of access to telecommunications in rural areas on health, education, disaster management, and local governments has allowed better and more rapid responses, improved coordination, and more effective public management. It is therefore worthwhile to take a second look at all possible policy options, both conventional mechanisms (some of which underutilized) as well as new approaches, to determine whether some of them may be relevant for the emerging agenda of universal broadband access. This paper will first address the necessary conditions required to adopt a more ambitious universal access policy in developing countries. After that, a brief account of the main relevant trends in the industry will be made, followed by a description of twelve different mechanisms for project implementation and six different mechanisms for funding of universal access strategies. Then, an evaluation of the mechanisms will be carried out to identify the most suitable ones. Finally, some recommendations to policy makers on implementation of the preferred mechanisms are also drawn from the analysis.

PurposeThis study examines the impact of digital corporate social responsibility (CSR) on social entrepreneurship, organizational resilience and competitive intelligence during the coronavirus disease 2019 (COVID-19) crisis. It also examines the impact of competitive intelligence on social entrepreneurship and organizational resilience.Design/methodology/approachData were collected from telecommunication companies in Jordan with a sample of 223 managers, using Smart-PLS for analysis and testing the research model and hypotheses.FindingsThe results reveal a significant impact of digital CSR on social entrepreneurship. They show that digital CSR significantly impacts organizational resilience. The findings also indicate a significant role of digital CSR in competitive intelligence. This study shows that social entrepreneurship significantly impacts organizational resilience. The results also confirm the impact of competitive intelligence on social entrepreneurship. Finally, the results confirm that competitive intelligence significantly impacts organizational resilience.Originality/valueThis study provides valuable academic and practical insights into digital CSR practices, social entrepreneurship and how to support organizational resilience during crises.

Performance management helps organizations to ensure that they are on the right path. Thus, this requires increasing the ability of organizations to understand their own key indicators to manage and measure their performance. The purpose of this study is to determine the key performance indicators used in Saudi Arabian telecommunication companies. Moreover, it examines whether these indicators impact the overall performance of Saudi Arabian telecommunication companies. This study adopted a quantitative method based on a survey questionnaire. Participants were reached through human resources officers in the telecommunication companies. Questionnaires were distributed to 247 employees at middle and top management levels in Saudi Arabian telecommunication companies using a convenience sampling technique. However, 212 responses were returned completely filled with a response rate of 85.8%. This study used statistical software of SPSS and SmartPLS for data analysis. The results revealed that customer satisfaction, delivery reliability, learning and growth, employee satisfaction, cost, financial performance, flexibility, and quality are the key indicators used in Saudi Arabian telecommunication companies to measure performance. The results also revealed that customer satisfaction, delivery reliability, learning and growth, employee satisfaction, cost, financial performance, flexibility, and quality have an impact on the overall performance of Saudi Arabian telecommunication companies. These indicators can be used to determine the state of organizations, help measure the implementation of strategies, evaluate the organization’s current performance, design strategies for improvement, and evaluate organization’s departments and employees. AcknowledgmentThis paper was supported by the Deanship of Scientific Research, Vice Presidency for Graduate Studies and Scientific Research, King Faisal University, Saudi Arabia [GRANT348].

Information technology is critical to improve and raise the level of strategic performance of organizations. This study aimed to investigate the impact of information technology and information technology dimensions (hardware, software, databases, communication networks, and personnel skills) on the strategic performance of Yemeni telecommunications companies and assess the overall level of information technologies and strategic performance of respective companies. The study adopted a descriptive-analytical approach and used a questionnaire for data collection. The sample of the study comprised 560 employees out of the total population of 2,238 employees in chosen Yemeni companies. The selected employees included CEOs, deputy executive managers, department managers, section heads, supervisors, and specialists due to the relevance of their roles to information technology and strategic performance. Accordingly, 479 questionnaires were successfully retrieved and analyzed. The findings showed that information technology positively impacts strategic performance (R2 = 0.385; p < 0.05), indicating that information technology plays a significant role in enhancing strategic performance. The dimensions (hardware, databases, and personnel skills) have a statistically significant effect on strategic performance (β = 0.212, 0.205, 0.340; p < 0.05), while software and communication networks showed no statistically significant effect (β = 0.043, 0.033; p > 0.05). Additionally, the findings revealed a high level of information technology and strategic performance in Yemeni companies. These findings indicate that Yemeni telecommunications companies place significant emphasis on information technology and strategic performance.

Objective: This study aims to test the interactive role of human capital in the relationship between digital human resource management and organizational ambidexterity in Iraqi telecommunications companies.   Theoretical Framework: In this topic, the main concepts and theories that underlie the research are presented. [Digital human resources management, human capital, organizational ambidexterity] stand out, providing a solid basis for understanding the context of the investigation.   Method: An exploratory analytical approach was used, as the study was based on a stratified random sample of workers from Iraqi telecommunications companies. (350) questionnaires were distributed, and the number of questionnaires retrieved was (20), while those suitable for statistical analysis totaled (330) questionnaires, with a response rate of (90%). advanced statistical program (AMOS. V.26) and statistical program (SPSS.V.26).   Results and Discussion: The results of the study revealed that there is a direct positive influence relationship between (human resource management (digital organizational ambidexterity). The results also showed that there is an interactive role for the variable (human capital) between digital and organizational human resource management ambidexterity). Based on these results, a set of conclusions was formulated and recommendations reached in the study.   Research Implications: The practical and theoretical implications of this research are discussed, providing insight into how the findings can apply or influence practices in the field of HR management and organizational digital ambidexterity. These effects may include companies affiliated with the Ministry of Industry and Minerals and the services they provide.   Originality/Value: The importance of this study arose from the scarcity of studies that attempted to identify and understand the nature of the relationship between the variables (digital human resources management, human capital, organizational ambidexterity), as well as the present study's attempt to address a realistic problem issue that affects directly the performance of workers in Iraqi telecommunications companies.

Objective: Organizational resilience is crucial for the success of any business. However, the existing research on the subject is limited, and a more well-defined and unified paradigm is needed. Therefore, the central goal of this research study is to inspect whether the level of slack resources significantly influences the association between diversification strategy and the organization's ability to build resilience. Methodology: The investigation analyzed a study sample of 291 employees from three different telecommunications firms in Jordan using a quantitative, descriptive, and correlational design to achieve its objectives. Structural Equation Modeling with the Amos 26 software was used to test the research hypotheses. Results: The study has revealed a positive correlation between diversification strategy and organizational resilience. In addition to this, the research has found that slack resources are positively associated with organizational resilience. It has also shed light on the significant mediating impact of slack resources in this relationship. Recommendations: These findings indicate that slack resources can amplify the potential benefits of a diversification strategy, which, in turn, enhances an organization's resilience. The study suggests companies should utilize their slack resources when diversifying into new markets or products. A diversification strategy can enable them to adeptly tackle any challenges that come their way and become more resilient in the long run.

This study investigates the impact of servant leadership on employee performance in mobile telecommunications providers, emphasizing the mediating role of organizational trust and its implications for organizational sustainability. Leadership effectiveness is particularly critical in environments where trust is limited, as it shapes both immediate performance and long-term organizational resilience. Using survey data from 375 employees across three telecom companies in Iraq, the results indicate that servant leadership is positively related to employee performance. Mediation analysis further demonstrates that organizational trust significantly transmits the effect of servant leadership on performance. These results extend current knowledge of leadership dynamics in the telecom sector and underscore the role of trust-based leadership in fostering sustainable organizational outcomes. Based on these insights, a practical framework was developed to integrate servant leadership principles into team-building initiatives, leadership development programs, and organizational systems. This framework not only supports the training of future leaders but also strengthens employee well-being, ethical culture, and long-term sustainability in the telecommunications industry.

In the post COVID-2019 era, companies are making a variety of changes to boost their performance. Companies need to understand that rivalry is for physical and intangible assets, such as intellectual capital, when they want to thrive and succeed in the market. Research on the relationship between intellectual capital and firm performance has become a study that has received wide attention from researchers from various disciplines. The purpose of this research was to analyze how intellectual capital, comprising human, structural and relational capital, affected firm performance in the telecommunications sector during post COVID-2019 era. Quantitative research using a questionnaire survey was used in this study. A valid research instrument was utilized to survey 115 employees from all telecommunications companies in Indonesia listed on the Indonesia Stock Exchange in 2019–2021. Human, structural, and relational capital were hypothesized to have a positive effect on company performance, and their relationship was investigated. Intellectual capital was found to have a statistically significant and positively impacting relationship with firm performance. Recommendations are then made for researchers and practitioners. This research has implications for practitioners. Practitioners can concentrate efforts on the three main components of intellectual capital management. Furthermore, managers in companies, especially telecommunications companies, understand how intellectual resources evolve following current developments and will ultimately positively impact performance. This is one of the very few studies examining the relationship between intellectual capital and firm performance in the Indonesian telecommunications industry and the first to investigate this relationship with perceptual measures in Indonesia.

This book is a compilation of two recently completed works on the convergence of information and communication technology (ICT) (Singh and Raja 2008, 2009). Since then, convergence, the eroding of boundaries among previously separate ICT services, networks, and business practices, has accelerated and deepened. At the time these reports were written, convergence was already a reality and was picking up pace in low-income countries, as in the rest of the world. Now, as this introduction summarizes, broadband networks are reaching deeper into previously unserved areas. The growing number of people connected to broadband networks are consuming, sharing, and creating new multimedia content and applications. And they are doing this on handheld and portable devices that are less costly and do more than before. All sorts of users, governments, businesses, individuals, and ICT firms, are looking to cut costs while capturing greater value. Taken together, these trends indicate that convergence is set to accelerate even through the ongoing global economic downturn. Countries that enable convergence through appropriate policy and regulatory responses will realize significant benefits in terms of expanded access, lower prices, and greater competition. Chapter two of this book focuses on the strategic implications of convergence and possible policy responses. Chapter three focuses on emerging regulatory practices facilitating multiple plays, or the provision of multiple services, such as voice telephony, broadcasting, and Internet access, by one operator over a single communications network, typically telephone or cable television but increasingly mobile and fixed wireless networks. The book concludes by presenting several best-practice principles for regulatory responses to multiple plays and, to some extent, to convergence more generally. Indeed, the main task for regulators is to remove artificial barriers and restrictions that are remnants of legacy regulation, thus clearing the way for market forces to play out, promoting the public interest, and leading to the realization of a range of benefits for users.

Objective: This study aimed to establish that innovation is a major axis that supports the competitive advantage of telecommunications companies, enabling them to launch innovative products and services that meet and exceed customer expectations. It helps improve the quality of services, reduce costs, and exploit new market opportunities, such as new generation networks. Innovation also enhances flexibility and adaptability, which prepares companies to effectively meet market challenges. Methods: The study included a random sample of employees of Palestinian telecommunications companies out of 3,000 employees. 350 responses were collected through an electronic questionnaire and a personal interview, 341 of which were considered valid for statistical analysis. Results: The study shows that there is a weak positive relationship between innovation in self-risk and competitive advantage with a rate of 0.488. The relationship between product, process and technology innovation with competitive advantage is weak and positive. This study analyzes the impact of innovation in different dimensions (product, process, technology and self-risk) on companies' competitive advantage. \"The study found that technological innovation explains 23.3% of competitive advantage, while process innovation accounts for 18.2%, product innovation contributes 6.1% to competitive advantage, and inherent risk innovation explains 23.8% of competitive advantage. The results show the importance of each of these dimensions in enhancing firms' competitive advantage to varying degrees. Recommendations: The researchers recommend that investments in R&D and fostering a culture of innovation are crucial to maintaining the competitive advantage of Palestinian telecom companies. They also emphasize the importance of improving technological infrastructure and developing team skills to support creativity and sustainable innovation.