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The purpose of this paper is to explore the relationship between internal marketing and “green” management of intellectual capital by testing correlations between internal marketing and knowledge capital, the development of “green” employees, “green” organisational culture and the “green” reputation of the organization. A questionnaire of 20 items was sent by e-mail via Google docs, to firms that employ more than 250 employees and have received awards for their working environment. Data collection lasted from July to November of 2020 and 609 questionnaires were collected. Results strongly confirmed the correlations between facilitation of flow information and maintenance of knowledge capital, informal communication and the development of “green” employees, participatory and supportive character of internal marketing programmes and the adoption of a “green” culture and internal customers’ satisfaction and the development of the organization’s “green” reputation, thus indicating a new perspective in a macro-level management. Managers need to adopt a contemporary perspective of managing the intangible assets of the organization. Integration of internal marketing practices can foster the maintenance of knowledge capital, the development of “green” employees and achieve the reinforcement of “green” organisational culture and the reputation of the organization. There is no previous research attempting to explore how the “green” management of specific elements of intellectual capital are correlated with internal marketing.

The present study aims to explore the relationship between Green Strategy and Relational Capital. In doing so, it also investigates how green policies influence relational capital. The literature review refers to the significance of relational capital and its impact on strategic goals: organisational performance, organisational innovation and the social capital of the organisation. Examining the variables, green strategy and relational capital has also highlighted the factors that are influenced by green policies, including strengthening the negotiation capacity of the organisation, reinforcing knowledge diffusion and the development of a new corporate identity. Green practices that aim to improve the external conditions of the organisation are common characteristics and lead us to the following agents: Customers - Suppliers – Alliances – Corporate Reputation. Consequently, the categorisation of green practices refers to the relational capital’s components. The impact of green practices on relational capital is therefore indirectly proven due to the strong relationship between the factors and the components.

The purpose of this paper is to explore the impact of Emotional Intelligence at work-group level on Learning Organization, examining five dimensions of L.O. according to Senge’s model, within a framework of Greek Public Administration reform. The research was conducted among Greek Independent Administrative Authorities, a modern European institution that among others guarantees transparency and optimum performance, leading to upgraded public sector services. Our research is a quantitative research consisting of 257 valid questionnaires out of a sample of 300 employees. Our research highlights the strong correlation between Work-group Emotional Intelligence and Learning Organization. A constructive emotional climate affects the vision of the organization, while emotions have an impact on employees’ attitudes/behaviours and on the learning process within the group as well as on the diffusion of information. Finally, our research demonstrated that emotional intelligence affects the personal improvement and development of employees. Managers should focus on developing more emotionally intelligent employees by cultivating an emotional environment that promotes positive behaviours, system thinking and group learning. Thus, the benefits generated can be identified at both individual and organizational level, including higher levels of employees’ personal development, better communication processes and implementing the organization’s vision.

In this paper, we aim to explore the effect of information technology on HRM functions, examining the absorption of the e-HRM system by employees in the new working context. The research is a case study in a group of companies, the “Biomedicine Group” in Greece, specialized in the healthcare sector. Quantitative research was conducted with a stratified sample consisting of 200 employees out of 2000 doctors, nurses and administrative employees. The study found that the e-HRM system had a positive impact on organizational outcomes, enhancing HRM functions. Moreover, it demonstrates both the usage of the e-HRM system by employees and the usefulness of these systems. The integration and use of an e-HRM system increases employees’ satisfaction, facilitating their work and advancing their capabilities. Managers through specially designed and implemented training programs can promote employees’ sense of qualification and capability within the context of the organization.

The purpose of the paper is to examine two dimensions of Emotional Intelligence (E.I.), awareness and management of emotions, among the public sector's working groups and specifically in National Centre for Public Administration and Local Government (N.C.P.A.L.G.) and their impact on improving the way they work. The participants in a convenience sample are the employees of N.C.P.A.L.G. The E.I. proved to be an important factor in achieving the organization's goals, cooperation and level of trust between team members. It wasn’t found a correlation between the two dimensions E.I. the punctual and accurate implementation of tasks. The concept of E.I. can be incorporated into certain activities of Human Resource Management as recruitment and working groups’ composition. Furthermore, educational programs aimed at improving E.I. could be designed and implemented in order public administration to be efficient. N.C.P.A.L.G. is the national strategic agent for the development of the Human Resources of the Public Administration and Local Government and delivers specialized officers of rapid promotion. Its mission is to improve the efficiency of public sector services and it was considered the appropriate organization to conduct the survey both in terms of work organization and due to the institutionally strong N.C.P.A.L.G's position in promoting and implementing changes.