The problem of female under-representation in STEM still persists, with sexism identified as a significant contributor. Sexism can come in many forms, with gender microaggressions being one of the most prevalent forms in the STEM workplace. Therefore, this thesis explores the phenomenon of gender microaggressions within STEM Energy firms in Greece. By employing a qualitative phenomenological analysis, this research investigates how individual, organizational, and environmental factors contribute to the experiences of gender microaggressions in STEM. Semi-structured interviews with 11 female employees and 2 gender-studies academics were employed. Research was guided by three theoretical frameworks: two distinct taxonomies of gender microaggressions (to investigate the experiences of gender microaggressions), and the Ecological Systems Theory (to investigate the contributing factors). The study resulted in the types of gender microaggressions experienced by women in STEM, their coping mechanisms, and the impact on them. New types of gender microaggressions emerged and were compared to existing literature, leading to the proposal of a new framework, the Integration of Gender Microaggressions taxonomies. This framework provides a new classification of gender microaggressions, integrating the newly emerged types and the theoretical types. Another result of this research is the introduction of the framework of the Ecological Systems Model of Gender Microaggressions. It depicts the dynamic interplay between individual, organizational, and environmental factors that contribute to gender microaggressions. This framework categorizes the contributors into three layers (individual, organizational, and environmental), taking into account the dimension of time. This study provides valuable insights for technological organizations, policymakers, educators and advocacy groups to advance their knowledge about gender microaggressions. It addresses the manifestations of gender microaggressions, women’s coping mechanisms, impact of microaggressions and the contributing factors. The study highlights the pervasiveness of gender microaggressions in the Greek
STEM context, often appearing in more severe manifestations, such as sexual harassment.
By providing a comprehensive understanding of gender microaggressions and their contributors, this
thesis aims to support the well-being of all employees, enhance organizational efficiency, and improve
societal welfare, ultimately contributing to global efforts towards gender equality in the STEM professional
field.

This thesis explores how electronic human resource management (e-HRM) enhances employee performance in technology startups. During their transition phase, technology startups face challenges, such as maintaining effective communication, sustaining organizational culture, and managing growth. These challenges reduce employee performance, threatening the survival and growth of startups. Despite the potential of e-HRM to address these issues, there is limited research on its specific impact within startups. Existing e-HRM studies focus on large corporations or only broadly discuss startups, leaving a significant gap in understanding its effect in the entrepreneurial context. This gap is important because startups, unlike established firms, face unique challenges such as rapid growth, limited resources, and high failure rates. To close this literature gap, the thesis employs a qualitative research design, using semi-structured interviews with HR managers from 32 EU-based technology startups. The selected startups, founded between 2016 and 2022, employ between 35 and 249 people.
This research shows that e-HRM practices in technology startups primarily focus on administrative tasks (used by 94% of companies) and performance management (84%). However, practices related to employee relations, safety, and strategic HR are not frequently adopted.
The findings show that HR managers have mixed opinions on the impact of e-HRM on employee performance. Some argue that e-HRM systems primarily save administrative time and do not directly affect core performance metrics such as sales or primary business outcomes. Conversely, other HR managers report that e-HRM systems can enhance employee performance through employee engagement and feedback/ education. These systems should be user-friendly and reduce complexity in HR processes, and target employee engagement through addressing motivation, offering benefits, minimizing disruptions, and reducing confusion. To improve employee performance, performance management practices like employee evaluations and feedback mechanisms are indicated to be most suitable. Task tracking tools, while potentially increasing performance, often do not enhance engagement and may reduce it, thus their use should be carefully considered.
The study also identifies challenges that startups encounter when implementing e-HRM tools. Predominantly, people-related issues include employee reluctance to use e-HRM, the time-consuming nature, manager hesitancy, incorrect or incomplete software usage, and managing an too many tools. Despite the expectation that these startups, with their technological and innovative focus, would face minimal technological challenges, issues like data integration, system reliability, and user interface problems were also frequently reported.
In conclusion, e-HRM systems can have a positive effect on technology startups if implemented with a focus on time savings, simplicity, and employee engagement. Successful e-HRM implementation requires strategic planning that considers the values of all stakeholders, including employees, HR, line managers, and the founder. Communicating the change in advance helps mitigate challenges and ensures a smoother transition. With these findings, entrepreneurs in the field of HRTech learn which e-HRM characteristics are most important to HR managers (time savings) and which are most relevant to enhancing employee performance (employee engagement and feedback/education). At the same time, founders of technology startups and HR managers of those startups get to know which e-HRM practices are most relevant to improving employee performance (Performance Management tools) and that they need to communicate an e-HRM tool implementation early, including company stakeholders and explaining how the new tool helps the different internal stakeholders in their daily work.
The findings guide the reader on how to effectively use technology to improve HRM, enhance employee performance, prepare a technology startup for scaling, and increase the probability of startup success.

This thesis investigates the complex dynamics of determinants on span of control within high-tech organizations, with a particular focus on what factors unique to these settings influence span of control. The main research question addressed is: ”How can high-tech organizations determine their span of control?” Through a comprehensive exploratory approach, including qualitative interviews with managers and quantitative data analysis, this research aims to clarify the internal and external factors impacting span of control in high-tech environments. Specifically, it explores how task complexity, team interdependence, geographical factors, and industry specific requirements shape the span of control in ways that differ from traditional industries. The study finds that in high-tech organizations, where task complexity and interdependencies are notably high, a narrower span of control is often required to maintain oversight and quality. However, regional cultural differences also play a critical role, as broader spans are more feasible in high-powerdistance regions due to the cultural acceptance of hierarchical structures. In contrast, low-powerdistance regions tend to favor narrower spans, aligning with preferences for direct managerial oversight. This study also underscores the influence of regulatory requirements, particularly in sectors like semiconductor manufacturing and medical devices, where compliance and precision necessitate close supervision. These factors collectively indicate that span of control in high-tech organizations must be highly adaptable, tailored not only to task demands but also to regional and regulatory contexts. Additionally, the research highlights the potential for technology to enable broader spans of control, albeit with limitations. While automation and digital tools can reduce the need for close supervision in standardized tasks, they do not entirely eliminate the necessity for managerial oversight in complex, interdependent tasks. High-tech managers, particularly those in field service roles, face unique challenges balancing direct customer engagement with team management. This dual responsibility can restrict their capacity to manage broader spans effectively, suggesting a potential role for specialized support roles or digital solutions in handling routine (customer) interactions to allow managers to focus on strategic team oversight. Financial considerations are also prominent, with broader spans offering potential cost savings by reducing the number of managerial layers. However, these benefits must be weighed against operational demands, as broader spans may compromise quality in highly complex environments. Examples of calculations are presented in this study to illustrate possible financial effects of span adjustments. In conclusion, this thesis emphasizes the necessity of a context-sensitive approach to span of control in high-tech environments, where a balance between technological support, regulatory requirements, and cultural influences is crucial. Recommendations for future research include longitudinal studies to observe how technological advancements might further impact span of control over time and expanding sample diversity to encompass a broader range of high-tech sectors. This research contributes to the field by providing a nuanced framework for understanding span of control in complex, dynamic settings, offering practical insights for high-tech organizations.

This thesis investigates the intricate relationship between internal stakeholder engagement, green innovation implementation, and project success within the process industry. Drawing from a mixed-methods approach, the study combines theoretical insights from extensive literature with survey data collected from participants in the NAP Network. The research addresses challenges encountered during green innovation initiatives and identifies strategies to engage internal stakeholders effectively, ultimately boosting project success. To comprehensively achieve the research goals, a mixed-methods approach was adopted. The study began with a thorough literature review, establishing variables, conceptualizing relationships, and forming a theoretical framework. This groundwork informed the development of a questionnaire capturing insights, strategies, and challenges related to internal stakeholder engagement, process industry type, green innovation implementation, and project success. The survey process upheld ethical standards, ensuring participant consent and anonymity. The questionnaire reached NAP-affiliated participants, a significant process industry network. This method facilitated the collection of data on stakeholder engagement strategies, encountered challenges, and diverse viewpoints on green innovation. Findings provide valuable insights into the complex dynamics linking internal stakeholder engagement, green innovation implementation, and project success in the process industry. Despite the sample size limitation (N=24), collected data offers perspectives that illuminate challenges faced and strategies employed. The research identifies shared and individual challenges faced by various process industry sectors during green innovation initiatives. Common hurdles encompass resistance to change, lack of top management support, and competing priorities. Interestingly, industry-specific challenges did not significantly hinder green innovation implementation, possibly due to participants’ expertise and confidence. These challenges emphasize the pivotal role of effective internal stakeholder engagement in surmounting obstacles and driving successful green innovation. Respondents’ insights reveal various strategies to engage internal stakeholders in green innovation projects. Workshops and collaborative sessions stand out as highly effective approaches, fostering creativity, cross-functional collaboration, and shared responsibility. This underscores the significance of interactive methods in overcoming challenges and promoting successful implementation. However, the strategies used for engaging internal stakeholders do not necessarily guarantee project success. Furthermore, findings highlight how internal stakeholders’ perspectives and concerns positively influence green innovation practices and project success. Participants’ views on green innovation vary, with some seeing it as a response to environmental demands, while others perceive it as a way to gain a competitive edge and enhance brand reputation. Successful green innovation practices also contribute to project success in the process industry. These perspectives underscore the diverse motivations driving green innovation implementation. Acknowledging limitations stemming from extensive literature, potential researcher bias, and a relatively small sample, the study suggests avenues for future research. Recommendations encompass replicating the study with a larger sample, exploring specific industry sectors, and examining the financial implications of green innovation implementation. In conclusion, this study blends theoretical insights with survey data to offer a comprehensive understanding of the intricate relationship between internal stakeholder engagement, green innovation implementation, and project success in the process industry. The research underscores the critical role of effective stakeholder engagement strategies in overcoming challenges and propelling sustainable innovation initiatives. Despite limitations, these insights hold potential for practical applications and serve as a basis for further research in the field of green innovation and sustainability.

This research illuminates the complexities of Virtual Reality (VR) technology adoption within the airline industry, with a specific emphasis on Air France-KLM. Despite VR's transformative potential and its increasing prevalence in various sectors, its adoption in the airline industry presents unique challenges. The central research question guiding this study was: "How can VR technology adoption be effectively supported within the airline industry to achieve complete industrialization?"

A methodological blend of comprehensive literature review and a detailed case study at AF-KLM was employed. The literature review revealed established technology adoption frameworks while also highlighting potential gaps, particularly concerning the airline industry's unique context. The case study at AF-KLM provided empirical depth, identifying various adoption barriers and potential strategies to overcome them.

Key findings underscored the importance of strategic alignment, managerial commitment, user acceptance, and continuous assessment in the VR adoption process. Based on these insights, a tailored technology adoption framework was developed, offering a roadmap for entities in their VR adoption journey. While the framework was specifically crafted for AF-KLM, its principles hold broader applicability.

This research contributes significantly to the academic understanding of technology adoption in specialized industry contexts. Practically, it offers a strategic tool for organizations, ensuring that VR adoption translates to tangible benefits. As the technological landscape continues to evolve, this research serves as both a reflection on VR's current adoption challenges and a guide for future endeavors.

The use of Agile methodologies has been steadily growing in popularity in recent years, with many organisations across various industries adopting it to manage their projects. This shift in project management practices has replaced traditional project management styles, and Agile methodologies like Scrum, SAFe, and Kanban are widely used. However, there has been a lack of research into the impact of Agile on project success in the financial industry, specifically in the Netherlands.

This research aims to fill this gap by examining the perceived impact of adopting agile methodologies in technology-driven projects within asset management firms in the Netherlands through a qualitative study using thematic analysis through semi-structured interviews and document analysis. The study aimed to gain insights into the reasons, challenges, benefits, success criteria, and key factors influencing project success in the context of agile implementation. Through interviews with experienced agile team members, valuable insights were obtained. It was found that agile methodologies are not the sole cause of project success, as success is influenced by a combination of factors. Agile methodologies empower teams to adapt and respond to changing circumstances, providing a solid foundation for handling challenges and embracing positive change. The research highlights the importance of having the right people with the right mindset and behaviour in key positions within the organisation. Teamwork and acceptance of other contributing factors are at the core of agile methodologies. Agile provides a framework for effective collaboration and flexibility, enabling organisations to leverage its benefits and improve project outcomes. The findings emphasise the need for alignment between the organisation's culture and the principles of agile methodologies. It is crucial to create an environment that fosters teamwork, encourages open communication, and supports continuous improvement.

The research findings reveal that asset management firms adopt Agile methodologies in technology-driven projects for various reasons, such as increased flexibility, faster delivery cycles, improved collaboration, and better adaptation to changing requirements. However, challenges related to resistance to change, stakeholder alignment, and the need for continuous learning and skill development were identified. Despite these challenges, the perceived benefits of Agile were evident, highlighting its ability to enhance project outcomes. The criteria used to measure project success in technology-driven projects within asset management firms encompass a combination of quantitative and qualitative factors. While meeting project timelines and budgets was important consideration, other success indicators included customer satisfaction, quality of deliverables, stakeholder engagement, and adherence to project goals. This multidimensional approach to measuring success reflects the complex nature of technology-driven projects in the asset management sector. The research identifies several key factors that influence project success in technology-driven projects within asset management firms. These factors include effective teamwork, strong leadership, clear communication, stakeholder involvement, and the alignment of project goals with organisational objectives. The findings emphasise the critical role of these factors in overcoming challenges and ensuring successful project outcomes in the asset management industry. The experiences and perspectives of agile team members shed light on their perception of best practices for using agile methodologies in technology-driven projects. They emphasise the importance of continuous improvement, transparency, and adaptability in Agile adoption. A supportive organisational culture, ongoing training and development, and effective collaboration between team members and stakeholders are identified as crucial elements for the successful implementation of agile practices. These insights from agile team members provide valuable guidance for optimising the use of agile methodologies in technology-driven projects within asset management firms.

The research concludes that agile methodologies, when implemented effectively and supported by the right organisational culture and mindset, can significantly enhance project success in technology-driven projects within asset management firms. It is recommended that organisations invest in developing and nurturing the necessary skills, behaviours, and mindset to fully leverage the potential of agile methodologies. The study contributes to the existing body of knowledge by providing insights into the perceived impact of agile methodologies in the specific context of asset management firms. The findings can guide organisations in making informed decisions regarding the adoption and implementation of agile methodologies to enhance project outcomes.

Due to the COVID-19 pandemic, everyone has encountered remote working. During this time, employees have become accustomed to remote working habits, and a shift has been made in many lives toward a more flexible work-life balance. Nowadays, with the pandemic almost behind, it gives rise to the question, how will the ideal workplace environment look like post-pandemic? By conducting a broad and extensive literature research two frameworks were constructed and proposed, being, respectively, a productivity framework, and a well-being framework. On top of that, three categories involving the responsibility of these factors were proposed, being, respectively, the neutral, positive, and happy category, linked to the responsibility of respectively, the manager, colleagues, and the employee self. These frameworks and their corresponding factors were connected by the five needs of Maslow and linked to these categories. Resulting in a combined framework that showed promising connections between the productivity and well-being factors that are in need to be verified and validated. This was followed by a survey conducted over 56 participants, including a selection of the factors mentioned in the frameworks. Resulting in many qualitative information on how to establish the ideal workplace environment. However, due to the time constraints, the results of the survey are still open to be analyzed in a quantitative manner. The research was concluded with a part that draws the ideal workplace environment, and on top of that, some advice for managers on how to create their own ideal workplace environment, and how to better support their employees with the focus on remote work. All in all, managers should have an open communication style, be respectful, listen actively to the needs, preferences, and wishes of their employees, and keep up to date with the resources they can provide to support their employees. Resulting in an increase in the mentioned factors from the frameworks, which, in turn, could fulfill the five basic needs of Maslow, and helps employees to live up to their potential. When an employee is able to achieve this, their productivity and well-being will be improved, and they will make more and cost less, for the organization. Therefore, aiming for the ideal workplace environment will benefit all.