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Springer Proceedings in Business and Economics

Androniki Kavoura
Damianos P. Sakas
Petros Tomaras Editors

Strategic
Innovative
Marketing
5th IC-SIM, Athens, Greece 2016
Springer Proceedings in Business and Economics
More information about this series at http://www.springer.com/series/11960
Androniki Kavoura ⋅ Damianos P. Sakas
Petros Tomaras
Editors

Strategic Innovative
Marketing
5th IC-SIM, Athens, Greece 2016

123
Editors
Androniki Kavoura Petros Tomaras
T.E.I. of Athens T.E.I. of Athens
Athens Athens
Greece Greece

Damianos P. Sakas
Department of Computer Science
and Technology
University of Peloponnese
Tripoli
Greece

ISSN 2198-7246 ISSN 2198-7254 (electronic)

Springer Proceedings in Business and Economics
ISBN 978-3-319-56287-2 ISBN 978-3-319-56288-9 (eBook)
DOI 10.1007/978-3-319-56288-9
Library of Congress Control Number: 2017937285

© Springer International Publishing AG 2017

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of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations,
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The use of general descriptive names, registered names, trademarks, service marks, etc. in this
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Preface

Aims and Scope of the Conference

The 5th International Conference on Strategic Innovative Marketing 2016 took

place in Athens, Greece, during September 23–26, 2016. IC-SIM is an international
interdisciplinary conference focusing on the theoretical approach of the contem-
porary issues evolved in strategic marketing and the integration of theory and
practice.
More than 325 pre-registered authors submitted their work in the conference.
IC-SIM 2016 finally accepted and hosted 102 original research papers, after a
double-blinded peer-review process. During the conference, 14 workshops were
held in order to advance and contribute to specific research areas in the field of
innovative marketing.
The conference aims at creating a forum for further discussion for a strategic
innovative marketing field incorporating a series of issues and/or related organi-
zations that manage marketing in their everyday operations. Therefore, the call for
papers was addressed to scholars and/or professionals of the fields of social media
and marketing innovation, e-marketing and new technologies, strategic marketing,
services and cultural marketing, international and cross-cultural marketing, mar-
keting research and analytics, marketing communications, B2B and B2C market-
ing. Furthermore, papers focused on issues of consumer behavior and advertising
and promotion were also welcomed. IC-SIM provides a common ground for the
exchange of insights on strategic issues in the science of innovation marketing,
ensuring significant contributions to this field.
The primary objective of IC-SIM is the theoretical approaches of contemporary
issues evolved in strategic marketing and the integration of theory and practice. The
conference provides a common ground for the exchange of insights on strategic
issues in the science of innovation marketing, ensuring significant contributions to
this field.

v
vi Preface

Grouping the emerging technologies in the marketing field together in a close

examination of practices, problems and trends, IC-SIM and its emphases on inte-
gration and marketing presented the state of the art in the field. This annual event is
addressed jointly to academics and practitioners and provides a forum for a number
of perspectives, based on either theoretical analyses or empirical case studies that
foster the dialogue and the exchange of ideas.

Topics

Marketing of Innovation, Social Media Marketing, Innovations in Online Market-

ing, Marketing Technological Innovation, Facebook Marketing Strategies, Mobile
Marketing, Blogging, Network Analysis, e-branding & Brand Experience Man-
agement, Digital Marketing, Marketing and Electronic Commerce, Marketing
Analytics, Marketing Research, Marketing Information Systems, Marketing of
Emerging Technologies, Sustainable Marketing, Distribution Channel Manage-
ment, Integrated Marketing Communications, Strategic Marketing Services, Mar-
keting Services, Branding/Online Brands, Benchmarking Strategies, Customer
Satisfaction, Emerging Markets, Marketing Management, New Product Design and
Development, Creativity Marketing, Sports Marketing, B2B and B2C Marketing,
Pricing Strategies in Marketing, Marketing Theory and Applications, Art &
Cultural Marketing, Cross-cultural Marketing, Tourism & Destination Marketing,
Transport Industry Marketing, Experiential and Sensory Marketing, Customer
Relationship Management and Social CRM, Collaborative Marketing, Safety
Marketing, Business Economics, Economics of Business Strategy, Accounting
Marketing, Global Business Marketing, Finance Healthcare Management,
Accounting Education Skills & Competences Higher Education.

Paper Peer Review

More than 245 original researches had been submitted for consideration in IC-SIM
2016. All papers submitted to the conference were reviewed by a double-blind
peer-review process. The Conference Scientific Committee composed of competent
and expertise reviewers decided about the acceptance of the submitted papers.
Preface vii

Thanks

We would like to thank all members that participated in any way in the IC-SIM
2016 Conference and especially:
• The famous publication house Springer for their communication sponsorship.
• The co-organizing universities and institutes for their support and development
of a high-quality conference scientific level and profile.
• The members of the Scientific Committee that honored the conference with their
presence and provided a significant contribution to the review of papers as well
as for their indications for the improvement of the conference.
• All members of the Organizing Committee for their help, support, and spirited
participation before, during, and after the Conference.
• The Session Organizers for their willingness to organize sessions of high
importance and for their editorial work, contributing in the development of
valued services to the conference.
• Dr. Nasiopoulos Dimitrios, editorial assistant.
• Ms Antonia Veltsista, editorial assistant.

Athens, Greece Androniki Kavoura

Tripoli, Greece Damianos P. Sakas
Athens, Greece Petros Tomaras
Conference Details

Chair

Damianos P. Sakas, University of Peloponnese, Greece

International Advisory Committee

C.B. Bhattacharya, ESMT European School of Management and Technology,

Germany
Sally Dibb, The Open University, UK
Yorgos Zotos, Cyprus University of Technology, Cyprus
Philip Kitchen, ESC Rennes School of Business, France
Michael Belch, San Diego State University, USA
Dimitrios Buhalis, Bournemouth University, UK

Scientific Committee

Fiona Lettice, University of East Anglia, UK

David P. Evans, La Rochelle School of Business, France
Carlota Lorenzo Romero, Universidad de Castilla-La Mancha, Albacete, Spain
Giacomo Del Chiappa, University of Sassari, Italy
Denisa Kasl Kollmannová, Charles University in Prague, Czech Republic
Russell Belk, York University, Canada
Nergis Aziz, Suleyman Sah University, Turkey
Barry Friedman, State University of New York at Oswego, USA
Chris Cooper, Oxford Brookes University, UK
Annette Pritchard, Cardiff Metropolitan University, UK

ix
x Conference Details

Adriana Giurgiu, University of Oradea, Romania

Panagiotis Trivellas, Technological Educational Institute of Central Greece, Greece
Apostolos Giovanis, Technological Educational Institute of Athens, Greece
Yiorgos A. Bakamitsos, A.B. Freeman School of Business, Tulane University,
Louisiana, USA
Sarfraz Mian, State University of New York at Oswego, USA
Ram Herstein, Jerusalem Academic Center, Israel
Melanie Smith, Budapest Business School, Hungary
Maja Konečnik Ruzzier, University of Ljubljana, Slovenia
Kir Kuščer, University of Ljubljana, Slovenia
Dimitrios Nasiopoulos, University of Peloponnese, Greece
Cristinel Constantin, Transilvania University of Brasov, Romania
Can Seng Ooi, Copenhagen Business School, Denmark
Ausrine Armaitiene, Klaipeda University, Klaipeda, Lithuania
Alzbeta Kiralova, University of Business in Prague, Czech Republic
Nigel Morgan, Cardiff Metropolitan University, UK
Nikolaos Konstantopoulos, University of the Aegean, Greece
Konstadinos Kutsikos, University of the Aegean, Greece
Jan Jirak, Charles University, Prague/Metropolitan University Prague, Czech
Republic
Kimberly Armani, State University of New York at Oswego, USA
Dragos Paun, Universitatea Babes-Bolyai, Cluj-Napoca, Romania
Axel Schlich, University of Applied Sciences, Fachhochschule Koblenz, Germany
Umran Yugruk Planken, The Hague University, The Netherlands
Renata Tomljenović, Institute for Tourism, Croatia
Ahmet Sengonul, Cumhuriyet University, Sivas, Turkey
Evgenia Bitsani, Technological Educational Institute of Kalamata, Greece
George Boustras, European University, Cyprus
Diren Bulut, Istanbul University, Turkey
Radka Johnova, Vyssi Odborna Skola Informacnich Sluzeb, Prague, Czech
Republic
Efstathios Kefallonitis, State University of New York at Oswego, USA
Françoise Lorant, Université Paris Nord 13, France
José Manuel Rosa Nunes, Universidade dos Açores, Portugal
Tijana Rakić, Edinburgh Napier University, UK
Teresa Borges Tiago, Universidade dos Açores, Portugal
Stylianos Papathanassopoulos, National & Kapodistrian University of Athens,
Greece
Senija Causevic, SOAS, University of London, UK
Goetz Greve, Hamburg School of Business Administration, Germany
Saila Saraniemi, University of Oulu, Finland
Peter Yannopoulos, Brock University, Canada
Nick Marinescu, Transilvania University of Brasov, Romania
Suleyman Degirmen, Mersin University, Turkey
Jakub Fischer, University of Economics in Prague, CZ Republic
Conference Details xi

Jekaterina Kipina, Tallinn University, Estonia

John Tsalikis, Florida International University, USA
Irene Tilikidou, Alexander Technological Educational Institute of Thessaloniki,
Greece
Monika Jedynak, Jagiellonian University Krakow, Poland
Efthymios Constantinides, University of Twente, The Netherlands
Ana Pereira Roders, Eindhoven University of Technology, The Netherlands
Adina Letitia Negrusa, Universitatea Babes-Bolyai, Cluj-Napoca, Romania
Christos Sarmaniotis, Alexander Technological Educational Institute of
Thessaloniki, Greece
Dimitrios Vlachos, University of Peloponnese, Greece
Aspasia Vlachvei, Technological Educational Institute of West Macedonia, Greece
Ourania Notta, Technological Educational Institute of Thessaloniki, Greece
Leszek Koziol, Malopolska School of Economics, Tarnow, Poland
Maria Luisa Medrano, Universidad Rey Juan Carlos, Madrid, Spain
Charalambos Yakinthos, Merchant Marine Academy of Macedonia, Greece
Marianna Sigala, University of South Australia, Australia
Marina-Selini Katsaiti, United Arab Emirates University, United Arab Emirates
Christos Fragkos, Technological Educational Institute of Athens, Greece
Klimis Ntalianis, Technological Educational Institute of Athens, Greece
Christos Riziotis, National Hellenic Research Foundation (NHRF), Greece
Iordanis Kotzaivazoglou, TEI of Central Macedonia
Stella Sylaiou, Hellenic Open University
Shailendra P. Jain, University of Washington, USA
Lee Li, York University, Canada
Avlonitis George J., Athens University of Economics and Business, Greece
Dimitrios Belias, University of Thessaly, Greece

Organizing Committee

Dr. Dimitrios Nasiopoulos, University of Peloponnese, Greece

Richard Rutter, University of East Anglia, UK
Amanda Mavrogianni, University of Athens, Greece
Ioannis Drivas, Linnaeus University, Sweden
Radoslaw Pyrek, Malopolska School of Economics, Tarnow, Poland
xii Conference Details

Keynote Speaker

Professor Peter G.R. Smith is a Professor in the

Optoelectronics Research Centre and Associate Pro
Vice-Chancellor International in the Faculty of
Physical Sciences and Engineering at the University
of Southampton. He graduated from Oxford Univer-
sity with a B.A. in Physics in 1990 and D.Phil. in
Nonlinear Optics in 1993. After a year spent as a
management consultant he joined the University of
Southampton. Peter has worked on a number of areas
in optics research ranging from laser spectroscopy to
polymer integrated-optics. He has published over
180 journal and conference papers in the fields of
Prof. Peter G.R. Smith periodically poled materials and UV written devices at
Founder, Stratophase Ltd.,
Covesion Ltd.
major conferences, including invited talks at national
and international meetings. He was the founder of two
spin-outs from Southampton—Stratophase Ltd. in
2003 and Covesion Limited in 2009.

Invited Speakers

Professor George Kotrotsios is member of the Execu-

tive Board of CSEM, a major Swiss R&I facility in
microelectronics, nanotechnology and photovoltaics.
He is charge of commercialisation of Research and to
optimize the usefulness of the R&D for the industry.
He is individual member of the Swiss Academy of
Engineering Sciences. In 2016 he chairs the Alliance of
Fraunhofer-microelectronics, CEA, VTT and CSEM
on Smart Systems (HTA). He sits in the Board EARTO
(European Association of Research and Technology
Organisation) and is member of the Board of Directors
of CSEM do Brazil and Femto Engineering in France.
Dr. George Kotrotsios
His background is in optical fiber sensors, technology
Vice President, Marketing &
Business Development CSEM, and lasers. He holds a Ph.D. Degree in Optoelectronics,
Switzerland Institut National Polytechnique de Grenoble (Fr), an
Executive MBA in Management of Technology, HEC
—Université de Lausanne/EPFL (CH) and an Electri-
cal Engineering Degree from the Aristotle University
of Thessaloniki (Gr).
Conference Details xiii

Dr. Gregoriou is the CEO and cofounder of Advent

Technologies Inc, as well as the Director and Chair-
man of the Board at the National Hellenic Research
Foundation (NHRF). Dr. Gregoriou is an interna-
tionally known scientist with research positions in
both the US (Northeastern, MIT, Polaroid, Princeton)
and Greece (FORTH-ICEHT) over his 25 year
research career so far. His research activity extends
over a wide area of subjects that include the areas of
flexible photovoltaics based on organic semiconduc-
tors, optically active materials based on conjugated
oligomers and polymer nanocomposites. Dr. Grego-
Dr. Vasilios Gregoriou riou has more than 20 years of experience in the US
Director & Chairman NHRF,
CEO & Founder Advent
market. He has extensive experience in the technical
Energy Inc. development of new products and in the management
of such activities. He holds a Ph.D. in Physical
Chemistry from Duke University and he has attended
the MBA program at Northeastern University.

Professor Nikos Stergiopulos received his M.S. in

Mechanical Engineering from the National Technical
University of Athens, Greece, in 1985 and his Ph.D. in
Biomedical Engineering from Iowa State University,
USA, in 1990. Nikos Stergiopulos holds also a degree in
Management of Technology from IMD. He is currently
Full Professor and Director of the Laboratory of
Hemodynamics and Cardiovascular Technology at the
Swiss Federal Institute of Technology in Lausanne,
Switzerland. His main research interests are Hemody-
namics, Cardiovascular Mechanics and Medical
Implant Technology. He has authored more than
Prof. Nikos Stergiopulos 160 peer review papers and holds more than 15 patents
Founder EndoArt SA, Antlia
SA, Rheon Medical SA,
in medical technology. In 1998 he co-founded
EPFL, Switzerland EndoArt SA, a medical device start-up company,
world leader in telemetrically powered and controlled
medical implants for the treatment of congenital heart
disease and morbid obesity. He is currently the founder
and director of Antlia SA, developer of implantable
drug delivery pumps and Rheon Medical SA, developer
of an adjustable drainage device for the surgical treat-
ment of glaucoma.
Contents

Part I Creativity, Innovation and Entrepreneurship Competence

in Higher Education
Transversal Competences as a Medium of Teaching. The Case
of Creativity, Innovation and Entrepreneurship . . . . . . . . . . . . . . . . . . . 3
Andrés Boza, Marta Fernández-Diego, Leonor Ruiz, Mariluz Gordo,
M.M.E. Alemany, Faustino Alarcón and Llanos Cuenca
Using Data Sources, Tools and Applications During Data Mining
in Marketing Management of Higher Education . . . . . . . . . . . . . . . . . . . 11
Martina Juříková
Integration of the Theory and Practice in Continuity
with the Development of Key Competencies—One of the Necessary
Areas of Solutions for the Czech University Education . . . . . . . . . . . . . . 17
Marcela Göttlichová

Part II New Ways of Marketing Analytics

Social Media Analytics Empowering Customer Experience
Insight . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Jari Jussila, Mika Boedeker, Harri Jalonen and Nina Helander
Emotion-Gauge: Analyzing Affective Experiences in B2B
Customer Journeys. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Tuula Andersson, Mika Boedeker and Vilma Vuori
Customer Perceived Value—A Key in Marketing of Integrated
Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Nina Helander, Virpi Sillanpää, Vilma Vuori and Olavi Uusitalo
Reliability and Perceived Value of Sentiment Analysis
for Twitter Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Jari Jussila, Vilma Vuori, Jussi Okkonen and Nina Helander

xv
xvi Contents

Part III Development and Marketing Strategies in Innovative

Technological Enterprises
Measuring the Impact of Burnout on Job Satisfaction
and Organizational Commitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
G. Zapantis, M. Skordoulis, M. Chalikias, D. Drosos
and A. Papagrigoriou
The Relationship Between Subordinates and Supervisors
and the Impact on Job Satisfaction and Efficiency
of the Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
G. Tsitmideli, G. Sidiropoulos, M. Chalikias, D. Drosos
and P. Kalantonis

Part IV 6th Symposium on Management Challenges (IANOS):

Crisis Kills or Links?
The Role of Organizational Culture in the Greek Higher
Tourism Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
D. Belias, E. Velissariou, A. Koustelios, K. Varsanis, D. Kyriakou
and L. Sdrolias
Integrating Total Quality Management Philosophy in the Greek
Tourism Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
D. Belias, E. Velissariou, A. Koustelios, K. Varsanis, D. Kyriakou
and L. Sdrolias
The Role of Organizational Culture in Greek Higher Education
Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
D. Belias, D. Kyriakou, A. Koustelios, K. Varsanis and L. Sdrolias
Integrating Total Quality Management Philosophy in Greek
Higher Educational Institutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
D. Belias, A. Koustelios, K. Varsanis, D. Kyriakou and L. Sdrolias
Relationship Between Supervisor’s Emotional Intelligence
and Transformational Leadership in Hotel Organizations . . . . . . . . . . . 91
Tryfon Vasilagos, Panagiotis Polychroniou and Leonidas Maroudas
Dynamic Combination of Automatic Forecasts for Corporate
Budgeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Sotirios D. Nikolopoulos
Financial Text Mining in Twitterland . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
S.D. Nikolopoulos, I. Santouridis and T. Lazaridis
Contents xvii

Part V 2nd Symposium on Business Modelling

Stuffing Keyword Regulation in Search Engine Optimization
for Scientific Marketing Conferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
Ioannis C. Drivas, Apostolos S. Sarlis, Damianos P. Sakas
and Alexandros Varveris
Communicating Strategically for Improving Team Effectiveness
in ICTs Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
I.C. Drivas, D.P. Sakas and C. Riziotis

Part VI 2nd Symposium on Healthcare Services: Special Aspects

and Challenges in an Evolving Environment
Improve the Effectiveness of the Provided Healthcare Services
and the Efficiency of a Public Hospital in the Light of a Manager . . . . . 135
Papadaki Maria and Platis Charalampos
The Use of Information System at Public Hospital Pharmacies
in Greece: Myths and Reality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
Ioannis Karafyllis, Charalampos Platis and George Pierrakos
Organization Style and Its Effect on Employee Satisfaction
and Personal Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151
Platis Charalampos and Zoulias Emmanouil
A Prospective Evaluation of Health-Related Quality of Life
of Cancer Patients Receiving Day and Home Care Services
in Greece . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
George Pierrakos, Dimitra Latsou, Aspasia Goula, John Pateras,
John Nikolados, Charis Platis, Markos Sarris and Sotiris Soulis
The Role of Local Government in the Provision of Social Services
in the Third Age. Case Study: The Municipality of Volos . . . . . . . . . . . 165
Papadimitriou Athanasia, Platis Charalampos and Zoulias Emmanouil

Part VII Marketing Communications in Online Communities

Pharmaceutical Marketing STAR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
Tiago Costa, Teresa Tiago, Flavio Tiago, Sandra Faria and João Couto
Comparison Shopping Websites and Their Impact on Consumers’
Purchase Intention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179
Theodoros Kentistos-Rannos and Prodromos D. Chatzoglou
xviii Contents

Part VIII The Role of Branding for Companies and Countries

Influence of Marketing Communication Tools on Brand Building
in the Context of Marketing Management and Corporate
Prosperity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189
Olga Juraskova, Martina Jurikova and Romana Cockova
Current Perception of a Brand in Czech Consumers’ Mind . . . . . . . . . . 197
Martina Juříková and Josef Kocourek
Generation Z and Religion in Times of Crisis . . . . . . . . . . . . . . . . . . . . . 205
Aikaterini Stavrianea and Irene Kamenidou
Consumer-Brand Relationship Development Process in the Context
of Online Booking Services: The Role of Cognitive and Affective
Drivers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213
A.N. Giovanis, P. Athanasopoulou and S. Mamalis
Fashion Brands, Social Media, and Consumers’ Exposure
to Marketing Messages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221
Artha Sejati Ananda, Ángel Hernández-Garcia and Lucio Lamberti
A Report on Museum Branding Literature . . . . . . . . . . . . . . . . . . . . . . . 229
Zoe-Charis Belenioti, George Tsourvakas and Chris A. Vassiliadis
“Greek Breakfast”: A New Tourism Brand Name
for an Age-Long Gastronomy Tradition . . . . . . . . . . . . . . . . . . . . . . . . . . 235
Kontis Alexios-Patapios and Gkoumas Aristeidis

Part IX User Generated Content and Marketing

Cliff Diving in Virtual Communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245
Teresa Tiago, Flavio Tiago, Sandra Faria and João Couto
Attitude Toward Change: Factors Affecting Hospital Managerial
Employees’ Resistance to Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251
Vasiliki Amarantou, Stella Kazakopoulou, Prodromos Chatzoglou
and Dimitrios Chatzoudes

Part X Innovations on Shipping Management and Marketing

Are Greek Tanker Operators Aware of IMO’s Sustainable
Maritime Transportation System and Willing to Follow
Its Goals and Actions? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 261
Athena Parsotaki and Aristotelis B. Alexopoulos
Strategies in ‘Shipping Business Management’ . . . . . . . . . . . . . . . . . . . . 267
Alexandros M. Goulielmos
Contents xix

How Do Dry Bulk Freight Levels Affect Minor Dry Commodity

Trade and Shipping Marketing During Economic Recession
Periods? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 273
Konstantina Athanasiou
The Process of Employing Greek Ship Officers Onboard Greek
Ships: A Proposal for a New Recruiting Tool . . . . . . . . . . . . . . . . . . . . . 281
Aristotelis B. Alexopoulos and Panagiotis Karagiannidis
Evolution of Logistics Centers and Value-Added Services Offered
in Port Areas and the Importance of Marketing . . . . . . . . . . . . . . . . . . . 291
Afroditi-Anastasia Menegaki and Aristotelis B. Alexopoulos
The Role of Marketing in the Shipping Industry in Case
of Accidents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 299
Anastasios Georgakis and Aristotelis B. Alexopoulos
The Commercial and Economic Effects of Fuel Additives
in the Maritime Industry in a Heavily Environmentally
Regulated Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307
Jason Merkouris–Stylopoulos and Aristotelis B. Alexopoulos

Part XI 2nd Symposium on Business Informatics and Modelling

Software Protection and Piracy Focusing on the 2008 Crisis:
A Comparative Study and Simulation Modeling Regarding
the Case of Greece, Germany, and England. . . . . . . . . . . . . . . . . . . . . . . 319
John Hlias Plikas, Nasiopoulos K. Dimitrios, Panagiotis Delis
and D.S. Vlachos
Decision Support Systems and Strategic Information Systems
Planning for Strategy Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . 327
Fotis Kitsios and Maria Kamariotou
Modeling and Simulation of Promotion Procedures
for IT Companies Through Facebook. . . . . . . . . . . . . . . . . . . . . . . . . . . . 333
Tsiavos G. Panagiotis, Pachtiti E. Foteini, Nasiopoulos K. Dimitrios,
Damianos P. Sakas and D.S. Vlachos
Modeling and Simulation for the Development of Innovative
Ideas for Video Games in Smartphones . . . . . . . . . . . . . . . . . . . . . . . . . . 341
Tsomis Konstantinos, Koukouris Georgios, Damianos P. Sakas,
Nasiopoulos K. Dimitrios and D.S. Vlachos
Mobile Commerce and Success Factors. Simulation and Modeling
of the Problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 349
Aristotelis Chantzaras, Nasiopoulos K. Dimitrios and D.S. Vlachos
xx Contents

The Simulation Model of Supply Chains on the Macroeconomic

Level is the Tool to Control the Economic Development
of the Region. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 357
Natalia Lychkina, Elena Molodetskaya and Yulia Morozova
Calculating Handling of Business Resources for Establishing
a Successful Information’s Technology Project . . . . . . . . . . . . . . . . . . . . 363
Christos Chaldezos, Damianos P. Sakas, Nasiopoulos K. Dimitrios
and Despina S. Giakomidou
Calculating Handling of Company Resources for Establishing
an Effective Project Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 369
Christos Chaldezos, Damianos Sakas, Nasiopoulos K. Dimitrios
and Despina S. Giakomidou
Businesses: The Association Between Their Export Performance
and Information and Communication Technology Adoption . . . . . . . . . 375
John Hlias Plikas, Nasiopoulos K. Dimitrios, Eleni-Karveli Glynou,
Damianos P. Sakas and D.S. Vlachos
Modelling the Process of a Web-Based Collaboration Tool
Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 383
Nasiopoulos K. Alexandros, Sakas P. Damianos,
Nasiopoulos K. Dimitrios and Vlachos S. Dimitrios
Comparing Scrum and XP Agile Methodologies Using Dynamic
Simulation Modeling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 391
Nasiopoulos K. Alexandros, Damianos P. Sakas, D.S. Vlachos
and Nasiopoulos K. Dimitrios
The Development of New Ideas for IT Products, Through Social
Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 399
Pachtiti E. Foteini, Nasiopoulos K. Dimitrios, Damianos P. Sakas
and D.S. Vlachos
Multicriteria Assessment of Alternative Policy Scenarios
for Achieving EU RES Target by 2030 . . . . . . . . . . . . . . . . . . . . . . . . . . . 405
Ioannis Papadogeorgos, Aikaterini Papapostolou, Charikleia Karakosta
and Haris Doukas
Mechanisms of Management Process Improvement
of an Educational Institution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 413
Omarova Naida Omarovna, Omarov Omar Alievich
and Ivanova Yelena Vladimirovna
Contents xxi

Part XII 6th Symposium on Integrated Information

The Cooperative Role of Marketer and Programmer
on SEO Strategies in Scientific Journals . . . . . . . . . . . . . . . . . . . . . . . . . . 429
Apostolos P. Sarlis, Ioannis C. Drivas and Alexandros Varveris
Implementation and Dynamic Simulation Modeling of Search
Engine Optimization Processes. Improvement of Website
Ranking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 437
A.S. Sarlis, I.C. Drivas and D.P. Sakas
Instagram Company Page Creation Modeling and Simulation . . . . . . . . 445
A.S. Sarlis, D.P. Sakas, D.P. Vlachos and A. Antoniou
Two Years on—Developing Metrics for Crowdsourcing
with Digital Collections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 453
Tuula Pääkkönen
Ethics and Medical Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 459
Kotsori Ioanna Soultana
Is the Market Value of Software Vendors Affected by Software
Vulnerability Announcements? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 465
Georgios Spanos, Lefteris Angelis and Kyriaki Kosmidou
Conceptual Search Algorithms for FDB Databases . . . . . . . . . . . . . . . . . 471
E.N. Petraki, E.J. Yannakoudakis and C.A. Kapetis
Blocking for Entity Resolution in the Web of Data: Challenges
and Algorithms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479
Kostas Stefanidis
Analysis of GWAP Collected Tags in the Description of Heritage
Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 483
Tomislav Ivanjko and Sonja Špiranec
Selective Monitoring of the Safety of Railway Buildings . . . . . . . . . . . . . 489
Paolino Di Felice
Group Recommendations in MapReduce . . . . . . . . . . . . . . . . . . . . . . . . . 495
Vasilis Efthymiou, Petros Zervoudakis, Kostas Stefanidis
and Dimitris Plexousakis
APANTISIS: A Greek Question-Answering System
for Knowledge-Base Exploration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 501
Emmanouil Marakakis, Haridimos Kondylakis
and Papakonstantinou Aris
xxii Contents

News Articles Platform: Semantic Tools and Services

for Aggregating and Exploring News Articles . . . . . . . . . . . . . . . . . . . . . 511
Koralia Papadokostaki, Stavros Charitakis, George Vavoulas,
Stella Panou, Paraskevi Piperaki, Aris Papakonstantinou,
Savvas Lemonakis, Anna Maridaki, Konstantinos Iatrou, Piotr Arent,
Dawid Wiśniewski, Nikos Papadakis and Haridimos Kondylakis
Data Mining of World Bank Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . 521
Maha A. Hana
Why Today’s Marketers Are Getting It Wrong . . . . . . . . . . . . . . . . . . . . 529
Michael A. Belch
Ontology-Based Term Matching Approaches in Social Media . . . . . . . . 533
Mariam Gawich, Marco Alfonse, Mostafa Aref
and Abdel-Badeeh M. Salem
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 545
 Part I
Creativity, Innovation and
Entrepreneurship Competence
in Higher Education

Organized by: Llanos Cuenca, Andres Boza

Business Management, Universitat Politècnica
de València, Valencia, Spain

Description
Creativity, innovation, and entrepreneurship are essential aspects for all areas of
working and business life. Creativity includes generating ideas, critical thinking,
synthesis and reorganization, looking for new opportunities and having the ability
to find hidden connections and insights. Innovation means anticipating the needs of
the market, offering additional value, and keeping risk and cost under control.
Successful entrepreneurs require combination of a creative idea and a broader
capacity for execution. Nowadays, higher education is viewing the competences as
a discipline that can be learned both theoretically and practically oriented. Training
in creativity, innovation, and entrepreneurship competence can be organized as a
separate subject or be integrated as a transversal competence into different subjects.
Discussion will be organized on, but not limited to, the following elements of
impact in this competence: (1) learning outcomes, (2) activities and experiences in
higher education, (3) assessment method and evidences of learning, (4) syllabus
description.
Transversal Competences as a Medium
of Teaching. The Case of Creativity,
Innovation and Entrepreneurship

Andrés Boza, Marta Fernández-Diego, Leonor Ruiz, Mariluz Gordo,

M.M.E. Alemany, Faustino Alarcón and Llanos Cuenca

Introduction

The incorporation of key competences or similar intended learning outcomes in

school curriculum frameworks has been evident for some time. However, it is a
necessary but insufficient step towards implementation (Pepper 2011). According to
Incode (2012) we can define competence as the complex know-how resulting from
the integration, mobilization, and adaptation of capacities and skills to situations
that share common characteristics. Competence describes what training participants
should be able to do at the end of such training. One competence is acquired
through several learning outcomes to be achieved.
This complex know-how must be specified in the design of new curriculums
through the set of specific and transversal competencies that students should
develop
• Specific competences belong to a specific area of knowledge (in a degree or
master) and they are aimed at achieving a specific graduate profile.
• Transversal competences (also named generic competencies and transferable
competencies) are generic and transferable in a wide variety of personal, social,
academic, and professional contexts throughout life. Therefore, they contribute
to a fundamental part of the professional profile and educational profile in all the
degrees. These competences include a set of cognitive and metacognitive skills,
and, attitudinal and instrumental knowledge, which has a great value to the
knowledge society. Transversal competences are not always independent

A. Boza (✉) ⋅ M. Fernández-Diego ⋅ L. Ruiz ⋅ M. Gordo ⋅ M.M.E. Alemany ⋅ F. Alarcón ⋅

L. Cuenca
Business Management Department, Universitat Politècnica de València,
Valencia, Spain
e-mail: aboza@cigip.upv.es

© Springer International Publishing AG 2017 3

A. Kavoura et al. (eds.), Strategic Innovative Marketing, Springer Proceedings
in Business and Economics, DOI 10.1007/978-3-319-56288-9_1
4 A. Boza et al.

subjects; they can be a way to enhance learning of specific subjects, which also
helps students to develop their new competences.
So, including transversal competences in specific subjects can address these
competences and place them into the context of the subject where they can be used
to improve specific competences.
In the context of the subject, it is necessary to distinguish two aspects, first how
to encourage or promote the ideal environment for the development and achieve-
ment of these learning outcomes and second how to evaluate the acquisition of
those ones. In order to evaluate the acquisition of the competence a rubric has been
defined to bachelor and master degree (Cuenca et al. 2015a, 2016). The develop-
ment of learning outcomes in classroom should be addressed through lectures,
laboratory practices, case studies, etc. Evidence of competence acquisition must be
reflected in the design of new curricula.
Competence-based learning requires an effort that it does not only depend on
strategies of teaching, but also to know, select, and apply adequate resources for its
achievement.

Guide for Selecting Activities

With the aim of incorporating transversal competences into the students’ curricula
several activities must be defined. It is necessary to establish the relationship
between the activity to be done and the learning outcome to be achieved.
These activities should not be an extra work for the students and lecturers but a
medium of instruction for the specific concepts using the transversal competences.
To do this, it is important to select the unit or theme where the activity will be
developed (Fig. 1).
We can find two scenarios
Scenario 1: Transversal competence activity exists.
In this case, an activity or list of activities have been previously defined and
associated to the transversal competences. These activities are related to a number
of learning outcomes of the transversal competence.

Fig. 1 Transversal and

specific learning outcomes
relationships

Activities
Transversal Competences as a Medium of Teaching … 5

Specific Learning Outcomes (Subject)

Steps
1. Identify the transversal competence to be included in the subject.
2. Select the activity associated with the transversal competence.
3. Identify learning outcomes associated with the transversal competence.
4. Select unit/theme of the subject where the activity will be applied (specific
competence).
5. Adapt the activity to the current context: number of students, level, time, etc.
6. Identify evidences to be collected: colored post-it, videos, photos, documents.
7. Develop the activity and collect evidences.
8. Assess the competence acquisition.
Scenario 2: Transversal competence activities have not been identified.
In this case, although there is not an activity designed, transversal competence
includes the learning outcomes associated.
Steps
1. Identify the transversal competence to be included in the subject.
2. Identify and select competence learning outcomes associated with this
transversal competence.
3. Select unit/theme of the subject where the learning outcomes can fit (specific
competence).
4. Select the assessment method for the competence learning outcomes.
5. Define an activity taking into account what (step 1, 2, and 3) and how (step 4)
are we going to assess them.
6. Identify resources needed according to the context: number of students, level,
time, etc.
7. Identify evidences to be collected: colored post-it, videos, photos, and
documents.
8. Develop the activity and collect evidences.
9. Assess the competence acquisition.
These two approaches help to find an appropriated activity to develop in the
classroom with the objective of achieving transversal learning outcomes and
specific learning outcomes.

Application to the Creativity, Innovation

and Entrepreneurship Competence

According to Boza et al. (2014), creativity, innovation, and entrepreneurship deals

with the mindsets and skills associated with creativity and innovation as well as the
qualities and practices associated with successful entrepreneurship. For example,
entrepreneurship is the individual’s ability to translate ideas into action. It
6 A. Boza et al.

encompasses creativity, innovativeness, and risk taking, as well as ability to plan

and direct action towards the achievement of goals. It is necessary to consider how
to apply these mindsets and skills in their organization/business.

Learning Outcomes Associated to This Competence

The literature review process for learning outcomes related to innovation compe-
tence for bachelor degree and master was conducted via Google Scholar
(scholar.google.es) and Scopus; also including the preliminary list of learning
outcomes of the sciences institute of innovation (ICE 2013) and results of the
Tempus project (2014). An extended list of learning outcomes can be found in
Cuenca et al. (2015a, 2016).
The assessment of a big amount of learning outcomes results really difficult and
complicated for a lecturer in a large classroom. The number of students and the
activities to be done in a year must be adequate to assess the competence in an
effective and efficient way. Effort and results must be balanced.
In this sense, the preliminary list of learning outcomes have been condensed in
order to facilitate the assessment of the entire competence (creativity, innovation,
entrepreneurship).
The proposal has been built based on the innovation literature review. The main
indicators associated to innovation are: seeking opportunity, generating ideas,
execution, and generating value (Cuenca et al. 2015b). These indicators have been
divided accordingly to the three education levels (Level 1: first and second year,
level 2: third and fourth year, and level 3: master). Each level incorporates more
complexity and a growing difficulty.
According to the definitions of creativity, innovation, and entrepreneurship
concepts, the competence can be defined as a process with the following activities:
environment analysis (opportunity), proposal of creative ideas (generate ideas),
deployment or procedure of execution (execution) and finally, risk and benefits
evaluation (added value) (Fig. 2).

Fig. 2 The simplified process of creativity, innovation, and entrepreneurship

Table 1 Association of learning outcomes and activities in the transversal competence creativity, innovation and entrepreneurship
Creativity, innovation and entrepreneurship competence Activities
Six SCAMPER 6-3-5 Jigsaw Empathy Canvas Lego DAFO
thinking map serious
hats play
Process Domain level 1 (1st and 2nd year)
Opportunity (1) Students inquiry the reality V V V V V V V V
Generate (2) Students contribute ideas V V V V V V V
ideas
Execution (3) Students formally express ideas V V V V V
Added (4) Students identify results V
value
Process Domain level 2 (3rd and 4th year)
Opportunity (1) Students identify opportunities and/or areas for V V V V V V V V
improvement
Generate (2) Students bring original ideas and approaches V V V V V V V
Transversal Competences as a Medium of Teaching …

ideas
Execution (3) Students employ strategies and/or creative V V V V V
techniques to formally translate ideas and solutions
Added (4) Students control results V
value
Process Domain level 3 (Master)
Opportunity (1) Students integrate knowledge from other V V V V
disciplines
Generate (2) Students adopt creative approaches to content and V V V
ideas embodiment
Execution (3) Students propose an action plan V
Added (4) Students analyze the value of innovation V
value
7
8 A. Boza et al.

Activities Associated to the Competence

Once the main learning outcomes have been defined for the transversal competence,
a list of activities has been identified. These activities are oriented to achieve one or
more learning outcomes.
The following table shows the association among learning outcomes and
activities.
These activities can be used in different subjects to improve the achievement of
knowledge and the acquisition of the transversal competence.
Next table shows the case of the subject “IT Governance” at first year in the
Master in Computer Science at Universitat Politècnica de València (Spain).
Jointly, with Tables 1 and 2 can be chosen the activities to be applied.

Table 2 Association of transversal competence learning outcomes (competence) and specific

learning outcomes (subject)
Learning outcome matrix Transversal learning outcomes (competence)
(1) (2) Students (3) Students (4)
Students adopt creative propose an Students
integrate approaches to action plan analyze
knowledge content and the
from other embodiment value of
disciplines innovation
Specific learning outcomes (subject)
Students can communicate their V V
conclusions to specialists and
non-specialists in a clear and
unambiguous
Capacity for integration of technologies, V V
applications, services and systems of
computer engineering
Ability to apply principles of economics V V
and management of human resources
and projects, as well as legislation,
regulation and standardization of
computing
Capacity for development, strategic V V V V
planning, direction, coordination and
technical and financial management of
projects in all areas of Computer
Engineering following quality and
environmental criteria
Transversal Competences as a Medium of Teaching … 9

Conclusions

Transversal Competences as a medium of teaching is a key aspect to facilitate the

incorporation of transversals learning outcomes into the subjects at the same time
that specific contents are addressed. The acquisition of learning outcomes in the
classroom should be addressed through different activities. These activities help
lecturers to obtain evidences and assessment of the students’ learning. The method
proposed in this paper helps them to select the best learning activity according to
the transversals and specific learning outcomes.
With the application of this proposal the following benefits have been obtained:
For the lectures, to
• reduce the rejection of transversal competences
• improve coordination among learning outcomes (transversal and specific)
• improve the effectiveness of the activities
• incorporate the activities and transversals and specific learning outcomes into
the syllabus.
For the students, to
• improve participation
• recognizes the usefulness of transversal competences in a specific context
• know at the beginning of the subject, the transversal competences tackled and
the activities associated.

Acknowledgements This research has been carried out under the project of innovation and
educational improvement (PIME/A15) ‘DAICE—Design of activities for the Innovation,
Creativity and Entrepreneurship Competence’ funded by the Universitat Politècnica de València,
and the Escola Tècnica Superior d’Enginyeria Informàtica.

References

Boza, A. L. Cuenca, M. Fernández-Diego, L. Ruiz, M.L. Gordo, F. Alarcón, M.M.E. Alemany,

and R. Poler. 2014. Innovation, creativity and entrepreneurship competence in higher
education. In Learning objectives and measurement. ICERI2014 proceedings, 405–411.
Cuenca, L. F. Alarcón, A. Boza, M. Fernández-Diego, L. Ruiz, M.L. Gordo, R. Poler, and M.M.E.
Alemany. 2016. Rubric for the assessment the competence of innovation, creativity and
entrepreneurship in bachelor degree. Brazilian Journal of Operations & Production
Management 13 (1).
Cuenca, L. M. Fernández-Diego. M. Gordo, L. Ruiz, M.M.E. Alemany, and A, Ortiz. 2015a.
Measuring competencies in higher education. Sustainable Learning in Higher Education.
Cuenca, L. P, Bonet, A, Boza, P, Fuentes, N, Lajara-Camilleri, J.A, María-García, M, Peris-Ortiz,
and L, Ruiz. 2015b. Innovation, creativity and entrepreneurship learning outcomes in higher
education. In ICERI2015 proceedings, 3910–3915.
Ice. 2013. Dimensiones competenciales UPV report interno. ICE-Universitat Politècnica de
València.
Another random document with
no related content on Scribd:
 ²Then there came some that told
Jehoshaphat, saying, There cometh a great
multitude against thee from beyond the sea
from Syria; and, behold, they be in Hazazon-
tamar (the same is En-gedi).
2. from Syria] So also LXX., but undoubtedly the correct reading
is from Edom. Confusion of two letters of almost identical shape in
Hebrew (a ‫ ר‬for a ‫ )ד‬accounts for the difference.

Hazazon-tamar] Genesis xiv. 7. The name seems to describe the

place as stony and as containing palm-trees. It is in fact an oasis.

the same is En-gedi] Compare G. A. Smith, Historical Geography

of the Holy Land as quoted above, and Bädeker, Palestine⁵, p. 171.
En-gedi is on the west coast of the Dead Sea at a point where a
rugged pass leads up into the hill country of Judah.

³And Jehoshaphat feared, and set himself to

seek unto the Lord; and he proclaimed a fast
throughout all Judah. ⁴And Judah gathered
themselves together, to seek help of the
Lord: even out of all the cities of Judah they
came to seek the Lord.
3. proclaimed a fast] A fast involved the assembling of the
people; 1 Kings xxi. 9, 12; Jeremiah xxxvi. 6, 9; Joel ii. 15. Special
fasts were proclaimed for war, famine, or any other calamity or
serious event.

5‒13 (no parallel in Kings).

The Prayer of Jehoshaphat.

This prayer should be compared with Solomon’s (vi. 14 ff.).

 ⁵And Jehoshaphat stood in the congregation
of Judah and Jerusalem, in the house of the
Lord, before the new court;
5. stood] Rather, rose up.

before the new court] The Temple of Solomon, strictly speaking,

had only one court, but the Chronicler speaks of it in terms which
seem more appropriate to the post-exilic Temple with its inner and
outer courts (see the note on iv. 9). The terms he uses, however, are
unhappily vague and it is not quite easy to determine the precise
meaning. Thus here, the word used for “court” is ḥāṣēr, which
according to iv. 9 ought to mean the inner court, the court of the
priests, as distinguished from the outer court of the people, the
“‘azārāh.” On this view, the phrase means that Jehoshaphat was in
the ‘azārāh, standing not in but before the ḥāṣēr of the priests. But
the inner court must be the old original court, and it seems quite
impossible that the Chronicler, as he does here, should describe it as
new: that adjective can be applicable only to a secondary, outer,
court. We must therefore suppose that he here uses the word ḥāṣēr
for the court he elsewhere designates by the special term ‘azārāh.
The correct interpretation then is that Jehoshaphat stood before the
new, the outer court, i.e. he stood at the inner side of the outer court
with his back towards the inner court and looking out towards the
containing wall and the entrances where the people were grouped.
Both interpretations come to much the same thing, but the point of
language deserves attention.

⁶and he said, O Lord, the God of our fathers,

art not thou God in heaven? and art not thou
ruler over all the kingdoms of the nations? and
in thine hand is power and might, so that none
is able to withstand thee.
6. art not thou God] Compare Joshua ii. 11.
 ruler over all the kingdoms] Compare Psalms xxii. 28.

is power] compare xiv. 11 (Asa’s prayer).

⁷Didst not thou, O our God, drive out the

inhabitants of this land before thy people
Israel, and gavest it to the seed of Abraham
thy friend for ever? ⁸And they dwelt therein,
and have built thee a sanctuary therein for thy
name, saying,
7. drive out] compare Deuteronomy ix. 5.

thy friend] compare Isaiah xli. 8.

⁹If evil come upon us, the sword ¹, judgement,

or pestilence, or famine, we will stand before
this house, and before thee, (for thy name is in
this house,) and cry unto thee in our affliction,
and thou wilt hear and save.
¹ Or, the sword of judgement.

9. the sword, judgement] Render with margin the sword of

judgement (compare Ezekiel xiv. 17).

¹⁰And now, behold, the children of Ammon and

Moab and mount Seir, whom thou wouldest
not let Israel invade, when they came out of
the land of Egypt, but they turned aside from
them, and destroyed them not;
 10. mount Seir] Here, and in verse 23 in the enumeration of the
allied peoples, “Mount Seir” which was situated in the Edomite
territory takes the place of the “Meunim” of verse 1. It is clear,
however, that the same contingent is meant, and no difficulty arises if
Meunim denotes people from the Edomite district near the town
Ma‘īn: see note on verse 1. Even if the south Arabian Minaeans
were meant, it might be said that the two peoples were cognate and
that Minaean invaders in passing through Mount Seir would probably
bring along with them Edomite kinsmen. The region loosely denoted
by Mount Seir was practically synonymous with Edom, extending
from the south of the Dead Sea to the head of the Gulf of Akaba.

whom thou wouldest not, etc.] Compare Deuteronomy ii. 4, 5, 9,

19; see also Numbers xx. 14‒21.

¹¹behold, how they reward us, to come to cast

us out of thy possession, which thou hast
given us to inherit.
11. thy possession] A “possession” means that which one takes
possession of by the sword. Canaan is God’s “possession” because
it was conquered by His arm (Psalms xliv. 3).

¹²O our God, wilt thou not judge them? for we

have no might against this great company that
cometh against us; neither know we what to
do: but our eyes are upon thee.
12. our eyes are upon thee] Compare xiv. 11.

¹³And all Judah stood before the Lord, with

their little ones, their wives, and their children.
13. their little ones ... and their children] Compare xxxi. 18, “their
little ones ... and their sons and their daughters.” “Little ones”
(Hebrew ṭaph) seems always to mean quite small children.

14‒19 (no parallel in Kings).

The Prophecy of Jahaziel.

¹⁴Then upon Jahaziel the son of Zechariah,

the son of Benaiah, the son of Jeiel, the son of
Mattaniah, the Levite, of the sons of Asaph,
came the spirit of the Lord in the midst of the
congregation;
14. Jahaziel] Nothing is known of him beyond what is recorded in
this chapter. His name is significant (“God giveth visions”).

¹⁵and he said, Hearken ye, all Judah, and ye

inhabitants of Jerusalem, and thou king
Jehoshaphat: thus saith the Lord unto you,
Fear not ye, neither be dismayed by reason of
this great multitude; for the battle is not yours,
but God’s.
15. the battle is not yours, but God’s] Jahaziel gives a special
turn to the general truth, “The battle is the Lord’s” (David to Goliath,
1 Samuel xvii. 47).

¹⁶To-morrow go ye down against them: behold,

they come up by the ascent of Ziz; and ye
shall find them at the end of the valley, before
the wilderness of Jeruel.
16. the ascent of Ziz] The exact positions of this and of the
“valley” and of the “wilderness” mentioned in this verse are
uncertain, but probably the invaders followed not the direct road from
En-gedi to Beth-lehem, but one a little to the left of this.

the valley] (Hebrew naḥal), strictly “ravine” or “water-course.”

¹⁷Ye shall not need to fight in this battle: set

yourselves, stand ye still, and see the
salvation of the Lord with you, O Judah and
Jerusalem: fear not, nor be dismayed: to-
morrow go out against them; for the Lord is
with you. ¹⁸And Jehoshaphat bowed his head
with his face to the ground: and all Judah and
the inhabitants of Jerusalem fell down before
the Lord, worshipping the Lord.
17. stand ye still, and see the salvation of the Lord] This saying
magnificently expresses the very essence of this story of deliverance
won by faith. And further it reveals the deepest aspect of the
Chronicler’s attitude to life. It is the living heart of the whole history
as he tells it. We are impatient of the mechanical and grandiose
elements in his work, because the taste for such exaggeration has
passed away and the necessity for laying stress on the ritual of
religion has little relevance for our times. But all criticism of the
books of Chronicles is superficial which fails to see that the writer is
inspired by a splendid faith in God and a grand determination to
maintain the religious attitude as the one ultimate key to life’s
meaning. The present story is intended to assert the value of
reliance upon God, in the midst of overwhelming peril still “trust in
God and do the right”; and to assert this in the strongest conceivable
terms. Thus it is related that the victory was gained without any need
for Jehoshaphat’s grande armée of 1,160,000 men! Turn from the
tale to the circumstances of the post-exilic Jewish community, and
the heroism of such teaching leaps to light. It is when we are
surrounded by unscrupulous and powerful foes and have not 1000
soldiers, far less 1,000,000, that the reality of our trust in God and
goodness is put to the test. “Aye,” says the Chronicler, “but, if like
Jehoshaphat you had 1,000,000, it is still the supreme duty of man to
rely on God.” Great teaching, and greatly followed by the enfeebled
yet indomitable Jews. While they were thus helpless, Jehovah
wrought for Israel, even as the Chronicler relates that He destroyed
the enemies of Jehoshaphat in the wilderness of Jeruel. “The Jews
stood still and saw the working out of their deliverance; great
Empires wrestled together—Babylonian, Persian, Greek, and Roman
—like Moab, Ammon, and Edom, in the agony of the death struggle:
and over all the tumult of battle Israel heard the voice of Jehovah,
‘The battle is not yours, but God’s; ... set yourselves, stand ye still,
and see the deliverance of Jehovah with you, O Judah and
Jerusalem’” (Bennett, Chronicles, p. 387). Certainly the post-exilic
Jews were so weak that trust in their own armed power was at
almost all times manifestly absurd, yet this does not mean that they
were thereby driven to the policy of quiet faith. There was an
alternative ever before them—despair and unbelief: that they
resolutely refused. Such were the stern realities which ought to be
weighed when we seek to realise the moral and spiritual worth of the
Chronicler and his doctrines.

¹⁹And the Levites, of the children of the

Kohathites and of the children of the
Korahites, stood up to praise the Lord, the
God of Israel, with an exceeding loud voice.
19. the Korahites] The Korahites were a branch of the Kohathites
(1 Chronicles vi. 22 [7, Hebrew], 37, 38 [22, 23, Hebrew]); the
Chronicler simply defines his first statement; those who stood up to
praise were Kohathites by clan, Korahites by family.

20‒25 (no parallel in Kings).

The Deliverance.
 ²⁰And they rose early in the morning, and went
forth into the wilderness of Tekoa: and as they
went forth, Jehoshaphat stood and said, Hear
me, O Judah, and ye inhabitants of
Jerusalem; believe in the Lord your God, so
shall ye be established; believe his prophets,
20. Tekoa] The modern Teḳu‘a, a ruin on a hill 2790 feet above
the sea, about six miles south of Beth-lehem. It was an ancient
place; xi. 6; 1 Chronicles ii. 24; 2 Samuel xiv. 2; Amos i. 1. The
“wilderness of Tekoa” means that part of the “wilderness of Judah”
which was near Tekoa.

believe ... so shall ye be established] Compare Isaiah vii. 9, “If ye

will not believe, surely ye shall not be established.” In both places
there is a play on the words in the Hebrew; “believe” and “be
established” representing two voices of the same verb ha’amīnū ...
tē’āmēnū.

²¹so shall ye prosper. And when he had taken

counsel with the people, he appointed them
that should sing unto the Lord, and praise the
beauty ¹ of holiness, as they went out before
the army, and say, Give thanks unto the Lord;
for his mercy endureth for ever.
¹ Or, in the beauty of holiness.

21. them that should sing unto the Lord, and praise] Compare
the preliminaries of the Battle of the Standard fought between the
Scots and English in 1138.
 the beauty of holiness] Render in holy attire, i.e. in priestly
garments. Compare 1 Chronicles xvi. 29 (note).

before the army] Contrast Joshua vi. 7, 9 (the armed men

precede the Ark).

Give thanks] compare 1 Chronicles xvi. 41.

²²And when they began to sing and to praise,

the Lord set liers in wait against the children
of Ammon, Moab, and mount Seir, which were
come against Judah; and they were smitten.
22. the Lord set liers in wait] Comparing Joshua viii. 2, where
Joshua is bidden by God to set an ambush, we might suppose that
the present phrase implies simply that the Lord suggested to
Jehoshaphat the plan of setting an ambush. Such a view, however,
seems antagonistic to verse 17, where the Judeans are told only to
stand still and see the salvation wrought by God; and indeed it would
detract immensely from the value of the tale as an awe-inspiring
marvel. It is preferable to suppose that certain supernatural Divine
agents were meant by the Chronicler. If the tradition has an historical
basis, some sudden assault was probably made by the inhabitants of
the invaded district before the main army from Jerusalem arrived
(see the Introduction pp. xlix, l). G. A. Smith (Historical Geography of
the Holy Land, p. 272) points out that the country between En-gedi
and Tekoa is well suited for attack by surprise.

²³For the children of Ammon and Moab stood

up against the inhabitants of mount Seir,
utterly to slay and destroy them: and when
they had made an end of the inhabitants of
Seir, every one helped to destroy another.
 23. For the children of Ammon] Render, And the children of
Ammon. The sudden attack of the “liers in wait” caused a panic and
a suspicion of treachery among the allies; so at Gideon’s surprise of
Midian every man turned his sword against his fellow (Judges vii.
22).

utterly to slay] Literally to devote, or put to the ban (Hebrew

ḥerem); i.e. to undertake the partial or total destruction of the foe and
his possessions as a sacred duty to be performed in honour of God
—compare Leviticus xxvii. 28, 29, and Driver’s note on Exodus xxii.
20 in this series. Compare 1 Chronicles iv. 41.

²⁴And when Judah came to the watch-tower of

the wilderness, they looked upon the
multitude; and, behold, they were dead bodies
fallen to the earth, and there were none that
escaped.
24. to the watch-tower] Rather “to the outlook-point,” i.e. some
spot from which they were able to survey the scene of the disaster in
the valley by which the enemy were advancing.

²⁵And when Jehoshaphat and his people came

to take the spoil of them, they found among
them in abundance both riches and dead
bodies ¹, and precious jewels, which they
stripped off for themselves, more than they
could carry away: and they were three days in
taking of the spoil, it was so much.
¹ According to some ancient authorities, garments.
 25. they found among them in abundance both riches and dead
bodies] The Hebrew text is faulty. Following the LXX. εὖρον κτήνη
πολλὰ καὶ ἀποσκευὴν καὶ σκῦλα, read probably they found much
cattle and goods and garments.

26‒30 (no parallel in Kings).

The Sequel of the Deliverance.

²⁶And on the fourth day they assembled

themselves in the valley of Beracah ¹; for there
they blessed the Lord: therefore the name of
that place was called The valley of Beracah,
unto this day. ²⁷Then they returned, every man
of Judah and Jerusalem, and Jehoshaphat in
the forefront of them, to go again to Jerusalem
with joy; for the Lord had made them to
rejoice over their enemies. ²⁸And they came to
Jerusalem with psalteries and harps and
trumpets unto the house of the Lord.
¹ That is, Blessing.

26. valley of Beracah] A deserted village Bereikūt (south of

Tekoa) where there are some very ancient ruins seems to preserve
the name. It is possible that the “valley of Jehoshaphat” mentioned
by Joel (iii. [iv., Hebrew] 2) is to be identified with the scene of
Jehoshaphat’s deliverance.

²⁹And the fear of God was on all the kingdoms

of the countries, when they heard that the
Lord fought against the enemies of Israel.
 ³⁰So the realm of Jehoshaphat was quiet: for
his God gave him rest round about.
29. was on all] Rather, came upon all; compare xiv. 14, xvii. 10.

the kingdoms of the countries] a characteristic phrase with the

Chronicler; compare xii. 8, xvii. 10 and 1 Chronicles xxix. 30.

31‒34 (= 1 Kings xxii. 41‒45).

The Summary of Jehoshaphat’s Reign.

There are several variations of text between Kings and

Chronicles here; and in particular the Chronicler omits the statement
that Jehoshaphat made peace with Israel.

³¹And Jehoshaphat reigned over Judah: he

was thirty and five years old when he began to
reign; and he reigned twenty and five years in
Jerusalem: and his mother’s name was
Azubah the daughter of Shilhi.
31. reigned over Judah] In Kings, began to reign over Judah in
the fourth year of Ahab king of Israel. The Chronicler will not date the
accession of a southern king by the year of an ungodly northern
king.

³²And he walked in the way of Asa his father,

and turned not aside from it, doing that which
was right in the eyes of the Lord.
32. of Asa his father] compare xvii. 3 (note).

³³Howbeit the high places were not taken

away; neither as yet had the people set their
 hearts unto the God of their fathers.
33. the high places] Precisely the contrary is asserted in xvii. 6,
where see note. On the meaning of “high place” see the note on xv.
17.

neither as yet had the people set their hearts] compare xii. 14. In
Kings it is said particularly that the people sacrificed and burnt
incense at the high places.

³⁴Now the rest of the acts of Jehoshaphat, first

and last, behold, they are written in the
history ¹ of Jehu the son of Hanani, which is
inserted ² in the book of the kings of Israel.
¹ Hebrew words. ² Or, who is mentioned.

34. Jehu the son of Hanani] See xix. 2 (note).

which is inserted] Chronicles of different events were joined

together to form one continuous Chronicle; i.e. the history of Jehu
means a special section of the Book of the Kings of Israel—see
Introduction § 5, p. xxxii.

35‒37 (compare 1 Kings xxii. 48, 49).

The Destruction of Jehoshaphat’s Fleet.

The Chronicler gives a somewhat different account of this

incident from that in Kings. According to the latter, Jehoshaphat
made ships of Tarshish (i.e. a particular kind of vessel) to sail to
Ophir for gold, and refused the offer of Ahaziah to cooperate in the
enterprise. It is then added that the enterprise failed, as the ships
were wrecked at Ezion-geber. The Chronicler, on the other hand,
expressly asserts that Jehoshaphat “joined himself” with the wicked
Ahaziah in this naval enterprise, and interprets the wreck as a Divine
punishment for the sin of the alliance (the disaster being foretold by
a prophet). Further he has misunderstood the term “ships of
Tarshish” (see note, verse 36) and makes Tarshish, and not Ophir,
the object of the voyage. The whole is said to constitute an
instructive example of the freedom with which the narrative in Kings
could be handled in the interests of religious teaching. The second
divergence, “ships to Tarshish,” is only an error of ignorance, but the
first is important. Without, however, denying that the Chronicler has
been careful to point the moral of his tale, it may be urged that his
version is not obtained simply by an arbitrary alteration of Kings, but
rather reflects an independent account of the affair, perhaps more
reliable than that in Kings. Almost certainly Jehoshaphat was still
virtually subject to Israel, and the Chronicler’s tradition may be true
to fact in representing him as partner with Ahaziah from the start of
the enterprise. At least the possibility must not be ruled out because
the story suited the Chronicler’s religious predilections. Again it is
quite improbable that the story of the seer of Mareshah is wholly an
invention of the Chronicler (see notes on verse 37). The passage
therefore yields some evidence of access to traditions other than
those in Kings; and their value deserves to be fairly considered.

³⁵And after this did Jehoshaphat king of

Judah join himself with Ahaziah king of Israel;
the same did very wickedly: ³⁶and he joined
himself with him to make ships to go to
Tarshish: and they made the ships in Ezion-
geber.
36. ships to go to Tarshish] In Kings, ships of Tarshish to go to
Ophir: compare ix. 21 (= 1 Kings x. 22), note. In both passages the
reading of Kings, “ships (or ‘navy’) of Tarshish,” i.e. large sea-going
ships (compare Psalms xlviii. 7), is correct, because (1) Ezion-geber
was a port for vessels sailing eastward, while Tarshish was in the
west, (2) gold, the object of the voyage (compare 1 Kings xxii. 48),
came from Ophir (viii. 18; 1 Kings ix. 28, x. 11; Psalms xlv. 9).
 Tarshish] compare 1 Chronicles i. 7 (note).

Ezion-geber] compare viii. 17 (note).

³⁷Then Eliezer the son of Dodavahu of

Mareshah prophesied against Jehoshaphat,
saying, Because thou hast joined thyself with
Ahaziah, the Lord hath destroyed ¹ thy works.
And the ships were broken, that they were not
able to go to Tarshish.
¹ Or, made a breach in.

37. Then Eliezer ... of Mareshah prophesied] Cook (Expository

Times, August, 1906, p. 191) points out how suitable Mareshah is as
the home of a prophet antagonistic to Jehoshaphat. The town was
situated in the Shephelah (see xi. 8, note; and also Peters and
Thiersch, Painted Tombs in the Necropolis of Marissa); and would be
in close touch with the Philistine and Edomite (Arabian) districts,
which were “stirred up” to revolt in the time of Jehoram,
Jehoshaphat’s son. Note also the association of Mareshah in the
tradition of Zerah’s invasion in Asa’s reign (xiv. 10). It is unlikely that
the Chronicler would have “invented” Mareshah as the home of
Eliezer; rather is it reasonable to infer that he is utilising an old
tradition, independent of Kings and at least noteworthy for its
consistency.

Dodavahu] The LXX. (Lucian), Δουδίου, indicates that the original

form of the name was Dodiah ‫דודיה‬, signifying probably “kinsman of
Jehovah”; for euphemistic reasons this was softened to Dodavahu.
The name therefore is almost certainly characteristic of an early
period, and is not such as would naturally occur to the Chronicler’s
imagination. Here again then we find reason for thinking that the
Chronicler was relying on the current form of an old tradition (see
G. B. Gray, Hebrew Proper Names, pp. 62, 232).
 Chapter XXI.
1 (= 1 Kings xxii. 50).
Jehoshaphat succeeded by Jehoram.

2‒4 (no parallel in Kings).

The Names and the Fate of the other Sons of Jehoshaphat.

2‒4. Presumably the Chronicler has drawn the information given

in these verses from traditional sources. The details of the names of
the brethren, their possessions, and their massacre by Jehoram are
not likely to be the product of the Chronicler’s unaided imagination.

¹And Jehoshaphat slept with his fathers,

and was buried with his fathers in the city of
David; and Jehoram his son reigned in his
stead. ²And he had brethren the sons of
Jehoshaphat, Azariah, and Jehiel, and
Zechariah, and Azariah, and Michael, and
Shephatiah: all these were the sons of
Jehoshaphat king of Israel.
2. brethren the sons of Jehoshaphat] It was necessary to define
brethren, for the word by itself means no more than “kinsmen”;
compare 1 Chronicles xii. 3 (note).

Azariah] Since this name (with a slight variation of spelling) is

repeated in the list it is probable that the text is corrupt. Yet the error
may be no more than the omission of some epithet which
distinguished one Azariah from the other in the original text of the
verse. The LXX. gives no help.

king of Israel] Compare xi. 3, note.

³And their father gave them great gifts, of

silver, and of gold, and of precious things, with
fenced cities in Judah: but the kingdom gave
he to Jehoram, because he was the firstborn.
3. their father gave them] Rehoboam did the same; xi. 23.

precious things] Hebrew migdānōth; compare xxxii. 23.

⁴Now when Jehoram was risen up over the

kingdom of his father, and had strengthened
himself, he slew all his brethren with the
sword, and divers also of the princes of Israel.
4. strengthened himself] Compare i. 1 (note).

5‒7 (= 2 Kings viii. 17‒19).

The Evil Character of Jehoram’s Reign.

⁵Jehoram was thirty and two years old when

he began to reign; and he reigned eight years
in Jerusalem. ⁶And he walked in the way of
the kings of Israel, as did the house of Ahab:
for he had the daughter of Ahab to wife: and
he did that which was evil in the sight of the
Lord.
6. of Ahab] Compare xviii. 1 (note).
 ⁷Howbeit the Lord would not destroy the
house of David, because of the covenant that
he had made with David, and as he promised
to give a lamp to him and to his children
alway.
7. the house of David] In 2 Kings Judah, a term sparingly used in
Chronicles; compare xi. 3 (note).

a lamp] Thus figuratively applied the Hebrew word is written nīr;

ordinarily “lamp” is nēr in Hebrew.

8‒10 (= 2 Kings viii. 20‒22).

The Revolt of Edom.

⁸In his days Edom revolted from under the

hand of Judah, and made a king over
themselves.
8. In his days Edom revolted] From 1 Chronicles xviii. 11‒13
(compare 2 Samuel viii. 13 f.) it appears that Edom was subjugated
in the reign of David, and it seems to have remained so until
Jehoram’s reign. If, as is probable, the Meunim are to be reckoned
an Edomitic tribe (see the notes on xx. 1, 10), Edom may have made
a vain attempt to throw off the Judean suzerainty in Jehoshaphat’s
time, and this would suit the remark in 1 Kings xxii. 47 “And there
was no king in Edom: a deputy was king”—i.e. a nominee of
Jehoshaphat. Moreover the tradition of Jehoshaphat’s shipbuilding at
Ezion-geber on the Gulf of Akaba implies the maintenance of his
hold over Edom.

⁹Then Jehoram passed over with his captains,

and all his chariots with him: and he rose up
by night, and smote the Edomites which
 compassed him about, and the captains of the
chariots.
9. Then Jehoram passed over] In Kings “passed over to Zair” (the
place is not otherwise known; for a suggestion that the Moabite Zoar
should be read, see Encyclopedia Britannica s.v. Moab, p. 631 ad
fin.). Without the addition of a place name the verb “passed over” in
Chronicles is somewhat awkward. It is possible that the Chronicler
used it in the meaning that Jehoram with a vanguard of chariots
passed by his main body of “the people” to take the lead. Although
the text in 1 Kings viii. 21 appears to have suffered some corruption,
it is fairly clear that Jehoram pushed on with his chariots as a
vanguard, was hemmed in by the Edomites, and, though he
succeeded in cutting his way out by a night attack, his main army
had dispersed in the belief that the king and the chariots were cut off
and lost.

and the captains of the chariots] The clause is governed by the

verb “compassed” (read perhaps el for eth in the Hebrew).

¹⁰So Edom revolted from under the hand of

Judah, unto this day: then did Libnah revolt at
the same time from under his hand: because
he had forsaken the Lord, the God of his
fathers.
10. then did Libnah revolt at the same time] The exact position of
Libnah is not known, but it was in the south of Judah, probably not
far from Lachish (Tell el-Hesi) and the Edomite territory. The active
hostility of the Edomitic (Arabian) and Philistine districts about this
period afforded an opportunity to any elements of discontent in the
townships of southern Judah; see the note on xxvi. 7. Probably the
population of Libnah included many Edomite and Philistine families,
compare the Peshitṭa rendering of this clause, viz. “Then did the
Edomites who dwell in Libnah revolt.”
 became he had forsaken, etc.] Not in Kings; a moralistic
comment by the Chronicler.

11‒15 (not in Kings).

Jehoram’s Sins and Elijah’s written Denunciation.

¹¹Moreover he made high places in the

mountains ¹ of Judah, and made the
inhabitants of Jerusalem to go a whoring, and
led ² Judah astray.
¹ According to some ancient authorities, cities.

² Or, compelled Judah thereto.

11. in the mountains] So Peshitṭa, but LXX., in the cities. The

difference between the two readings in Hebrew is very small.

made ... to go a whoring] a much used metaphor of Scripture,

meaning led ... into idolatry.

led Judah astray] Literally, drew or thrust away Judah, i.e. from
the presence of Jehovah.

¹²And there came a writing to him from Elijah

the prophet, saying, Thus saith the Lord, the
God of David thy father, Because thou hast
not walked in the ways of Jehoshaphat thy
father, nor in the ways of Asa king of Judah;
¹³but hast walked in the way of the kings of
Israel, and hast made Judah and the
inhabitants of Jerusalem to go a whoring, like
as the house of Ahab did ¹; and also hast slain