Corruption poses a significant challenge to economic development and governance worldwide, with its detrimental effects permeating various levels of society. In the context of Greece, where corruption has been a longstanding issue, the role of internal audit mechanisms within local government organizations (LGOs) emerges as paramount. This paper presents a comprehensive analysis of the internal control landscape within LGO revenue departments, focusing on factors influencing its effectiveness and proposing strategies for improvement. Drawing upon survey data and regression analyses, this study highlights the crucial role of robust internal control mechanisms in combating corruption and fostering economic development. The findings underscore the importance of competent personnel, legislative compliance, interdepartmental collaboration, and technology utilization in enhancing internal control practices. Despite existing legislation, gaps in internal control implementation persist, including understaffing, inadequate procedures, and limited access to information. This study emphasizes the transformative potential of effective internal audit measures in mitigating corruption at the local level, thereby contributing to broader economic growth and societal well-being. Recommendations for strengthening the internal control structures within LGOs include the formal establishment of internal audit functions, adherence to professional standards, and the promotion of information system utilization. By addressing the corruption and inefficiencies within LGOs, this research underscores the pivotal role of institutional effectiveness in promoting transparency, accountability, and sustainable economic progress.

The goal of this paper is to determine whether a company’s performance on environmental, social, and governance (ESG) indicators influences customer choice, and if so, which ones are the most important, as well as whether the COVID-19 pandemic had an effect on changing this hierarchy. Additionally, it intends to investigate the influence of regional and demographic factors on its formation. To achieve this goal, primary data were gathered in Greece via a questionnaire survey. According to the findings, a company’s performance on ESGs influences consumer choice, with an emphasis on environmental and social indicators. It was also demonstrated that a company’s social indicator performance is relevant to both urban and suburban customers. Customers in urban areas place a higher value on a company’s performance in governance indicators than those in suburban areas, who place a higher value on a company’s performance in environmental indicators. Finally, no significant COVID-19 effect was evidenced on the findings, although the emphasis on “social indicators” was further reinforced, probably due to the increase in social awareness of citizens during the pandemic.

Rapid developments in digital innovation and technology in recent decades have marked a transition into the fourth industrial revolution (and the fifth social revolution), causing a significant impact on all areas of human activity. Moreover, these developments have been strongly felt with the advent of the COVID pandemic. The COVID pandemic has acted as a catalyst for imminent changes within the operational models of banks and their digitization, both locally and internationally, dealing with this peculiar crisis as an opportunity rather than a threat. In this study, after conducting a bibliographic overview of the key literature, an analysis of the digital development that took place in the banking sector in Greece was conducted, comparing the views of bank customers to those of bank employees and investigating the key factors that are believed to have a positive and/or negative effect on the use of new digital banking products and services, as well as the influence of factors determining digital banking expansion (gender, age, educational level, pandemic, etc.). The results revealed that bank customers were quite satisfied and familiar with digital transactions and wished to expand their use, while they considered the possibility of 24/7 service as an important factor in choosing to use digital banking, and the factors for expanding their use were transaction speed, transaction security, and information security. However, bank employees accept digital transformation positively and believe that for it to be successful, additional and ongoing training is required to upgrade their digital skills, which will also contribute to culture change and adaptation to the digital era. Furthermore, the age and educational level of bank customers had a statistically significant effect on the growing acceptance and expansion of the banking sector’s digital transformation. A comparison of the correlations of the demographic data with answers given by bank employees did not reveal any significant variations regarding the findings given by bank customers. These findings can be useful for bank management policy-making issues, for banks and their supervising authorities to build KPIs to monitor and assess the digitalization progress, and for academics for further research, especially as the COVID pandemic ensues and the need for digital solutions is all the more urgent, marking the digital competition between banks as one of increasing intensity.

The effectiveness of the economic policies implemented by a country/region directly affects its economic growth potential. Cultural Heritage Festivals are a sector of the creative economy that, by promoting culture, may have a significant impact on national/regional sustainable economic development. This study assesses the implementation of the Contingent Valuation Method (CVM) and the estimation of the Willingness To Pay (WTP) demand curve, using data collected for the Kalamata Dance Festival as a case study, in order to evaluate creative economy investments. The results obtained indicate that the CVM is an appropriate method for evaluating festivals and suggest that females, spectators with high incomes and high educational levels, and visitors to Kalamata (non-residents) show an increased Willingness To Pay. These findings can be useful to cultural heritage festival organizers in developing appropriate policy strategies: targeting the social groups with the greatest Willingness To Pay; adjusting the pricing mechanism accordingly; modifying annual memberships/donations/sponsorships, indirect resources, and tax revenues and grants; and optimizing investments and allocating resources. Furthermore, the findings of this study will be particularly useful for Greece in designing relevant cultural sustainable development policies for exploiting the potential of the Cultural Heritage Festival, in synergy with the tourism sector, which already contributes a major share to the country’s GDP.

Introduction: Organizational culture determines the ability of companies to adapt, transform, and innovate, thereby directly affecting their profitability and competitiveness. However, the same applies to the public sector since, now more than ever, it has to be agile in order to shield its society and economy against modern challenges (such as COVID-19, climate change, and digitalization). This article uses the case of Greece as an example to present the need for change in organizational culture to unlock its development and growth potential through transformation, adaptation, and innovation. To support our argument, we combine the findings of the international literature regarding the relationship between organizational culture and the aforementioned elements, as well as empirical evidence from Greece.Methods: In particular, we assess organizational culture pertaining to the major sector reforms that took place in Greece, as a result of the recent economic and financial crisis, by presenting and evaluating comparative empirical findings on the characteristics of the prevailing and desired future organizational culture.Results and discussion: Examining and comparing the results of previous studies in Greece that used the Organizational Culture Assessment Instrument (OCAI) questionnaire survey in both private (such as banking and telecoms) and public sectors (such as social security, public revenues authority, and hospitals), two interesting results arise: (i) there is a clear distinction between the public sector and the private sector, with the former being mainly characterized by “hierarchy culture,” while the latter by “market culture” and (ii) in both sectors and all industries/services, the desire to prevail in future organizational culture is the “clan culture.” These findings are of immense importance as organizational culture issues play a key role in formulating future strategic plans, enabling the development of key sectors of the Greek economy and enhancing effective governance and social services. Concisely, our results draw useful conclusions for policy implications and academics, implying that there is an emergent need for organizational transformation in both private and public sectors in Greece, which can be achieved through new innovative methods of organization and operation, creating a new more agile, adaptive, and innovative culture.