Athanasios Koustelios

BuildingDepartment of Business Administration



Telephone: +30 2410-684580

Athanasios Koustelios is a Professor of «Human Resources Management» in the Department of Business Administration at the Uni­versity of Thessaly, Greece. He has a Bachelor Degree from the Aristotle University of Thessaloniki (1986), Greece and a Ph.D. from the University of Manchester, UK (1991).

He was Vice-Rector of the University of Thessaly, (2013-2014), Head of the Department (2004-2006), President of the Hellenic Association of Sport Management (2002-2003) and from 2005-20219, he was the director of the “Sport and Recreation Management Laboratory”. Since, 2014, is a member of the Advisory Board of the Institute of Cultural Diplomacy, Berlin.

He has published more than 120 papers in internationals and Greek refereed journal, and has more than 180 conference presentations in the areas of organization behaviour, and human resource management in various organizations (sport, recreation, sport tourism, educational organizations, etc). He has also been a regular reviewer for 15 scientific journals and is currently a member in many scientific and professional bodies.

His research expertise is in the area of human resource management, organizational behaviour and sport management.

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Μπελιάς Δ., Κυριάκου Δ., Βελισσαρίου Ε., Κουστέλιος Α., Σδρόλιας Λ., Βαρσάνης Κ. (2016). Δια Βίου Μάθηση και Μέσα Κοινωνικής Δικτύωσης. 2ο Πανελλήνιο Συνέδριο για την Προώθηση της Εκπαιδευτικής Καινοτομίας με Διεθνή Συμμετοχή. 21-23 Οκτωβρίου 2016, Λάρισα

Η δια βίου μάθηση τις τελευταίες δεκαετίες είναι πολύ διαδεδομένη αφού η γνώση συνιστά ένα από τα ποιο πολύτιμα αγαθά, ενώ οι αυξημένες εργασιακές, και όχι μόνο, απαιτήσεις της σημερινής εποχής επιτάσσουν την συνεχή μόρφωση των ατόμων. Η δια βίου μάθηση συμβάλλει στην βελτίωση της προσωπικότητας του ατόμου ενώ δημιουργεί τις προϋποθέσεις για μια ποιο πετυχημένη επαγγελματική σταδιοδρομία. Η ανάπτυξη της τεχνολογίας και του διαδικτύου συνέβαλε στην εμφάνιση των μέσων κοινωνικής δικτύωσης, τα οποία έχουν προσφέρει εναλλακτικές επιλογές στην διαδικασία εκπαίδευσης. Τα μέσα αυτά έχουν καταστήσει πιο εύκολη την πρόσβαση στην γνώση, ενώ χρησιμοποιούνται από ενήλικες που δεν μπορούν να παραβρεθούν σε έναν εκπαιδευτικό χώρο λόγω έλλειψης χρόνου. Η ανάπτυξη, πάντως, των μέσων κοινωνικής δικτύωσης δεν υποκαθιστά πάντα αποτελεσματικά την παραδοσιακή εκπαιδευτική διαδικασία. Λέξεις κλειδιά: διά βίου μάθηση, εκπαίδευση ενηλίκων, εκπαίδευση εξ’ αποστάσεως, μέσα κοινωνικής δικτύωσης

Belias D., Velissariou E., Kyriakou D., Koustelios A., Sdrolias L., Mantas D. (2016). Sustainable tourism in Greece: Problems for sustainable tourism development. 4ο Πανελλήνιο Συνέδριο Οικονομικής των Φυσικών Πόρων και του Περιβάλλοντος: Κλιματική Αλλαγή, Βόλος 4 - 5 Νοεμβρίου 2016 , σελ 508- 514

It is commonly accepted that tourism is the backbone of economic development of Greece. As a form of economic activity, tourism falls in services, which means that special attention is given the infrastructures existing in the quality of services. In Greece in recent years an effort to upgrade the tourism product has been made through the up grading of services but also a shift from the model of mass tourism that prevailed in previous decades, to the model of sustainable tourism. The reason leading to this shift has to do with international trends in tourism and with the fact that Greece offer s a unique 'puzzle' tourism resources are not limited to 3S (Sun, sand, sea) of mass tourism but can offer unique experiences in both summer and winter tourism. This paper has revealed that despite of the fact that sustainable tourism is accepted as a key mean of development, there are some issues such as with planning and implementation along with some wrong perceptions from the side of the entrepreneurs. Keywords: Sustainable tourism; Greece; problems; tourist development

Belias D., Koustelios A., Sdrolias L., Varsanis K., Kyriakou D. (2016). Personal traits and Organizational culture of people who work into the Greek banking sector. International Journal of Strategic Innovative Marketing. Volume 03, Issue 02, DOI: 10.15556/IJSIM.03.02.005 Page No 54 – 68

The reason of this research was to investigate the thoughts about the current organizational culture of bank employees in Greece and to study what they want for organizational culture after five years. The sample consisted of 252 (51.7%) males and 235 (48.3%) females of various bank companies. The results of this research suggest that bank employees believe current organizational culture controls their behavior inside the bank while at the same time they would desire more friendly and adaptive forms of culture in the company in which they work for. Also, ANOVA analysis has shown that as far as the attitude is concerned, concerning the current organizational culture only the parameter of years of general experience as bank employees affect their attitudes, with employees with 1-10 years of experience ranks higher the current culture because it is characterized as hierarchical and less flexible and participative. As far as most wanted organizational cultures are concerned men and women sated different favorites, bureaucrats would like it to be more hierarchical and new employees would like it more to support involvement and adjustment to the exterior settings and less focused on the marketplace.

Belias D., Velissariou E., Koustelios A., Gkolia A., Sdrolias L., Kyriakou D., Varsanis K. (2016), “The Advantages of Organizational Culture in Greek Banks”, in :Journal of Management Research,Vol., No. ,pp. 123 - 134

The job satisfaction is a associated with many factors. The purpose of this study is to investigate the relation between organizational culture and job satisfaction. This study tries to present if organization culture in Greek banks can increase job satisfaction of employees. For the measurement of job satisfaction in the present study, the Employee Satisfaction Inventory - ESI was used and Greek employees are the participants. The study included 20 items, which measure six dimensions of job satisfaction: 1. Working conditions (5 items), 2. Salary (4 items), 3. Promotions (3 items), 4. Work itself (4 items), 5. Immediate superior (4 items). The assessment of organizational culture was performed with the Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn [3]. It included six questions (Dominant Characteristics, Organizational Leadership, Management of Employees, Organizational Glue, Strategic Emphases, Criteria of Success). Each question had four alternatives (A=Clan, B=Adhocracy, C=Market, D=Hierarchy). According to the results, organizational culture seems to have a rather moderating role in the prediction of employees’ job satisfaction. For this reason, more studies are needed, so that Greek bank employees’ job satisfaction is being well studied and promoted