- Volume 11, Number 1 (2023)
A COMPARISON OF NS3 AND OTHER NETWORK SIMULATORS FOR LTE HANDOVER OPTIMIZATION
Ali Akbari Mohammad, Amir Hossein Esmaeili, Sara Mohammadi
This paper investigates the handover optimization in LTE networks. We first examine the LTE network structure and various handover schemes. Then, we compare the features of different network simulation tools, such as NS-2, NS-3, OMNET++, PeerSim, JiST, and OPNET. Based on the comparison, we argue that NS-3 is the best choice for LTE handover optimization. Finally, we introduce the ns-3 simulator and demonstrate how to implement LTE handover scenarios in it.
CRYSTAL BALL OF PERFORMANCE: HARNESSING KNOWLEDGE MANAGEMENT TO PREDICT JOB SUCCESS
Ahmad Bande Chenani, Karim Mohammadi, Maryam Taghavi
In today's dynamic and rapidly changing business landscape, organizations grapple with a multitude of environmental shifts, encompassing global competitiveness, technological advancements, demographic transformations, and evolving customer preferences. Amidst such complexities, managerial control over employees diminishes, necessitating heightened attention towards understanding internal and external contexts. This spotlight on environmental comprehension leaves managers with limited capacity to allocate daily tasks effectively. Within this milieu, the pivotal driver of competitive advantage becomes a workforce comprising committed, motivated, and high-performing individuals. Job performance assumes paramount significance within organizational dynamics, acting as the linchpin connecting human resource capabilities to goal attainment. With a surge in...
THE RELATIONSHIP BETWEEN VALUE CREATION ACTIVITIES AND BUSINESS MODELS IN ISFAHAN CARPET MANUFACTURING COMPANIES
Faramarzi Mohammad Hossein
The type of business is a key factor in determining the value creation activities of a company. This study examines the effect of different types of businesses on value creation activities. The study uses a sample of companies from the Iranian manufacturing sector. The results show that the type of business has a significant effect on value creation activities. Specifically, companion businesses are more likely to engage in value creation activities than other types of businesses