Media Management

Television Industry's Adoption of the Internet: Diffusion of an Inefficient Innovation

by harsh taneja

1.Forthcoming in proceedings of the Broadcast Education Association, April 15, 20102 Las Vegas
2. Selected to be included as a Book Chapter in an edited Volume on Media Economics and Management Research in a Transmedia Environment (Details TBA)

Two decades after it initially considered adopting the Internet as a platform for content delivery, the television... more Two decades after it initially considered adopting the Internet as a platform for content delivery, the television industry is still searching for a stable online business model. A suitable explanation warrants an historical inquiry into the adoption process. However, prior research on the relationship between the television industry and the Internet has been cross-sectional and moreover has neglected the interorganizational field of support industries in which the television industry operates. Through detailed examination of the events related to Internet adoption described in television industry trade publication, Broadcasting & Cable, during the period of 2001-2009, we achieve a longitudinal and interorganizational perspective on Internet adoption by the television industry. Our findings indicate that in adopting innovative online practices, television networks failed to reconcile their traditional business models with the unique affordances of the Internet. Institutional inertia, uncertainty, and complexity within the television industry forced networks’ online strategies to be informed by fringe players, who were successful in monetizing Internet audiences.

Halkla İlişkiler ve Medya İlişkisi: Özerklik mi Bağımlılık mı?

by Meltem Gokmen

Halkla ilişkilerin ilk uygulamalarıyla birlikte kurulmuş olan halkla ilişkiler ve medya ilişkisi, günümüze kadar... more Halkla ilişkilerin ilk uygulamalarıyla birlikte kurulmuş olan halkla ilişkiler ve medya ilişkisi, günümüze kadar önemini koruyan, birbirinden ayrılmaz, "simbiyotik" bir ilişki haline gelmiştir. Modern anlamda halkla ilişkilerin ilk uygulamacısı olan Ivy Lee (1916) halkla ilişkileri, "doğrulukla ve açıkça basına ve halka doğru enformasyonu sağlamak" şeklinde tanımlamıştır. Aynı zamanda bir gazeteci olan Lee, halkla ilişkiler uygulamalarını basın bültenleri ve basın gezileri aracılığıyla halka bilgi ulaştırmak üzerine kurgulamıştır. Walter Lippmann da (1923), halkla ilişkiler uygulayıcısının gazeteciye doğru, yararlanılabilir bilgi sağlayan bir kaynak olması ve temsil kurumla basın-hedef kitle arasında bir aracı konumunda olması gerektiğine işaret etmiştir.
Günümüzde halkla ilişkilerin medyayla ilişkisini tanımlamak üzere en yaygın olarak kullanılan kavramlar "haber yönetimi" ve "medya yönetimi"dir. Haber yönetimi (news management), halkla ilişkiler ve medya organları arasındaki haber üretimi ilişkisini tanımlamak amacıyla kullanılmaktadır.  Stratejik hedefleri gerçekleştirmek üzere mesajları haber etkileşimi yoluyla aktarmak olarak tanımlanmaktadır (Pfetsch 1999:2).  Haber yönetiminin başka bir tanımlaması da kişilerin ve kurumların, medyaya giden bilgi akışını kontrol etme ve “gündem yaratma” çabaları şeklindedir (McNair 2009:23).
Bu çalışmada, "haber yönetimi" kavramının dayandığı, halkla ilişkiler ve medya arasındaki ilişkiyi tanımlayan modeller ele alınacak, halkla ilişkiler ve gazetecilik mesleğinin uygulayıcılarının birbirleri hakkındaki görüşlerini içeren araştırma sonuçlarına yer verilecek ve halkla ilişkiler sektörünün medyayla ilişki yönetiminde önem  verdiği başarı kriterlerinin doğruluğu ve yeterliliği tartışılacaktır.

The Innovation Imperatives for Newsmedia Managers, Executives

by François Nel

Nel, F. (2012) "The Innovation Imperatives for Newsmedia Managers, Executives"  In Stone, M., Nel, F., McBride Mensching, L. and Lin, E. (2012) World Newsmedia Innovation Study 2012. Chicago, IL: The World Newsmedia Network. Available at: http://www.wnmn.org

Excerpted from the third annual World Newsmedia Innovation Study 2012 (formerly the World Newsmedia Future &... more Excerpted from the third annual World Newsmedia Innovation Study 2012 (formerly the World Newsmedia Future & Change Study) conducted in 9 languages, which is available from: http://www.wnmn.org .

Issues on Media and Entertainment

by Francisco J. Pérez-Latre

Published in "Media Markets Monographs", nº 7, December 2006, EUNSA, Pamplona (Spain). ISSN: 1695-310X

Besides work and sleep, media and entertainment consumption accounts for the largest part of audience time. That is... more Besides work and sleep, media and entertainment consumption accounts for the largest part of audience time. That is why it might be useful to define which industries we cover while we talk about such an important field.
Media companies have to be managed balancing talent, creativity, business acumen and social responsibility. Talent appreciation and social responsibility are always part of the management equation, which makes this industry unique.

Publicidad y nuevos medios

by Francisco J. Pérez-Latre

Published in Comunicación y Sociedad, Vol. VIII (I), 1995, 133-141

La integración de las tecnologías del cable, el teléfono y el ordenador está cambiando ya el mundo de los medios de... more La integración de las tecnologías del cable, el teléfono y el ordenador está cambiando ya el mundo de los medios de comunicación. Los medios convencionales pueden tener que unirse a un proceso, el de la difusión electrónica, que parece ya imparable. La nueva situación plantea dimensiones nuevas también para la recepción de la publicidad y el enfoque de las estrategias creativas.

Leadership, an essential requirement for effecting change in media companies: An analysis of the Spanish market

by Francisco J. Pérez-Latre

Co-authored with Alfonso Sánchez-Tabernero and published in The International Journal on Media Management, 5 (III), 2003, 199 – 208.

As a field of study, company leadership can be examined from many perspectives. In this paper our aim is to study... more As a field of study, company leadership can be examined from many perspectives. In this paper our aim is to study leadership in the way it effects change. The qualitative value of the information compiled is considerable since it helps to understand the grounds that based the success of the directors who effected change of the Spanish media market. The interviews afford us a closer look at the minds of the leading players in action.

The cases analysed show that, in media companies, radical transformations do not come about without the existence of one or several leaders, capable of mobilising the organisation where they work.

A Tale of Two Dynamic Media Management Capabiliites

by John Oliver

The past decade has seen a transformation in the way television broadcasters have managed their businesses. The worlds... more The past decade has seen a transformation in the way television broadcasters have managed their businesses. The worlds of media and communications have collided, giving rise to new media technologies and platforms, digitalisation and fundamental changes in television consumption habits. These changes have created a brave new world of opportunity for some broadcasters and a significant threat for others. But how have television broadcasters met these challenges and how have they adapted to a competitive media environment that is characterised by uncertainty?

This paper examines an area of media management that can be considered as virgin territory by researchers. That is, the notion of the ‘dynamic capability’ of UK television broadcasters and their ability to adapt and transform themselves into multi-product media companies. The concept of Dynamic Capability has generated a range of definitions, interpretations and strands of inquiry in strategic management literature, making for an eclectic mix of knowledge. Essentially, the notion of dynamic capability is underpinned by four premises. Firstly, it is concerned with organisational change. Secondly, that this change involves a process of adaptation centred on an organisations ability to renew capabilities and competencies. Thirdly, that this adaptation process requires deliberate resource investment in new organisational learning and processes that aim to produce positive effects on corporate performance and competitive advantage over time. Fourthly, that this process of adaptation occurs in a compressed timescale due to the fast changing nature of market conditions.

This paper examines these principles in relation to BskyB and ITV using Comparative Financial Analysis and Content Analysis of company Annual Reports. In doing so, it compares and contrasts operating ratios in a time series, to gauge each company’s historical performance over time, whilst also providing inter-company comparisons. It also illustrates how the management of media firms can be significantly different for two companies operating in the same sector.

This research demonstrates an original contribution to knowledge in two areas. Firstly, it provides evidence of the dynamic capability performance effects of significant players in the UK television broadcasting. Secondly, it extends the limited debate in literature on how to measure dynamic capability performance.       

Key words: Dynamic Capability, Television Broadcaster, New Media, Performance Measurement, Comparative Financial Analysis. 

Measuring Media Use Across Platforms: Evolving Audience Information Systems

by harsh taneja

Accepeted for Publication in International Journal of Media Management, Vol. 2 2012

Audience measurement worldwide is responding to the need to measure media consumption across platforms. One approach... more Audience measurement worldwide is responding to the need to measure media consumption across platforms. One approach being employed by the industry is “single source” audience information systems that measure usage across media and purchase behavior from the same set of respondents. This study evaluates the readiness of such systems to meet the current challenges in measuring audiences by analyzing single source systems from five diverse media markets. The analysis reveals that these systems capture dimensions of audience behavior other than exposure, an enhancement over traditional audience information systems. However their usage in the marketplace suggests that single source data complement existing mono media systems than serve as alternate currencies.

Cultural Fluidity: Weekly Newspaper Editors’ Strategies for Building Knowledge and Managing Change

by François Nel

Co-authored w/ Jane B Singer and presented to Media Management and Economics Division,Association for Education in Journalism and Mass Communication, Chicago, August 2008

Abstract

This study examines how British weekly newspaper editors, an understudied group with... more Abstract

This study examines how British weekly newspaper editors, an understudied group with long-standing ties to “hyperlocal” communities, regard the challenges of building, transforming, and managing knowledge in the midst of sweeping media change. Drawing on literature from media sociology and knowledge management, it suggests that these veteran editors are profoundly uncertain about how to translate what they believe about journalism, and know about creating it, into successful delivery of new products to new audiences.

Advertising Management and Professional Identity in the Digital Age

by Chris Hackley

Hackley, C. and Tiwsakul, R. (2011) “Advertising Management and Professional Identity in the Digital Age” Chapter 18 in Mark Deuze (Ed) Managing Media Work, London, Sage, pp.209-216.

The clock is ticking for western media companies: Companies desperately trying to work their way around entry barriers into China

by Ulrike Rohn

Media Companies and Their Strategies in Foreign Television Markets

by Ulrike Rohn

Emerging, attracting and challenging: how some of the world's largest media companies perceive their challenges and opportunities in China

by Ulrike Rohn

China's emerging media market, despite having heavy entry regulations, attracts foreign companies that suffer from... more China's emerging media market, despite having heavy entry regulations, attracts foreign companies that suffer from saturation and stagnation in their home markets. This paper seeks to provide an understanding of how some of the world's largest media companies perceive their opportunities and challenges in China by discussing research interviews with company managers. It analyzes the findings of the interviews in the light of existing conceptualizations, which suggest that in emerging and opening media markets, cultural barriers to the success of imported media increase with the waning interest in foreign media and the increasing strength of the domestic media industry. The article suggests that Chinese audiences will become more inwardly oriented in their media tastes and that if the Chinese media market opens further in the future, the existing advantages that the Western media companies appear to have over their Chinese counterparts will have diminished by that time.

Cultural barriers to the success of foreign media content: Western media in China, India, and Japan

by Ulrike Rohn

What media content attracts audiences across cultures and what does not? What does the cross-cultural audience demand... more What media content attracts audiences across cultures and what does not? What does the cross-cultural audience demand depend on? The author takes a new approach to understanding cultural barriers to the success of foreign media content by analyzing the entry strategies of Time Warner, Disney, Viacom, News Corporation, and Bertelsmann with regard to China, India, and Japan in terms of their respective localization efforts. In-depth interviews with companies' representatives give an insight into how they view the need for locally-produced media in these countries. The author develops and employs the Lacuna and Universal Model that provides a new theoretical classification of reasons for the cross-cultural success and failure of media content, as well as the Vertical Barrier Chain that locates cultural barriers in the wider context of legal, political, and economic barriers to successful entry into foreign media markets.

Hong Kong Economic Times Group: Diversification and Differentiation

by Yuen Ying Chan

Ali Farhoomand, Yuen Ying Chan and Pauline Ng; the Asian Case Research Center, The University of Hong Kong, 2007; 30 pages, with teaching notes and DVD.

Founded in 1988 and chaired by Lawrence Fung, the Hong Kong Economic Times Group ("HKET Group") started off... more Founded in 1988 and chaired by Lawrence Fung, the Hong Kong Economic Times Group ("HKET Group") started off as a publisher of Hong Kong Economics Times (HKET)--the first Chinese-language financial newspaper in Hong Kong. Launched when the city's economy was booming, the newspaper set out to be the Chinese-language equivalent of the Financial Times and to become one of the pre-eminent financial and business information and service providers in Greater China. Widely recognized for its quality content and leading market status, Hong Kong Economic Times has evolved closely with the economic and business environment of the city, catering to the changing needs of the local business community, such as the addition of a property section during the rise of the property market in the early 1990s and an IT section during the dotcom bubble in the mid- to late 1990s. In the face of new challenges to traditional newspaper industry like the proliferation of the Internet, the HKET Group responds by focusing on two fundamental driving forces that have become the pillars to its success: diversification and differentiation. With a vision to becoming a diversified media group, HKET has branched out to book publishing, multimedia services, electronic information services, recruitment advertising and training. Set in 2006, this case addresses the changes faced by the print newspaper industry and HKET's market positioning amid such changes. The case explores the role of creativity, especially in the context of Blue Ocean Strategy. It can also be used to teach differentiation strategy and entrepreneurship.

Phoenix Satellite Television: The Art of Broadcasting in China

by Yuen Ying Chan

Yuen Ying Chan, Amir Hoosain, Asia Case Research Center, The University of Hong Kong; 2006, 34 pages with teaching notes and DVD.

Phoenix Satellite Television Holdings ("Phoenix TV") was established in 2006 as a joint venture with News... more Phoenix Satellite Television Holdings ("Phoenix TV") was established in 2006 as a joint venture with News Corporation's ("News Corp's") STAR TV unit and Liu Changle, a Shanghai businessman and former military journalist, as the major stakeholders. Presenting its family of channels as the Chinese TV viewers' window to the world, Phoenix TV was able to capitalize on ambiguities in China's regulatory environment and (with tacit consent from the authorities) was the only foreign TV broadcaster to target news programming at mainland Chinese viewers. In China, where significant restrictions existed on audience measurement and advertising was still a young business, ad sales were largely driven by a media outlet's image. Phoenix TV claimed an audience comprising China's highly educated, high-income, urban elite. The broadcaster's access to the highly coveted Chinese market far surpassed that of foreign media groups such as Time Warner and Viacom. Yet its share of viewing, on a national basis, trailed behind that of the state broadcaster, CCTV, and large domestic media groups, who were raising production standards and winning over audiences with dramatic programming. Phoenix TV's management was mindful of looming developments on the horizon: the convergence of telecommunications and broadcasting, the further liberalization of China's media industry, and the gradual roll-out of digital TV networks around the country, which would increase demand for content and provide new possibilities for subscription-based TV. Above all, Phoenix TV's chairman, Liu Changle, was concerned that the broadcaster was overly dependent on advertising revenue. In June 2006, China Mobile acquired a 19.9% stake in Phoenix TV from News Corp. Through a new alliance, Phoenix TV hoped to branch out into new media as a content provider for China's largest mobile operator.

Semantic Annotation of Images on Flickr

by Pierre Andrews

co-authored with: Pierre Andrews, Sergey Kanshin, Juan Pane, and Ilya Zaihrayeu
published at: Proceedings of the 8th Extended Semantic Web Conference (ESWC 2011), Springer LNSC, Heraklion, Greece, May 29th - June 2nd, 2011.

In this paper we introduce an application that allows its users to have an explicit control on the meaning of tags... more In this paper we introduce an application that allows its users to have an explicit control on the meaning of tags they use when uploading photos on Flickr.
In fact, this application provides to the users an improved interface with which they can add concepts to photos instead of simple free-text tags.
They can thus directly provide semantic tags for their photos that can then be used to improve services such as search.

Media Aggregation via Events

by Pierre Andrews

published in: 1st International Workshop "EVENTS 2010 - Recognising and tracking events on the Web and in real life" -- The 6th Hellenic Conference on Artificial Intelligence (SETN 2010), Athens, Greece
co-authored with: Fausto Giunchiglia, Gaia Trecarichi, and Ronald Chenu-Abente

Events have been recognised as important metadata to fill the semantic gap between our experience of the world... more Events have been recognised as important metadata to fill the semantic gap between our experience of the world represented in media and its conceptualization. In this paper, we argue that, once event metadata can be extracted, there remains a gap between different users conceptualizations. We then show how a compositional event model can mitigate such a social semantic gap through higher level descriptions of events where an agreement can be reached. In turn, this enables semantic services which improve event-centric search and navigation of shared media.

Managing Media Work

by Mark Deuze

Co-authored with Brian Steward; forthcoming in: Managing Media Work (Sage, 2010).

The Managing Media Work volume comprises work by 27 leading scholars in the fields of media management, media... more The Managing Media Work volume comprises work by 27 leading scholars in the fields of media management, media production, and media policy studies.

Early in 2009 the various authors were asked to write original essays based on one key question: how they see their work contributing to a critical understanding of the management of media work. More specifically, it was suggested that this essay answer the question what media managers (and media workers in general) should know about their work, and how could or should it influence their work as they face increasingly complex issues regarding global, digital, and mobile media life.

The result is a distinctive book, offering a comprehensive view on the theory and practice of working in the media in the digital age, managing careers, projects and companies in the media, and preparing for a life either in such industries, or as a scholar of the media.

This document contains the preface, table of contents, and the introductory chapter of the Managing Media Work volume (published by Sage in Summer 2010).