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Sven-Ove Horst 《媒体管理杂志》2013,15(3):157-174
This article continues and extends the emerging scholarship of strategic media management by examining the day-to-day challenges that media managers face when managing strategic renewal in traditional print-oriented media firms. The aim, in particular, is to shed light on the tensions and paradoxical situations that middle managers need to deal with in contexts where taken-for-granted industry recipes and well-established business practices have become problematized as a result of industry-wide technological and cultural change. Based on an empirical case study, the article identifies and elaborates on three interconnected paradoxes, rooted in the history of the company and past decisions of its top-management: (1) balancing employees’ needs for stability with organizational needs for change; (2) bridging employees’ needs for security and tradition and the organizational need for learning and taking risks; as well as (3) reconciling employees’ needs to “focus on themselves” with organizational needs to collaborate for collective success. Theoretically, the article contributes to the literature by working toward a new paradox perspective on managing strategic renewal in media organizations. This theoretical perspective is offered as an interpretive framework for empirically exploring and critically examining the dynamics and complexities of strategic media management in the continuously changing business environments of the industry. 相似文献
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Lisa Bodenheimer 《图书馆管理杂志》2018,58(4):364-374
Similar to individuals, organizations display characteristics that speak to qualities and abilities. Our guest writer, Lisa Bodenheimer, discusses a trait that is critical for library organizations during this period of constant change and transformation. Resiliency is the ability to rebound and flex as circumstances shift enabling an organization to thrive and adjust during difficult times. This skill is typically developed through experiences, but, as Ms. Bodenheimer outlines, organizations are able to strategize in order to build employee and organizational resilience. Such a proactive approach will enable a library organization to better weather challenging situations and times as difficulties will enviably occur. The following article provides practical suggestions for library organizations that will enable them to be more successful while leading and managing in a changing environment. 相似文献
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This article is concerned with the management of creative journalistic work in a media organisation. It reports and analyses a case study conducted in one of Europe's largest media corporations: the focus of the study was a development team of journalists set up and charged with creating and producing a new multi-platform media service and its content. The article discusses the ways in which the creativity of media professionals is supported and managed under the constantly changing conditions of media work and journalistic practices. The study contributes to research on creativity in the media industry, particularly the management of creativity in journalism and media work. The findings identify the key motivations and constraints in relation to creative journalistic work in the media industries under digital transformation. Specifically, media professionals are motivated by the opportunity for developing new skills and competencies as well as chances to create new journalistic products and practices. The article suggests that the skills of change management, communication management and project management are crucial for creative media work. 相似文献
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Rita Figueiras 《Critical Studies in Media Communication》2019,36(2):171-183
The article explores the relationship between the punditry sphere and democracy by analyzing how pundits and media organizations think about their audience. It also examines the role of punditry in the political environment in which the media organizations operate. Using Portugal as an example, the study draws on data gathered from interviews with pundits, journalists and news editors. Findings suggest that pundits and media organizations construct a punditry sphere that revolves around the circles of power. The article argues that this conception of the punditry sphere reflects the reward system under which pundits and media organizations work. Punditry seems to be a field primarily oriented to pundits themselves and to managing their stakes in the public arena while operating as a sphere where media organizations rework their relations with and within established powers, where politicians hold a special place. This construction reflects the co-dependence between media organizations and circles of power in Portugal and offers organizational-structural understanding of the logics of the punditry sphere and the role pundits play in public communication. 相似文献
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学习型组织建设为新型主流媒体的组织管理提供新的思路。学习型主流媒体组织的实践是一个全方位的过程,需要从组织目标、组织结构、建设路径、组织文化等各个方面共同施策。认同与超越是构建学习型新型主流媒体的组织目标;扁平化的组织结构、践行知识管理的建设路径是构建学习型新型主流媒体组织的运行策略;合作与创新是构建学习型新型主流媒体组织的文化追求。 相似文献
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Abstract Media companies inherently face organizational tensions, as dual—artistic and commercial—orientations are part of their mission. Yet, it is still poorly understood what the existence of such tensions implies for managing media companies that undergo organizational changes to embrace technological convergence. Based on a case study with a European media company, this article argues that different organizational tensions exist and exemplifies this by characterizing structural, processual, and cultural tensions. This study finds that these tensions are interlinked, interdependent, and dynamic—namely, when media companies change, their inherent tensions are also likely to change. Thus, they need to be actively and comprehensively managed to avoid disfunctionalities. In fact, considering the different tensions in the reorganizing process might enhance its chances of success. Relocating the tension, enhancing perception of the tension, and providing training to increase awareness of employees emerge from this case as different strategies for managing tensions. 相似文献
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By the multiple usage of immaterial resources across organizational and national market borders, globally acting media conglomerates are able to achieve outstanding synergies. For this reason, they are expected to realize higher margins of profit than smaller-size, nondiversified media firms. However, no empirical evidence has been found for a positive correlation between a firm's size or its presence in many businesses of the media industry and its economic performance until now. Consequently, possible synergies do not seem to be fully exploited in many cases. This article analyzes how to institutionalize and implement synergy management in decentralized media organizations. For these purposes, we first develop a basic understanding and then conduct an exploratory case study on Bertelsmann's approach, which overcomes the stress ratio between corporate coordination and independent action at the operational level. Distinguishing various product types and triggers, this case study renders the process of synergy management more precisely and illustrates how to arrange responsibilities between organizational units. Finally, by relating the results of the case study to the body of literature, we work out patterns of responsibility assignment and drivers of success for strategic integration. In contrast to operational integration, the latter may lead to synergies due to cross-divisional cooperation and business development. 相似文献
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Social media technologies have begun to enter the governmental workplace as tools to accomplish improved public service and engagement. Widespread recognition of the potential of social media technology for achieving public outcomes does not match our understanding about how and why specific tools are being used for specific purposes. This paper makes use of newly collected national survey data from local government managers in five different agencies to address the questions: which social media tools are being used, for which tasks or purposes; and what organizational characteristics influence the coupling of task and technology. Findings reveal patterns of social media tool application for particular purposes, although organizations do not all use social media tools in the same way. Moreover, regression analysis shows that different organizational factors – work characteristics, innovativeness, technology and management capacity and stakeholder influence – predict each of the four technology–task couplings — social media for dissemination, social media for feedback on service quality, social media for participation, and social media for internal work collaboration. This study demonstrates that social media tools are not a monolithic group and calls for greater research attention to the complex interactions among social media technology, task and organizational context. 相似文献
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《图书馆管理杂志》2013,53(1):73-85
The frequency of shift work, four-day work weeks and flexible working hours is increasing among American organizations. In this article, the author discusses each of these variations in the traditional work week and examines their advantages and disantagen. Included are suggestions for how organizations should ap pmach a change in their work schedule system to assure that the contemplated change is right for the organization and its employees and to ease the acceptance of the new system 相似文献
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Effective handling of customer complaints is obviously in the consumers’ interest, but analysis of the letters can also provide valuable information to the organization. Organizations can use customer complaints as a way of recording organizational information and tracking effectiveness of their consumer relationship management. In this paper, we argue that organizations should adopt the use of semantic network analysis as an efficient and effective means to track complaints ‐ and what customers are complaining about ‐ over time. We present an example of the use of semantic network analysis with the complete texts of all complaint letters sent to an organization during a one‐year period. The semantic network analysis of the text of the complaint letters identifies the central concerns of this customer group and suggests that the organization address these issues. Through the use of semantic network analysis, an organization can uncover trends and provide support for decision‐making regarding customer relationship management issues. 相似文献
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John J. Oliver 《媒体管理杂志》2013,15(4):245-257
The UK broadcast media landscape provides an interesting context to understand and explore the competitive dynamics of media organizations. As an industry characterized by uncertainty and turbulence, this article considers the process by which broadcast media organizations develop their strategies and the type of analytical tools that they use to underpin this process. This article presents the findings of a survey of UK broadcast media executives and their views on the outlook for the UK media industry; the influence that the competitive environment has on developing media strategy; and the management tools that they use and their levels of satisfaction with these tools. It concludes that UK broadcast media is a competitive and turbulent environment, and that media strategy is developed using a number of media management tools that have varying degrees of success in terms of helping broadcast media executives to manage their media organizations in uncertain and complex conditions. 相似文献
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Maggie Farrell 《图书馆管理杂志》2017,57(4):436-443
Leadership calls for the ability to work well with people, communicate with stakeholders, participate in and lead meetings, and often public speaking. As a leader advances within an organization, expectations increase for the individual to engage with others as leaders spend more time working with colleagues and stakeholders to advance the organization. These expectations tend to favor extroverts in leadership roles but organizations may overlook the strengths of introverts as leaders losing out on the potential for effective management. An understanding of the strengths and weaknesses of personality types will help individuals as well as organizations in developing leadership in order to achieve organizational goals. 相似文献
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Maria Konow Lund 《Journalism Practice》2016,10(3):358-372
Interest in crisis management among journalism scholars grew in the wake of the terror attacks of September 11, 2001. Yet, few studies explore journalists and their organizations from a newsroom and organizational crisis management perspective. In this study, we study journalists’ ability to conduct news work when faced with a frame-breaking news event—in this case, the July 22, 2011 attacks in Norway. Dividing the journalistic response to these events into three stages, each with its own particular challenges, we have been able to unpack how these Norwegian journalists were capable of reporting on the events despite the chaos and uncertainty that followed in their wake, including the fact that the newsroom itself suffered severe damage from the bomb blast. This study shows that coping mechanisms in times of organizational stress will range from the expected (routine, habit) to the unexpected (improvisation, bricolage). The individual must pick up where the organization leaves off, relying upon experience and professionalism as well as face-to-face interaction and the assistance of whatever technology survives. 相似文献
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Today's fast paced global environment requires information professionals to be leaders keeping pace with user needs. Two academic research libraries share their work seeking to ensure and leverage the creativity in their organizations focusing on the most meaningful innovative opportunities. The premise is that usefulness and appropriateness is achieved through strategic alignment, thereby opening the door of opportunity for innovative products and services. The ability to seize the opportunity each group seeks to meet is due to the recognition by the organization of that alignment. And so, organizational perception, awareness, and value all affect the successful implementation of creativity. The products and services presented in this article, Harvard's Baker Library Historical Collections Online and Purdue University's career wiki, stem from organizational alignment, and the work of the leadership teams to influence perception, create awareness, and demonstrate value. 相似文献
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Hollie Smith Brianne Suldovsky Laura Lindenfeld 《Journal of Applied Communication Research》2016,44(1):78-95
Boundary theory has assumed that two distinct organizations—scientists and policy-makers—can interface with one another via an external boundary organization, yet boundary management contexts often call for different strategies where a neutral third party is not involved. Recent scholarship has highlighted alternative models for boundary organizations, including the emergence of boundary organizations within universities. Most of these studies have taken an organizational perspective, yet as universities increasingly fulfill the role of boundary organizations by direct engagement with policy-makers, we need a deeper understanding of the roles scientists should play within this context. This study highlights the need to understand context before designing and implementing boundary management strategies, and considers the complexities of direct engagement between scientists and policy-makers. We draw from a case study conducted in Maine to argue that there are contexts in which scientists need to manage and span the science–policy boundary. The complexities involved in preparing scientists to engage more thoroughly in policy activities and the challenges in garnering institutional support for advancing the participation of scientists in boundary-spanning activities are explored. 相似文献
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民间慈善组织是援助非洲基层图书馆建设的一支重要力量。民间慈善组织对非洲基层图书馆的援助工作主要包括明确工作使命、选择受援地与合作伙伴、规范图书捐赠流程、制订人力资源管理制度和财务监察制度、保护非洲本土文化。民间慈善组织援助基层图书馆建设的慈善行为应以平等尊重为原则,以规范化制度作保障,以受援地读者需求为导向,同时建立舆论监督机制,以免受援地政府对自身义务的逃避。 相似文献
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This article focuses on the complexities of managing multi-platform strategies in the complex and highly dynamic environments of contemporary media markets. Based on a comparative case study of two Nordic media organizations, the article identifies and articulates two sets of practices through which strategy is managed in the continuously changing print and online environments. While the practices that guide strategy development of print publishing tend to be content driven, brand constrained, commercially steered, and top-down monitored, strategizing for online platforms tends to be more technology driven, brand inspired, interactive, and entrepreneurial. For multi-platform media organizations this type of situation is challenging because the incremental and radical innovations that they pursue are platform specific, instead of aiming at exploitation and exploration on both platforms. To succeed in the market, the article argues, multi-platform media organizations need to develop strategies and organizational practices that allow them to be truly ambidextrous—to pursue both incremental and radical change—on all platforms. 相似文献