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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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In this article we explore the conditions for creative work in media organizations from the viewpoint of serendipity and the management of serendipity. Our study contributes to the field of media management research by theorizing change and creativity within the framework of organizational serendipity. Based on an analysis of empirical data collected with the diary method in a media organization, the article also discusses the rationale of managing for serendipity in creative media organizations from strategic, structural, and cultural viewpoints. We argue that the management of organizational serendipity should be aimed at managing for serendipity, not managing serendipity as such. In practice, this means that serendipity management should be understood as creating suitable conditions for serendipitous creative processes and facilitating creative work, motivation, and collaboration in the organization. 相似文献
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Nando Malmelin 《Journalism Practice》2016,10(5):589-607
This article discusses the role of the online audience community as a strategic resource for media work. It opens up a current perspective on the audience community, which has received scarce attention in research both conceptually and empirically. The article provides an empirical analysis of the various ways in which the audience community can serve as a resource in the work of journalists. The conclusion is that the audience community can have wide-ranging strategic significance and implications for media work and media brands. In particular, observing and connecting with the audience community can help journalists acquire deeper knowledge and understanding of the audience, as well as strengthen commitment and engagement among the audience with the media brand. As a consequence of collaborating with the audience community, new journalistic roles and tasks are emerging. 相似文献
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This article provides a systematic overview and conceptual analysis of existing research on brands and branding in the literature on media management. The aim is to advance knowledge in the field by mapping out the different ways in which brands are understood and conceptualized in the literature. In doing so, the article identifies overlooked research areas and works toward a research agenda for future scholarly research on the topic. Overall, it is argued that the further development of the area calls for a more systematic theoretical analysis of the nature of media brands and the specific features and complexities of the media field as a strategic business environment where brands are built and managed. The development of the research area would seem to be crucial not only for scholarly reasons, but also because strong brands seem to be gaining strategic value and importance in today’s changing and highly competitive media markets. 相似文献
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