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Cross-Border Media Management in a Digital Environment: Challenges and Lessons Learned for Change Management

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Abstract

The media industry is and has always been characterised by structural changes to such an extent that change has become the only constant in the media environment. Although there are few studies dealing with change management in the media industry, the transformative nature of media markets in relation to the digitisation processes has been under-researched, especially by transnational media management, so far. In this chapter we therefore investigate the impact of the digitisation process on three different levels: namely, on the media market, the media company and on the strategy level. This way, we are able to show on the one side lessons learned and (future) challenges for change management in the media industry, as well as on the other side how media markets and companies are not only subjected to these changes but are also their active (co-)creators, in the sense of a recursive relationship.

Keywords

  • Cross-border media management
  • Digitisation
  • Media market
  • Media companies
  • Change management
  • Cross-border media strategies

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Fig. 2.1

Notes

  1. 1.

    We refer here to the definition of media companies provided by Voci et al. (2019). Accordingly, media companies are companies that are organised around the three core components of media business, i.e. content sourcing, content aggregation and content dissemination. Content is understood as the principal task of media companies and refers to “producer-generated” content. Thus, companies such as Facebook and Google, who only meet two of these three core activities, are defined as “pseudo-media companies”.

  2. 2.

    The key problem with “native advertising” is that in this online advertising form, the borders between editorial content and advertising are intentionally blurred, which is considered by some media companies as a threat to journalism and by others as necessity for the survival of (journalistic) media companies (Coddington, 2015, p. 77).

  3. 3.

    We refer here to original results of the international research project The management and economics of cross-border media communication—a study of the transnational relations between market structures and media management. For further information, please visit www.cbmc.info.

  4. 4.

    The prisoner’s dilemma is an imaginary situation applied in game theory, where two individuals acting in their own self-interest do not produce the optimal outcome, i.e. they don’t cooperate, even if it appears to be in their best interests to do so (for further insight see Rapoport et al. (1965), as well as Kuhn (1997)).

  5. 5.

    Here we refer to original results of the international “cbmc-research project” (see footnote 3) presented in particular by Möller et al. (2018) in their paper “Beyond the Transnational: Comparing and Explication Media Companies’ cross-border strategies” at the European Media Management Association (EMMA) in Warsaw, as well as by Voci et al. (2018) in their paper “From the transnational to the flexible solution: A comparison and characterisation of media companies’ cross-border strategies” presented to the seventh European Communication Conference (ECC) in Lugano. For further information, see: www.cbmc.info.

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Voci, D., Karmasin, M. (2022). Cross-Border Media Management in a Digital Environment: Challenges and Lessons Learned for Change Management. In: Karmasin, M., Diehl, S., Koinig, I. (eds) Media and Change Management. Springer, Cham. https://doi.org/10.1007/978-3-030-86680-8_2

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