Dynamic Media Management Capabilities: A Case Study

  • John OliverEmail author
Part of the Media Business and Innovation book series (MEDIA)


In the past decade, television broadcasters have transformed themselves into multi-sector media firms. Traditional media and telecommunications industries have converged, resulting in new media technologies and platforms keyed to digitalisation, correlated with fundamental changes in audience consumption habits, and encouraging exploration of new business models. This transformative and largely unpredictable media environment raises important questions about how media firms have adapted to a competitive media environment that is characterised by uncertainty.

Dynamic capability theory provides us with an appropriate lens through which to examine how media firms adapt to rapidly changing environments. It argues that in dynamic markets, firms must adapt and refresh their resource base in order to develop new capabilities and competencies that will deliver sustainable competitive advantage over time.

This chapter examines the theory on ‘dynamic capabilities’ and applies it to a media company in the UK (BskyB) to illustrate its importance, by engaging a critical evaluation of the company’s ability to adapt and transform from a subscription-based television company into a multiproduct, multiplatform media firm. The chapter concludes by arguing that dynamic capabilities theory provides a valuable contribution to the debate on how media firms can maintain high levels of corporate performance in response to fast changing market conditions.


Core Competency Customer Relationship Management Corporate Performance Dynamic Capability Media Firm 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© Springer International Publishing Switzerland 2016

Authors and Affiliations

  1. 1.The Media SchoolBournemouth UniversityDorsetUK

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