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Managing Media Firms and Industries - Gregory Ferrell Lowe

Year 2016


Foreword1. Introduction: What's So Special About Media Management?1.1 A Young Field of Academic Specialisation1.2 Managing Media Complexity1.3 Shortcomings and Challenges in Media Management Practice1.4 Summarising and Critiquing the Status of the Field1.4.1 Media Management in Academic Institutions1.4.2 Caveats1.4.3 The Editorial ProcessReferencesPart I Scholarship and Distinction2. The Development of Media Management as an Academic Field: Tracing the Contents and Impact of Its Three Leading Journals2.1 Introduction2.2 Profiles of the Journals2.2.1 Profile of the Journal of Media Economics2.2.2 Profile of the International Journal on Media Management2.2.3 Profile of Journal of Media Business Studies2.2.4 Journal Comparison2.2.4.1 The Most-Cited Articles in the Three Journals2.2.5 Concluding DiscussionReferences3. Competencies of Media Managers: Are They Special?3.1 Academic Thinking on the Functions of Business Managers3.2 Historical Perspective of Media Leaders3.3 Core Competencies and Specific Aspects of Media ManagersReferences4. Convergence, Similarities and Distinctions in Management Across Media Industries4.1 Introduction4.2 The Impact of Technology on the Convergence of Media Business Models4.3 Central Aspects in Management, Functions and Skills in Media Companies4.4 Management Characteristics in Media, Telecommunications and Other Industries4.5 Summary and ConclusionsReferences5. Media Management: A Critical Discipline? 5.1 Introduction5.1.1 Critical Management Studies5.1.2 Thematic Aspects of CMS Scholarship5.1.2.1 Epistemological Issues5.1.2.2 Instrumental Rationality5.1.2.3 Denaturalising Management5.1.2.4 Performativity5.1.2.5 Managerialism5.1.2.6 Complexity and Reflexivity5.1.2.7 Application5.1.3 Criticality and the Uniqueness of Media Management5.1.4 Moving the Field Forward5.1.4.1 A Basis for Synthesis?ReferencesPart II Governance and Accountability6. A Stakeholder Approach to Media Governance6.1 Introduction6.2 Restrictive and Prescriptive Governance6.3 Media Managers Engaging Stakeholders6.4 ConclusionReferences7. Obeying His Masters' Voices: Managing Independence and Accountability in Public Service Media Between Civil Society7.1 Introduction7.2 Independence and Accountability Cannot Be Balanced on the Same Weight7.2.1 Editorial Independence7.2.2 Accountability: To Whom and for What?7.3 The Mechanisms of Public Regulation7.3.1 The Formal Elements of PSM Governance (Level 1)7.3.2 The Twilight Zone of Indirect Interference (Level 2)7.3.3 Direct Government Intervention (Level 3)7.4 General Patterns and Trends of PSM Independence and Accountability7.4.1 Government Interference Going from Bad to Worse7.4.2 The Notion of Profound Differences in Media Systems Might Be Somewhat Superficial7.5 ConclusionReferences8. Corporate Social Responsibility and Media Management: A Necessary Symbiosis8.1 Evolution of the “Corporate Social Responsibility” Concept8.2 CSR and Media8.3 Carroll's Model of Corporate Social Responsibility8.4 Stakeholder Theory and CSR8.5 Challenges for Media Companies in the Framework of CSR8.6 Recommendations for Media Social Responsible PracticesReferences9. Resources and Perspectives from Media Political Economy9.1 Introduction9.2 Political Economy Roots9.3 Critiques and Counter-Critiques9.4 Models of Dominance9.5 Political Economy at a Crossroads9.6 Towards Synthesis9.7 ConclusionReferencesPart III Business and Economics10. Managing in the Distinctive Economic Context of Media10.1 Introduction10.2 What Is Distinctive About Media Economics?10.3 Networks10.4 Corporate Expansion and Diversification10.5 Management of Risk10.6 ConclusionsReferences11. Entrepreneurial Venturing and Media Management11.1 Introduction11.2 Media Management and Entrepreneurship: Two Fields of Research that Need Integration11.3 The Entrepreneurship Perspective: Focusing Opportunities11.3.1 The Opportunity-Discovery Perspective11.3.2 The Opportunity-Creation Perspective11.4 The Media Management Perspective: Digital Media Products11.4.1 Infinite Expansibility and A-Spatiality11.4.2 Nonrivalry11.4.3 Recombination11.5 Connecting the Perspectives11.6 RecommendationsReferences12. Business Models of Media Industries: Describing and Promoting Commodification12.1 Introduction12.2 Business Models12.2.1 Definitions12.2.2 Media Business Models12.3 Elements of a Media Business Model12.3.1 Market Model12.3.2 Procurement Model12.3.3 Production of Goods and Service Model12.3.4 Service Offer Model12.3.5 Distribution Model12.3.6 Capital Model12.4 The Business Model Approach as Commodification IndicatorReferences13. Technology Management and Business Models13.1 Introduction13.1.1 From Analogue to Digital: A Theoretical Framework13.1.2 What Is Changing in Media Technology? A Diagnosis13.1.3 How Can Media Managers Get Technology to Work for Them? A Prognosis13.1.4 ConclusionReferencesPart IV Products and Markets14. Contents as Products in Media Markets 14.1 Media Contents as Special Products14.1.1 Information Goods14.1.2 Multiple Purpose Goods14.1.3 Talent Goods14.2 Contents, Quality, and Innovation14.2.1 Quality and Identity14.2.2 Quality and Talent14.2.3 Quality and Competition14.3 Audience Products14.3.1 Audience Participation14.3.2 Engaging the Audience14.3.3 Audience Satisfaction14.4 ConclusionsReferences15. The Audience as Product, Consumer,15.1 Introduction15.2 The Audience as Product15.3 Audience as Consumer15.4 Audience as Producer15.5 ConclusionReferences16. Audience Experiences and Emotional Economy16.1 Emotional Economics16.2 Reality Entertainment16.3 Emotional Engagement16.4 ConclusionResearch NoteReferences17. Dynamic Media Management Capabilities: A Case Study17.1 Why 'Dynamic Capabilities' Matter for Media Firms Today17.2 Overview of Dynamic Capability Theory17.3 A Conceptual Framework for Dynamic Capabilities in Media Firms17.4 Analysing BskyB as a Case of Dynamic Capabilities17.4.1 Setting Corporate Objectives and Strategy at an Aspirational Level17.4.2 Managerial Cognition of the Environmental and Competitive Context17.4.3 Investment in Product Innovation and Development17.4.4 Investment in General R&D17.4.5 Significant Investment in People and (or) Processes17.4.6 Corporate Acquisitions, Joint Ventures and Mergers17.5 Dynamic Capabilities and Superior Firm Performance in Action17.6 ConclusionsReferencesPart V Leadership and Labour18. Leadership in Media Organisations: Past Trends and Challenges Ahead18.1 Introduction18.2 A Weak Link in Research on Media Management18.3 Orientations of the Major Research Work to Date18.3.1 The Personal Dimension18.3.2 The Contingent and Structural Dimension18.4 Bridging the Approaches: 'Shared Charismatic Leadership'18.5 Conclusion: 'Blended Leadership' and Ethical Leadership in the MediaReferences19. Managing Media Workers 19.1 Introduction19.2 The Context of Managing Media Work19.3 A Model for Media Work19.4 Professional Identity in Practice19.5 DiscussionReferences20. Managing Creativity in Media Organisations20.1 Can Creativity Be Managed?20.2 What Is Creativity?20.2.1 Managing Talent20.2.2 Facilitating Creative Thinking20.2.3 Manageable Creativity20.3 Creativity and Conventional Management Thinking20.3.1 Creative Management20.3.2 Teresa Amabile's Model of Creativity20.4 Developing Amabile's Model20.4.1 Domain Skills20.4.2 Domain Skills and Media Creativity20.5 Managing Creativity at the BBC20.6 Measures of Creativity at the BBC20.7 Explaining Creativity at the BBC20.8 Media Domain Skills at the BBC20.9 Managing Creativity in the Media: Future ResearchReferences21. Projectification in the Media Industries 21.1 What Is a Project Really?21.1.1 The Project as a 'Plan' or an 'Organisation'21.2 Projectification: A Trend21.3 Projectification in the Media Industries21.4 Project Networks21.5 Project Network Competencies21.6 Project Careers and Management in the Media: 'Life Is a Pitch' and 'Know-Who'21.7 If Projectification Is Where the Media Industries Are Going, What Does This Mean for Media Management?References
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