Summary
Contents
Subject index
Strategic Management in the Media Industry: Theory and Practice aims to provide a comprehensive, accessible and expert introduction to strategy within a media management context.
It is divided into two parts - part one proves an introduction to and overview of the media industry from a strategic management perspective, looking in detail at the sectors that together comprise the industry - newspaper, book and magazine publishing, music, radio and television - and the strategic forces at work in each. This provides the foundation for part two, which analyses a number of strategic topics central to the media sector, such as technological change, organisational structure, leadership, and creativity and innovation.
The chapters follow the same structure: the relevant theory is outlined, its application to the media industry is discussed, and case studies from the media industry are used to illustrate the theory and illuminate its relevance for the media field. The cases and examples used come from all sectors of the industry and a range of geographic regions and include News Corporation, Endemol, BBC, Bertelsman, CNN, MTV, Disney and Pixar.
Introduction
Introduction
Between the economic determinations of the marketplace and the cultural discourses within media representations … lies a terrain that has yet to be fully explored and adequately theorised. (Cottle, in Cottle, 2003: 13)
The media industry is changing fundamentally and fast. This represents a very real challenge to managers tasked with planning a strategy and implementing it successfully, to researchers studying the field, and to those designing and delivering academic courses focused on the media industry. This book seeks to provide assistance in several ways. First, it maps the contours of the media industry, detailing histories, business models, value drivers and current strategic issues in the various sectors that together constitute the industry. Second, it identifies the common themes surfacing in the strategic environment and ...
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