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.

Leadership
Leadership

Either lead, follow or get out of the way. (Sign on Ted Turner's desk, pictured in Fortune, 5 January 1987)

The leaders of media organisations have always commanded intense scrutiny from regulators, policy makers and the press. This is due in part to the potential of the medium: control of media content confers considerable opportunities to influence public opinion, build personal profile, and gain access to politicians (Rupert Murdoch's 2006 annual conference in California was reputedly attended by Tony Blair, Bill Clinton, Arnold Schwarzenegger, Al Gore and Shimon Peres). The industry also has a tradition of flamboyant leaders, from the press barons of the early twentieth century such as Hearst, Beaverbrook, Northcliffe and Rothermere to the moguls controlling global empires today, such as Murdoch and ...

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