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.

Convergence and its Causes

Convergence and its causes

The next decade presents the most significant international business opportunity in history. (Gerald Levin, cited in Mitchell, 1997)

This chapter explores one of the most widely hyped and fiercely debated concepts in the media industry over the past two decades, convergence. It is hard to overstate how profound a development convergence was expected to be in the late 1990s when the concept was first mooted. It was presaged as ‘a second industrial revolution’ (Henzler, 1998), ‘comparable in scale to the biggest changes ever experienced by humans’ (Barwise and Hammond, 1998), something that would herald a new industrial era described variously as ‘The Era of Networked Intelligence’ (Tapscott, 1996), ‘The Network Economy’ (Kelly, 1997), ‘The Networked Economy’ (Schwartz and Leyden, ...

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