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.

Managing Technological Change
Managing technological change

A critical pattern in the dynamics of technological innovation … is the disturbing regularity with which industrial leaders follow their core technologies into obsolescence and obscurity. (Utterback, 1994: 162)

The media sector and its observers tend to discuss the industry in terms of content and its creation, with technology entering discussions as an enabling, contributory or disruptive factor. The secondary status accredited to technology is surprising since media industries are symbiotically linked with technology and technological change, and viewed longitudinally, technology is a powerful influence on both organisational behaviour and strategic outcomes. Each of the three core dimensions that constitute the sector – content, distribution systems and the devices that display content (Wildman, 2006) – came into existence because of technological ...

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