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.

Cognition, Culture and Strategy

Cognition, culture and strategy

Reality is an illusion, albeit a very persistent one. (Albert Einstein)

This chapter is concerned with the interpretive school of strategy and its application to the media industries. As discussed in the introduction to this second part of the book, the interpretative school of strategy views organisations from the point-of-view of those living in them, with a focus on how they construe meaning out of events and phenomena, and the implications this has for organisational outcomes. It looks at the implicit and unconscious aspects of organisational life, mindset, beliefs, values and emotions, which have a tremendous influence on strategic behaviour, but because they are highly subjective, operate outside conscious awareness, are hard to address, and tend to get overlooked ...

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