Changing the Newsroom Culture: A Four-Year Case Study of Organizational Development at the St. Louis Post-Dispatch

Gade, Peter; Perry, Earnest L.

doi:10.1177/107769900308000207

Cited by 47 publications

(51 citation statements)

References 18 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The cultural changes advocated by the CEO are reminiscent of those promoted by editors in newsroom studies by Ryfe (2009) and Gade and Perry (2003).…”

Section: Resultsmentioning

confidence: 87%

“…But acceptance is unlikely unless newsworkers come to understand this set of innovations as compatible with deeply held convictions about the role of journalism in society or come to believe this change will result in better journalism. Previous scholarship suggests management at this company faces an uphill battle in moving beyond the redefining/restructuring stage (Gade & Perry, 2003;Ryfe, 2009). …”

Section: Resultsmentioning

confidence: 99%

“…Such efforts, typically spearheaded by organization management, challenge widely held beliefs about the profession and ask those in the news industry to rethink what it means to be a journalist. Over the past several decades, managers have advocated for a variety of cultural changes within their respective news organizations, often resulting in friction between rank-and-file journalists and organization leadership (Daniels & Hollifield, 2002;Gade, 2004;Gade & Perry, 2003).…”

Section: Changes In Audience Relationshipsmentioning

confidence: 99%

“…For example, Gade and Perry (2003) Because these three changes comprise a cluster of innovations, our final research question examines holistically the diffusion of these distinct yet interdependent changes. Drawing from Rogers' stages of organizational innovation, we ask:…”

Section: Changes In Audience Relationshipsmentioning

confidence: 99%

See 3 more Smart Citations

Making Change

Ekdale

Singer

Tully

et al. 2015

Journalism & Mass Communication Quarterly

View full text Add to dashboard Cite

This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link Abstract:Diffusion of innovations theory typically has been applied to the spread of a particular technology or practice rather than the interplay of a cluster of innovations. This case study of a news company undergoing significant change seeks to offer a deeper understanding of multifaceted industry upheaval by considering the diffusion of three interdependent yet distinct changes. Findings suggest technological change faces the fewest hurdles, as journalists recognize the need to adapt their practices to newer capabilities. Changes to audience relationships face greater resistance, while responses to changes to the professional culture of journalism remain the most tepid.

show abstract

“…The cultural changes advocated by the CEO are reminiscent of those promoted by editors in newsroom studies by Ryfe (2009) and Gade and Perry (2003).…”

Section: Resultsmentioning

confidence: 87%

Section: Resultsmentioning

confidence: 99%

Section: Changes In Audience Relationshipsmentioning

confidence: 99%

Section: Changes In Audience Relationshipsmentioning

confidence: 99%

See 2 more Smart Citations

Making Change

Ekdale

Singer

Tully

et al. 2015

Journalism & Mass Communication Quarterly

View full text Add to dashboard Cite

show abstract

“…There is a great deal of literature on mainstream media and newsroom innovation, which can be viewed in a networked journalism context (Gade & Perry, 2003;Paulussen, Geens, & Vandenbrande, 2011;Spyridou et al, 2013).…”

Section: Networked Journalism In Practicementioning

confidence: 99%

The People Behind the Press: Building Social Capital in Networked News Models

Fox¹

View full text Add to dashboard Cite

The advent of web 2.0 as a democratiser of news content has begun to be questioned with the increasing complexity of digital publication tools. The process in which a citizenry informs itself for the purpose of self-governance is held to be foundational to democracy but underexplored in certain online spaces.Examples of immense online collective action, such as the 2002 South Korean presidential election, motivated this enquiry into the scope of social organisation within networked news operations. The thesis uses observational data from participants in a purpose-built networked news website, to examine how experiences of content consumption, content creation and socialisation may shape the conduct of such operations and the way they are perceived by people who use them.This descriptive study was conducted over five months and examined 120 research participants in the networked news website created for the present project, named Social Journalism. Participants were divided into four groups, initially to investigate different types of activities, and a case-study approach to data collection was adopted. The bulk of data was generated using semistructured interviews, and participant-and non-participant observation.Complementary research was done through other methods, including distribution of questionnaires at the start and end of the study, and for comparison, a review of concurrent news content in the general mass media.The study found that three distinct groups of people appeared to exist on Social Journalism, those being consumers of content, supporters of those who produced content, and producers of content. Each group had distinct views, activities and functions regarding the overall operation of the website. These insights were distilled in two ways: use of a social infrastructure model and creation of a framework for best practice. The social infrastructure model presents observed relationships among salient variables: participant activities, website structures and possible connections to social capital within a networked news environment. The best practice framework was then drawn from this model. 3Practices seen to reasonably optimise specific relationships are described and categorised for implementation in new and existing networked news models.

show abstract

Inside the Newsroom

Paulussen

2011

Participatory Journalism

View full text Add to dashboard Cite

Changing the Newsroom Culture: A Four-Year Case Study of Organizational Development at the St. Louis Post-Dispatch

Cited by 47 publications

References 18 publications

Making Change

Making Change

The People Behind the Press: Building Social Capital in Networked News Models

Inside the Newsroom

Contact Info

Product

Resources

About