Collisions of convergence

Bulck, Hilde Van den; Tambuyzer, Sil

doi:10.1177/1748048512461762

Cited by 26 publications

(9 citation statements)

References 24 publications

(63 reference statements)

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“…44 Equally at VRT, the newsroom initiated a similar project in 2007, which led to little actual changes because of the lack of internal communication between managers and producers. 45 Newsroom director Vrieleman recognises the difficulties to reorganise the production routines, but she also experiences that an increasing amount of colleagues feel the necessity to adapt:…”

Section: A N a L Y S I Smentioning

confidence: 99%

Translating PSM Policy into Production Practices

Walvaart

2019

VIEW Journal

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PSM policy documents aim at interactive audience engagement, but production practices show many limitations to achieve this. This article studies how PSM policy is translated into practice, by analysing the newsroom management strategies about audience engagement. In-depth interviews were conducted with managers at different levels of the Flemish public service company VRT. Results show that managers primarily aim at immersive engagement through newsroom convergence and VRT brands. They value interactive engagement as well, but those experiments remain vulnerable. Newsroom management strategies are closely based on practices and audience behaviour, while there is a much larger distance with broader VRT policy.

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Section: A N a L Y S I Smentioning

confidence: 99%

Translating PSM Policy into Production Practices

Walvaart

2019

VIEW Journal

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“…But since emergent strategies cannot be known beforehand, the managers are forced to concentrate on the task at hand, continuously clarifying and adapting to the situation (Chia & Holt, 2009). They have to work closely with their staff to improve communication and balance tensions (Achtenhagen & Raviola, 2009;van den Bulck & Tambuyzer, 2013). The direction managers then find, may be a return to traditional strategies (Tameling & Broersma, 2013) or new modes for collaboration and innovation (Sylvie & Schmitz Weiss, 2012).…”

Section: Implications For Practicementioning

confidence: 99%

Finding an emergent way through transformational change: a narrative approach to strategy

Horst

Järventie-Thesleff

2016

Journal of Media Business Studies

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Current strategic media management has a tendency to draw on design or planning schools and focus primarily on competitive advantages, industry development and strategic positioning. However, the way in which strategies emerge from everyday practices is poorly understood. To this end, we build a theoretical lens from the narrative approach to strategy-as-practice and the concept of 'wayfinding', and study how organizational narratives can help both managers and employees to construct meaning around emergent strategy during ongoing transformational change. Through interview data of an empirical case study, we identify narratives on three fronts -about (1) employees, (2) managers, and (3) the market -and elaborate on how these narratives may give meaning, offer guidance and provide an actionable basis from which to find a way through ongoing transformational change. Our study contributes to the research on strategic media management by showing how narratives can help to make sense of emergent strategy and the way organizations find their way through ongoing change.

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“…We have thus observed that journalists and managers are no longer two very distinct groups, as media scholars (Smith et al, 2007;Anderson, 2013;van den Bulck et al, 2013) and sociologists of professions (Kornhauser, 1962;Engel and Hall, 1973;Sarfatti Larsson, 1993) have traditionally portrayed them. Rather, we see a continuum of types of journalistic professionalism.…”

Section: An Increased Collaborationmentioning

confidence: 99%

“…Tensions exist between professional subgroups and the organization as a whole, where managers are obviously seen to represent the entire organization and news professionals identify with so-called 'cultural in-groups' (van den Bulck et al, 2013). Along the same lines of inquiry, conflicting discourses have been identified: A professional discourse legitimizing journalists as an autonomous and self-regulating group, opposed to a managerial discourse, suggesting a business thinking common to other industries (Anderson, 2013).…”

mentioning

confidence: 99%

Digital technologies and a changing profession

Plesner

Raviola

2016

JOCM

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Purpose The purpose of this paper is to investigate what role particular new management devices play in the development of the news profession in an organizational setting shifting to new technologies. Design/methodology/approach This is studied through of observations of work practices in the newsroom and through documentary research and qualitative interviews with managers, editors, and other professionals. Findings It is shown that management devices such as the news table and the news concept are central to the reorganization of news work, as they realize managers’ strategies, just like they produce new practices and power relationships. It is shown that the devices produce increased collaboration among journalists and interaction between managers and output journalists, that mundane work and power is delegated to technological devices and that news products are increasingly standardized. Practical implications The wider implications of these findings seem to be a change in the journalistic profession: TV news journalism is becoming less individualistic and more collective and professionalism becomes a matter of understanding and realizing the news organization’s strategy, rather than following a more individual agenda. Originality/value The paper’s originality lies in showing that profession and management are not opposed to each other, but can be seen as a continuum on which journalistic and managerial tasks become intertwined. This is in contrast to previous research on news work. Furthermore, the paper’s focus on devices opens up for conceptualizing power in the newsroom as distributed across a network of people and things, rather executed by managers alone.

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Collisions of convergence

Cited by 26 publications

References 24 publications

Translating PSM Policy into Production Practices

Translating PSM Policy into Production Practices

Finding an emergent way through transformational change: a narrative approach to strategy

Digital technologies and a changing profession

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