Organizational Changes in Newspaper Firms and Their Relation to Performance

Weezel, Aldo van

doi:10.1080/14241270903278868

Cited by 16 publications

(7 citation statements)

References 25 publications

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“…The capacity to evolve and reconfigure in changing environmental conditions is clearly a source of potential advantage for individual firms (Helfat and Peteraf, 2003). This level of decision-making has been relatively neglected in the field of production studies although some recent work has indeed included managerial perspectives in studies of changes in newsrooms and the associated implications for innovation and business strategy (Krumsvik, 2012;Picard 2011;Mico, Massip and Domingo, 2013;van Weezel, 2009). In line with the main focus of production studies, we have undertaken some observation in situ in order better to understand how production cultures are changing as a result of a transformation in business models.…”

Section: Introductionmentioning

confidence: 99%

From organizational crisis to multi-platform salvation? Creative destruction and the recomposition of news media

2014

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Schlesinger, Philip, and Doyle, Gillian (2014) Philip Schlesinger and Gillian DoyleUniversity of Glasgow, UK Abstract Schumpeter's trope of 'creative destruction' aptly describes current transformations of news media whose business models are adjusting to the twin challenges of digitization and the Internet. While most production studies focus on the journalistic labour process, based on current empirical research into the UK press and access to key decision-makers, this article presents case studies of the strategies pursued by the Financial Times and The Telegraph in migrating from print to digital. It shows how new conceptions of the news business are being articulated by managements, how production is being reshaped and increasingly driven by data analytics, and poses questions about the impact of these changes on journalistic practices.

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Section: Introductionmentioning

confidence: 99%

From organizational crisis to multi-platform salvation? Creative destruction and the recomposition of news media

2014

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“…company) performance [17], [47], [48]. In the newspaper industry, firm performance is mainly measured through circulation and advertising [49], [50]. Karimi & Walter (2016a) added that the current firm performance of mass media companies can come from either within the core business or outside of the core business (the result of business model innovation), such as from advertisements on websites, paid search, etc.…”

Section: Business Performancementioning

confidence: 99%

The Important Role of Corporate Entrepreneurship, Digital Capabilities, and Readiness to Change in Business Performance: Moderated by the Adoption of Business Model Innovations in the Newspaper Industry in Indonesia

Cahanar¹,

Hamsal²

2021

Proceedings of the First International Conference of Economics, Business &Amp; Entrepreneurship, ICEBE 2020, 1st October 2020,

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“…Muchas empresas informativas tratan de vislumbrar nuevos modelos de negocio, ensayando nuevas formas de obtener rentabilidad, sin quedarse paradas ante la crisis que afecta tanto a su público lector, como a sus clientes anunciantes. Así lo apunta Weezel (2009)…”

Section: Hace Falta Implantar Un Nuevo Modelo De Negociounclassified

La empresa informativa busca nuevos modelos de negocio

Alonso

2014

Hist. Comun. Soc.

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Resumen:El modelo de negocio tradicionalmente empleado en los medios informativos, basado en el cobro al lector o consumidor y en los ingresos publicitarios, resulta insuficiente para poder sostener la empresa informativa. Es necesario reinventar el modelo de negocio, buscando un sistema que permita a los medios subsistir en el nuevo mercado mediático online, con multiproducto y globalizado.Palabras clave: Empresa Informativa; nuevo modelo de negocio; transformación. Media are looking for new business model Abstract:Old business model traditionally used in media, based on reader or consumer collection and advertising revenue is insufficient to sustain media companies. It is necessary to reinvent this business model to allow media survive in our new online multi-product and globalized media market. Sumario: 1. Introducción. Estado de la cuestión. 2. Metodología. 3. Necesaria transformación de las empresas informativas. 4. Asistimos a un cambio radical operado en los medios. 5. Estamos inmersos en la Nueva Era de la comunicación. 6. Hace falta implantar un nuevo modelo de negocio. 7. Conclusiones. Referencias bibliográficasA la vista de los actuales acontecimientos sucedidos en el mercado informativo, podemos afirmar que estamos asistiendo a un cambio en el modelo empresarial de las empresas mediáticas. El viejo modelo de cobro al consumidor y cobro al anunciante, ya no son la receta segura para asegurar la rentabilidad. Muchos datos negativos (cierres de cabeceras, Eres y despidos, deudas imposibles de asumir y otros datos desastrosos) nos obligan a reformular y a replantearnos la viabilidad del modelo de negocio periodístico. ¿A qué es debido este fenómeno? Al cambio radical operado en

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Organizational Changes in Newspaper Firms and Their Relation to Performance

Cited by 16 publications

References 25 publications

From organizational crisis to multi-platform salvation? Creative destruction and the recomposition of news media

From organizational crisis to multi-platform salvation? Creative destruction and the recomposition of news media

The Important Role of Corporate Entrepreneurship, Digital Capabilities, and Readiness to Change in Business Performance: Moderated by the Adoption of Business Model Innovations in the Newspaper Industry in Indonesia

La empresa informativa busca nuevos modelos de negocio

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