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Virta, Sari
Publications (10 of 31) Show all publications
Virta, S. (2018). Managing tensions in creative content development work: Cases from the media industry. (Doctoral dissertation). Jönköping: Jönköping University, Jönköping International Business School
Open this publication in new window or tab >>Managing tensions in creative content development work: Cases from the media industry
2018 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

This dissertation explores organisational tensions and their management in creative content development work in the context of creative industries, particularly media. The study focuses on the dynamic relationship and complexities between current business (exploitation) and future business (exploration), where tensions become managerial issues. It builds on dualities as the overarching analytical concept. The combination of theorisations on ambidexterity, value networks and hybrid organisations is used to examine organisational tensions as dynamic interrelationships between the elements of dualities.

This compilation dissertation builds on three qualitative case studies, which are investigated in six individual, empirical papers. The case organisations include a company from both public and private media, as well as a collaborative arrangement in a creative industry cluster. The longitudinal empirical data comprises diary writings, interviews, documentation and participant observations.

The study extends the understanding about how and why organisational tensions pose a demanding managerial challenge to established companies. It suggests that these tensions cannot be solved as such; instead, they need to be managed “with” rather than “against”. The study contributes to previous literature by combining theoretical perspectives to create links between existing approaches on ambidexterity. Regarding clusters, the study offers new knowledge by shifting the focus from mere spatial co-location to shared value creation through collaborative relationships.

As implications for practice, the study suggests that managerial effort is required to anticipate, identify, evaluate, and navigate tensions in creative work. The results emphasise the key importance of embracing interrelated, coexisting, enduring, and complex tensions as a multifaceted package.

Abstract [sv]

Denna avhandling undersöker organisatoriska spänningar och hur företagsledningar hanterar dessa i arbetet med att utveckla det kreativa innehållet inom kreativa branscher, särskilt media. Studien fokuserar på den affärsdynamiska relationen och komplexiteten mellan existerande (exploitation) och framtida affärsexploatering (exploration), där spänningar mellan dessa blir frågor för ledningen. Avhandlingen bygger på dualitetersom det övergripande analytiska konceptet. Kombinationen av teoretiseringar av ambidextri, värdenätverk och hybrida organisationer används för att undersöka organisatoriska spänningar som dynamiska inbördes förhållanden mellan dualitetens element.

Denna sammanläggningsavhandling bygger på tre kvalitativa fallstudier som resulterat i sex separata artiklar. Fallorganisationerna inkluderar ett företag inom public service, ett privat mediaföretag och ett samarbetsarrangemang i ett kluster av kreativa branscher. Det longitudinella empiriska datamaterialet består av dagboksanteckningar, intervjuer, dokumentation och observationer på plats.

Studien ökar förståelsen för hur och varför organisatoriska spänningar utgör en krävande utmaning för etablerade företagsledningar. Dessa spänningar inte kan lösas som sådana; istället behöver de snarare styras ”med” än ”emot”. Studien bidrar till tidigare litteratur genom att kombinera teoretiska perspektiv för att skapa länkar mellan existerande synsätt på ambidextri. Angående kluster presenterar studien ny kunskap genom att skifta fokus från enbart samlokalisering till ett gemensamt värdeskapande genom samarbetsrelationer.

Företagsledningar behöver i praktiken förutse, identifiera, utvärdera och navigera spänningar i kreativt arbete. Resultatet betonar den stora betydelsen av att hantera ömsesidigt beroende och verka för samexistens av långvariga komplexa spänningar

Place, publisher, year, edition, pages
Jönköping: Jönköping University, Jönköping International Business School, 2018. p. 133
Series
JIBS Dissertation Series, ISSN 1403-0470 ; 127
National Category
Business Administration Media and Communications
Identifiers
urn:nbn:se:hj:diva-42272 (URN)978-952-03-0890-2 (ISBN)
Public defence
2018-12-17, B1014, Jönköping International Business School, Jönköping, 13:15 (English)
Opponent
Supervisors
Available from: 2018-12-11 Created: 2018-12-11 Last updated: 2018-12-11Bibliographically approved
Virta, S. & Malmelin, N. (2017). Ambidextrous Tensions: Dynamics of Creative Work in the Media Innovation Process. Journal of Media Innovations, 4(1), 44-59
Open this publication in new window or tab >>Ambidextrous Tensions: Dynamics of Creative Work in the Media Innovation Process
2017 (English)In: Journal of Media Innovations, ISSN 1812-7592, E-ISSN 1894-5562, Vol. 4, no 1, p. 44-59Article in journal (Refereed) Published
Abstract [en]

This article analyses creative work in one of Europe’s largest media organizations, in which a newly formed development team was tasked with creating a new multi-platform media product. The objective of this article is to explore the dynamics of team creativity in the process of developing and managing media content innovation. To do this, this study utilizes the concept of ambidexterity for understanding multi-level tensions between the on-going media production work and innovation processes typically co-existing in media operations. The results of the analysis indicate that, due to pressures created by the routine media production, media innovations require specific focus and prioritization to succeed. This requires recognizing, balancing and managing the ambidextrous tensions between exploration and exploitation in creative media work. In addition to practical implications for management of media innovations, this study contributes to research on media innovations, particularly from the perspectives of creative work and organizational creativity.

Place, publisher, year, edition, pages
Universitetet i Oslo, Centre for Research on Media Innovations, 2017
Keywords
Ambidexterity; Media Innovation; Media Work; Organisational Creativity; Tensions
National Category
Business Administration Media and Communications
Identifiers
urn:nbn:se:hj:diva-35251 (URN)10.5617/jmi.v4i1.2410 (DOI)IHHMMTCIS (Local ID)IHHMMTCIS (Archive number)IHHMMTCIS (OAI)
Available from: 2017-03-24 Created: 2017-03-24 Last updated: 2018-12-11Bibliographically approved
Virta, S. (2017). Enabling Transformative Boundary-Crossing With Ambidextrous HRM: a Longitudinal Case Study. In: Academy of Management Proceedings: . Paper presented at Academy of Management Annual Meeting, Atlanta, USA august 4-8, 2017.
Open this publication in new window or tab >>Enabling Transformative Boundary-Crossing With Ambidextrous HRM: a Longitudinal Case Study
2017 (English)In: Academy of Management Proceedings, 2017Conference paper, Published paper (Refereed)
Abstract [en]

This paper aims to inform theory and practice on the features of HRM that facilitate and hamper the transformation of creativity into innovation in the rapidly changing context of media organizations. The study takes an illustrative case approach to examine how conventional HRM and ambidextrous HRM create productive or counterproductive responses to the dual tensions that are characteristic of media content development work, i.e., exploration and exploitation. The analysis sheds light on what constitutes an ambidextrous HRM system generally, and, specifically, the features of an ambidextrous HRM in the context of creative media industries. The findings demonstrate that media content development work requires ambidextrous HRM for the successful management of innovation initiatives alongside on-going production processes, including that the lack of ambidextrous HRM may severely harm development initiatives. The results indicate that bridging conventional and ambidextrous HRM principles and practices is vital to ensure sustainable and harmonious co-existence of production and innovation in organizational contexts characterized by tensions. The longitudinal qualitative case study offers new understanding regarding managing development work and organizational creativity for innovation in a traditional media company, and the constraints, conflicts, tensions and complications they present for ambidextrous HRM development.

Keywords
ambidextrous HRM, creative industries, innovation management
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-38260 (URN)10.5465/AMBPP.2017.12123abstract (DOI)
Conference
Academy of Management Annual Meeting, Atlanta, USA august 4-8, 2017
Available from: 2017-12-20 Created: 2017-12-20 Last updated: 2017-12-20Bibliographically approved
Virta, S. & Lowe, G. F. (2017). Integrating media clusters and value networks: Insights for management theory and research from a case study of Mediapolis in Finland. Journal of Management and Organization, 23(1), 2-21
Open this publication in new window or tab >>Integrating media clusters and value networks: Insights for management theory and research from a case study of Mediapolis in Finland
2017 (English)In: Journal of Management and Organization, ISSN 1833-3672, E-ISSN 1839-3527, Vol. 23, no 1, p. 2-21Article in journal (Refereed) Published
Abstract [en]

We argue that there is scholarly potential in linking theory on industry clusters with theory on value networks. To date, these two theoretical streams have developed largely in parallel, limiting understanding of how the two are integrated in practice. By considering these theories in combination and the unique context of creative industries, we generate insight on the management of clusters as value networks. Our ongoing longitudinal empirical case is a new media cluster called ‘Mediapolis’ in the city of Tampere, Finland. The case study commenced at the time the cluster was in the planning and early operational stage. Results demonstrate the usefulness of linking the two theories, and support a future research agenda examining the types of cluster configurations meeting the criteria of value networks, and the conditions under which value network cluster configurations are more sustainable than simply a spatial agglomeration of clusters.

Place, publisher, year, edition, pages
Cambridge University Press, 2017
Keywords
cluster configurations, creative industries, management paradoxes, media innovation management, value networks
National Category
Economics
Identifiers
urn:nbn:se:hj:diva-34627 (URN)10.1017/jmo.2016.56 (DOI)000394429400002 ()2-s2.0-85006312410 (Scopus ID)IHHMMTCIS (Local ID)IHHMMTCIS (Archive number)IHHMMTCIS (OAI)
Available from: 2017-01-09 Created: 2017-01-09 Last updated: 2018-12-11Bibliographically approved
Maijanen, P. & Virta, S. (2017). Managing Exploration and Exploitation in a Media Organisation: A Capability-based approach to Ambidexterity. Journal of Media Business Studies, 14(2), 146-165
Open this publication in new window or tab >>Managing Exploration and Exploitation in a Media Organisation: A Capability-based approach to Ambidexterity
2017 (English)In: Journal of Media Business Studies, ISSN 1652-2354, Vol. 14, no 2, p. 146-165Article in journal (Refereed) Published
Abstract [en]

This study contributes to emerging research on management of organisational tensions in the media industry. We approach the topic by utilising the concept of ambidexterity, which has hardly been applied to media organisations. The goal of this study is to provide a capability-based approach to organisational ambidexterity. Thus, we offer a new approach for analysing media management by operationalising ambidexterity with operational and dynamic capabilities.

The study analyses what kinds of tensions ambidexterity creates between managerial operational and dynamic capabilities. The empirical analysis is based on interviews with top-level managers at the Finnish Broadcasting Company, Yle, during 2013/14. The approach is qualitative. The results are presented by using our theoretical approach of combining exploration and exploitation (ambidexterity) with sensing and seizing (dynamic and operational capabilities).

Place, publisher, year, edition, pages
Taylor & Francis, 2017
Keywords
Ambidexterity, exploration, exploitation, operational and dynamic capabilities, change management, public media
National Category
Business Administration Work Sciences Media Studies
Identifiers
urn:nbn:se:hj:diva-35254 (URN)10.1080/16522354.2017.1290025 (DOI)000409029700004 ()2-s2.0-85015667932 (Scopus ID)IHHMMTCIS (Local ID)IHHMMTCIS (Archive number)IHHMMTCIS (OAI)
Available from: 2017-03-24 Created: 2017-03-24 Last updated: 2019-05-07Bibliographically approved
Malmelin, N. & Virta, S. (2017). Managing for serendipity: Exploring the organisational prerequisites for emergent creativity. JMM - The International Journal on Media Management, 19(3), 222-239
Open this publication in new window or tab >>Managing for serendipity: Exploring the organisational prerequisites for emergent creativity
2017 (English)In: JMM - The International Journal on Media Management, ISSN 1424-1277, E-ISSN 1424-1250, Vol. 19, no 3, p. 222-239Article in journal (Refereed) Published
Abstract [en]

In this article we explore the conditions for creative work in media organizations from the viewpoint of serendipity and the management of serendipity. Our study contributes to the field of media management research by theorizing change and creativity within the framework of organizational serendipity. Based on an analysis of empirical data collected with the diary method in a media organization, the article also discusses the rationale of managing for serendipity in creative media organizations from strategic, structural, and cultural viewpoints. We argue that the management of organizational serendipity should be aimed at managing for serendipity, not managing serendipity as such. In practice, this means that serendipity management should be understood as creating suitable conditions for serendipitous creative processes and facilitating creative work, motivation, and collaboration in the organization.

Place, publisher, year, edition, pages
Taylor & Francis, 2017
National Category
Business Administration Media and Communications
Identifiers
urn:nbn:se:hj:diva-35252 (URN)10.1080/14241277.2017.1308947 (DOI)000408153000002 ()2-s2.0-85018976881 (Scopus ID)IHHMMTCIS (Local ID)IHHMMTCIS (Archive number)IHHMMTCIS (OAI)
Available from: 2017-03-24 Created: 2017-03-24 Last updated: 2017-09-07Bibliographically approved
Malmelin, N. & Virta, S. (2017). Organising Creative Interaction: Spontaneous and Routinised Spheres of Team Creativity. Communication Research and Practice, 3(4), 299-318
Open this publication in new window or tab >>Organising Creative Interaction: Spontaneous and Routinised Spheres of Team Creativity
2017 (English)In: Communication Research and Practice, ISSN 2204-1451, Vol. 3, no 4, p. 299-318Article in journal (Refereed) Published
Abstract [en]

The focus of this article is to develop theory and understanding about organisational creativity as a communicative phenomenon, especially from the viewpoint of creative interaction within teams. Interaction is central to creative processes, yet research concerning the subject has been scarce. Based on empirical analysis of a media organisation using the diary method and grounded theory, the article concentrates on understanding creative interaction as communication practices in an organisational context. The article contributes to the theory of creativity in organisations by introducing the spontaneous and routinised spheres of team-level creative interaction and by presenting a typology of six related communication practices.

Place, publisher, year, edition, pages
Taylor & Francis, 2017
Keywords
Creativity, communication practices, organisational creativity, creative interaction, media organisation
National Category
Media and Communications
Identifiers
urn:nbn:se:hj:diva-35255 (URN)10.1080/22041451.2016.1229296 (DOI)000410866300001 ()IHHMMTCIS (Local ID)IHHMMTCIS (Archive number)IHHMMTCIS (OAI)
Available from: 2017-03-24 Created: 2017-03-24 Last updated: 2017-11-07Bibliographically approved
Malmelin, N. & Virta, S. (2017). Seizing the serendipitous moments: Coincidental creative processes in media work. Journalism - Theory, Practice & Criticism, 1-18
Open this publication in new window or tab >>Seizing the serendipitous moments: Coincidental creative processes in media work
2017 (English)In: Journalism - Theory, Practice & Criticism, ISSN 1464-8849, E-ISSN 1741-3001, p. 1-18Article in journal (Refereed) Epub ahead of print
Abstract [en]

This article discusses the phenomenon of serendipity in media work and in media organizations. Based on an empirical analysis of diary material, we identify and elaborate three types of serendipitous processes in creative work, that is, serendipitous, semi-serendipitous and antiserendipitous processes. In addition, we discuss the role of lucky incidents and human capabilities in serendipity, and consider their value to creative processes in media organizations. We argue that conceptual frameworks and theories of serendipity are useful in identifying, evaluating and harnessing unpredicted and accidental creative incidents and processes. The article shows that serendipity offers valuable conceptualizations and insights for scholars and practitioners alike in the context of the rapidly changing media industry and media work.

Place, publisher, year, edition, pages
Sage Publications, 2017
Keywords
Creativity, journalistic work, media organization, media work, serendipity
National Category
Business Administration Media and Communications
Identifiers
urn:nbn:se:hj:diva-35857 (URN)10.1177/1464884917707121 (DOI)IHHMMTCIS (Local ID)IHHMMTCIS (Archive number)IHHMMTCIS (OAI)
Available from: 2017-06-07 Created: 2017-06-07 Last updated: 2017-06-07
Virta, S. & Lowe, G. F. (2016). Crossing Boundaries for Innovation: Content Development for PSM at Yle. In: Gregory Ferrell Lowe & Nobuto Yamamoto (Ed.), Gregory Ferrell Lowe & Nobuto Yamamoto (Ed.), Crossing borders and boundaries in public service media: . Paper presented at RIPE@2015, Crossing borders and boundaries in public service media (pp. 229-246). Paper presented at RIPE@2015, Crossing borders and boundaries in public service media. Göteborg: Nordicom
Open this publication in new window or tab >>Crossing Boundaries for Innovation: Content Development for PSM at Yle
2016 (English)In: Crossing borders and boundaries in public service media / [ed] Gregory Ferrell Lowe & Nobuto Yamamoto, Göteborg: Nordicom, 2016, p. 229-246Chapter in book (Refereed)
Abstract [en]

The authors explain the crucial importance of crossing boundaries to achieve innovation in PSM content development. The reasons are explained with reference to creative organisation and innovation theories, and demonstrated in practice via analysis of an empirical case from Yle, the Finnish Broadcasting Corporation. The chapter focuses on characteristic challenges and practices in boundary crossing at three levels: organisational, group (or team) and individual. Key findings include lessons about the complexity of building and maintaining a creative media organisation in practice, especially in relation to designing structures, organisational arrangements and tools to make it happen, i.e. the move from ideation to realisation. Internal politics, organisational resistance, and managerial complications are confounding factors. The chapter demonstrates how and why nurturing collaboration across boundaries is a complex task that requires a particular and special skills set for media managers.

Place, publisher, year, edition, pages
Göteborg: Nordicom, 2016
Series
Nordicom bokserie RIPE
Keywords
Keywords: content development, creative organisation, Yleisradio (Yle), innovation management, media innovation, work culture
National Category
Business Administration Media Studies
Identifiers
urn:nbn:se:hj:diva-35311 (URN)9789187957215 (ISBN)
Conference
RIPE@2015, Crossing borders and boundaries in public service media
Available from: 2017-04-04 Created: 2017-04-04 Last updated: 2018-12-11Bibliographically approved
Malmelin, N. & Virta, S. (2016). Managing creativity in change: Motivations and constraints of creative work in a media organisation. Journalism Practice, 10(8), 1041-1054
Open this publication in new window or tab >>Managing creativity in change: Motivations and constraints of creative work in a media organisation
2016 (English)In: Journalism Practice, ISSN 1751-2786, E-ISSN 1751-2794, Vol. 10, no 8, p. 1041-1054Article in journal (Refereed) Published
Abstract [en]

This article is concerned with the management of creative journalistic work in a media organisation. It reports and analyses a case study conducted in one of Europe's largest media corporations: the focus of the study was a development team of journalists set up and charged with creating and producing a new multi-platform media service and its content. The article discusses the ways in which the creativity of media professionals is supported and managed under the constantly changing conditions of media work and journalistic practices. The study contributes to research on creativity in the media industry, particularly the management of creativity in journalism and media work. The findings identify the key motivations and constraints in relation to creative journalistic work in the media industries under digital transformation. Specifically, media professionals are motivated by the opportunity for developing new skills and competencies as well as chances to create new journalistic products and practices. The article suggests that the skills of change management, communication management and project management are crucial for creative media work.

Keywords
creative work, creativity, creativity management, journalism practices, media management, media work
National Category
Business Administration Media and Communications
Identifiers
urn:nbn:se:hj:diva-29028 (URN)10.1080/17512786.2015.1074864 (DOI)000386911400006 ()2-s2.0-84991768876 (Scopus ID)IHHMMTCIS (Local ID)IHHMMTCIS (Archive number)IHHMMTCIS (OAI)
Available from: 2016-01-13 Created: 2016-01-13 Last updated: 2019-05-07Bibliographically approved
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