Value Networks for Renewal and Innovation: Managerial Challenges for PSB
2016 (English)In: Mediated (dis)continuities: contesting pasts, presents and futures, 2016Conference paper, Abstract (Refereed)
Public service media organisations face increasing demands for renewal in their output, production processes and management practices due to the rapidlytransforming environment. The traditional in-house, channel-based production approach and structures for innovation development and managementdo not suffice in the current realities. Instead, PSB organisations need to develop co-operative arrangements with various partners in the media industriesand beyond, to be able to cope with the rapidly growing demands for renewal, efficiency and relevance. In the situation described above, the concept andtheories of value networks become useful. Value is no longer created internal to a single organisation, but in complex co-opetitive (competitive and co-operativeat the same time) relationships between various actors. Accordingly, managerial arrangements and practices need renewal. However, managementof value networks is a complex endeavour due to the various tensions between different aims, arrangements or approaches of the value network members.Skilful management of boundary-crossing relationships and dependencies is crucial for building, maintaining and developing value networks that potentiallyenable innovative co-operation between PSM and private media organisations for renewal and innovation. This qualitative paper explores managerialchallenges of value networks, aiming at creating new understanding for media management research, especially. A new media cluster, Mediapolis (http://mediapolis.fi/en/), is being created in Tampere, Finland. Mediapolis aims at becoming a network for content production and digital industries with a vision”Mediapolis is a centre for storytelling and digital industries, where interdisciplinary innovations are born”. The Mediapolis campus was launched in the autumn2014. In January 2016, the key partners of Mediapolis, including Yle, founded an official co-operative organisation as the Mediapolis “organisational”structure. The next challenge is to develop the operational structures and practical management procedures for the Mediapolis value network. The paperlooks at value networks as a managerial challenge especially for the traditional public service company in Finland. The focus is on management practicesand processes in a value network between media organisations. The qualitative, empirical case study utilizes semi-structured interviews from differentstages of Mediapolis development as well as and documentation of the project. The author has followed the development of Mediapolis over several years,from the real-estate development stage of the project to the current development aims towards a network of media organisations for co-productions,innovation and shared value creation. The Mediapolis case opens useful possibilities for analysing of co-operative arrangements and practices betweena traditional PSB company and private media organisations. The managerial challenges in creating and developing the Mediapolis operational model havebeen significant, which is still the case to the date. The paper provides a timely opportunity to explore the forming stage of a collaborative value network inthe media industry, involving a PSB company as a major player and contributor.
Place, publisher, year, edition, pages
Media Studies Business Administration
IdentifiersURN: urn:nbn:se:hj:diva-35312OAI: oai:DiVA.org:hj-35312DiVA: diva2:1086877
ECREA 2016, 6th European Communication Conference, Prague, 9th-12th November 2016