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Managing tensions in creative content development work: Cases from the media industry
Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
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: urn:nbn:se:hj:diva-42272ISBN: 978-952-03-0890-2 (electronic)OAI: oai:DiVA.org:hj-42272DiVA, id: diva2:1269897
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
List of papers
1. Managing creativity in change: Motivations and constraints of creative work in a media organisation
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
2. Ambidextrous Tensions: Dynamics of Creative Work in the Media Innovation Process
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
3. Crossing Boundaries for Innovation: Content Development for PSM at Yle
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
4. Complexities and tensions of transformative boundary-crossing: Case study on ambidextrous HRM in a creative organization
Open this publication in new window or tab >>Complexities and tensions of transformative boundary-crossing: Case study on ambidextrous HRM in a creative organization
(English)Manuscript (preprint) (Other academic)
Abstract [en]

This article aims to inform theory and practice on the features of ambidextrous HRM that are required to transform creativity into content innovation within the rapidly changing context of creative media organizations. An empirical, qualitative case study is utilized to examine ambidextrous HRM as a response to dual tensions that are characteristic of media content development work, especially in relation to exploration and exploitation. The analysis focuses on issues that hamper the establishment of an ambidextrous HRM system in a traditional and established media organization, thus shedding light on the development of an ambidextrous HRM system more generally in knowledge-intensive industries facing disruptive change. The findings suggest that creative content development work, which is deeply dependent on individual creative talent, requires an ambidextrous approach to HRM for the successful management of innovation initiatives (i.e. exploration) alongside on-going production processes (i.e. exploitation), including that the lack of ambidextrous HRM may severely harm development initiatives. The results of the analysis indicate that bridging conventional and ambidextrous HRM principles is essential for sustainable co-existence of production and innovation in organizational contexts characterized by tensions. The qualitative case study offers new understanding regarding managing development work and organizational creativity for innovation in a traditional company in turbulent change, and elaborates especially on the constraints, conflicts, tensions and complications of the necessary boundary-crossing for integrating exploration and exploitation.

National Category
Business Administration Media and Communications
Identifiers
urn:nbn:se:hj:diva-42270 (URN)
Note

Earlier version presented at the Annual Meeting of Academy ofManagement Conference in 2017.

Available from: 2018-12-11 Created: 2018-12-11 Last updated: 2018-12-11Bibliographically approved
5. Integrating media clusters and value networks: Insights for management theory and research from a case study of Mediapolis in Finland
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
6. Managing tensions of collaboration in a hybrid organisation: A case study of the Mediapolis cluster in Finland
Open this publication in new window or tab >>Managing tensions of collaboration in a hybrid organisation: A case study of the Mediapolis cluster in Finland
(English)Manuscript (preprint) (Other academic)
Abstract [en]

Cross-sector collaboration combining public (noncommercial) and private (commercial) organisational orientations is expected to provide support for the flexible and dynamic responses required in the disruptive operational environments, which challenge the performance and survival of creative industry organisations. However, such collaboration features complexity and tensions. This article explores inherent tensions of cross-sector collaboration by utilising theorisations on hybrid organisations. A qualitative case study of a hybrid organisation, which was created to manage a creative industry cluster, is used as means to explore and analyse the tensions. The focus is on tensions because their successful management increases the value-creation potential of cross-sector collaborations. The results contribute to emergent scholarly discussions on hybrid organisations and hybrid organising, focusing on the central role of tensions as a management challenge. In addition to the theoretical contributions, the results have implications for managers aiming to cope with collaborative tensions in practice.

National Category
Business Administration Media and Communications
Identifiers
urn:nbn:se:hj:diva-42271 (URN)
Note

Earlier version presented at the EURAM (European Academy ofManagement) conference in 2018.

Available from: 2018-12-11 Created: 2018-12-11 Last updated: 2018-12-11Bibliographically approved

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