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  • 1.
    Achtenhagen, Leona
    Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC). Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO). Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    Media entrepreneurship: Taking stock and moving forward2017In: JMM - The International Journal on Media Management, ISSN 1424-1277, E-ISSN 1424-1250, Vol. 19, no 1, p. 1-10Article in journal (Refereed)
    Abstract [en]

    This editorial reviews current research about media entrepreneurship and introduces the four papers published in this special issue. These papers move the emerging academic field of media entrepreneurship forward by outlining the relevance of context for enhancing our understanding of entrepreneurial phenomena, by introducing the theoretical concept of ‘entrepreneuring as emancipation’, by analyzing the institutionalization of media entrepreneurship education, and by categorizing different investment types in corporate entrepreneurship. The editorial concludes by calling for continuing efforts to theory-building to further develop the field.

  • 2.
    Achtenhagen, Leona
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO). Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC). Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    Melesko, S.
    Ots, Mart
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC). Jönköping University, School of Education and Communication, HLK, Media and Communication Studies.
    Upholding the 4th estate—exploring the corporate governance of the media ownership form of business foundations2018In: JMM - The International Journal on Media Management, ISSN 1424-1277, E-ISSN 1424-1250Article in journal (Refereed)
    Abstract [en]

    Whereas media ownership issues have interested scholars for decades, research has largely ignored the implications of specific ownership forms on the corporate governance of media companies, that is, how these companies are directed and controlled. This article attempts to address this gap by exploring the corporate governance of the ownership form of business foundations—a type of ownership that is increasing in different countries around the world. We analyze the corporate governance of three business foundations in the Swedish newspaper sector that together hold 26% of the market and outperform their industry peers. The control function, which is at the heart of corporate governance, is typically performed by companies’ owners. However, foundations do not have a physical person as owner; thus, this control function is replaced by the foundation’s charter, which stipulates the aim of the foundation’s business activities. When steered by professional top management, the charter’s long-term orientation facilitates the careful implementation of strategic directions without short-term performance pressures. We conclude the article by outlining several advantages and disadvantages of this ownership form for the media industry. © 2018, © 2018 Institute for Media and Communications Management.

  • 3.
    Achtenhagen, Leona
    et al.
    Jönköping University, Jönköping International Business School, JIBS, EMM (Entrepreneurship, Marketing, Management). Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    Raviola, Elena
    Jönköping University, Jönköping International Business School, JIBS, EMM (Entrepreneurship, Marketing, Management). Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    Balancing tensions during convergence: duality management in a newspaper company2009In: JMM - The International Journal on Media Management, ISSN 1424-1277, E-ISSN 1424-1250, Vol. 11, no 1, p. 32-41Article in journal (Refereed)
  • 4.
    Küng, Lucy
    Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC). Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership).
    Why Media Managers Are Not Interested in Media Management—And What We Could Do About It2010In: JMM - The International Journal on Media Management, ISSN 1424-1277, E-ISSN 1424-1250, Vol. 12, no 1, p. 55-57Article in journal (Other academic)
  • 5.
    Malmelin, Nando
    et al.
    Aalto University School of Business, Finland.
    Virta, Sari
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC). University of Tampere, Finland.
    Managing for serendipity: Exploring the organisational prerequisites for emergent creativity2017In: JMM - The International Journal on Media Management, ISSN 1424-1277, E-ISSN 1424-1250, Vol. 19, no 3, p. 222-239Article in journal (Refereed)
    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.

  • 6.
    Ots, Mart
    Jönköping University, Jönköping International Business School, JIBS, EMM (Entrepreneurship, Marketing, Management). Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    Who is the customer in the "customer value?": Inherent problems in the marketing of advertising media2009In: JMM - The International Journal on Media Management, ISSN 1424-1277, E-ISSN 1424-1250, Vol. 11, no 3-4, p. 124-134Article in journal (Refereed)
    Abstract [en]

    Customer orientation has been suggested to create competitive advantage of firms (Kohli & Jaworski, 1990). Therefore, the recommendation to media managers has been to let the creation and delivery of customer value guide their strategies for advertising sales (Aris & Bughin, 2005). However, the concept of customer value, what it is, and how it is created remains unclear in many ways. This article explores the concept of customer value in advertising media purchasing from the media seller's perspective. Between December 2007 and February 2008, sales representatives from three Swedish TV networks were studied through in-depth interviews and observations as they progressed through a negotiation process with a large advertiser and its media agency. A qualitative analysis of the media sellers' experiences shows that they see advertiser and agency to perceiving the value of advertising media differently. Also, they see the customer side parties as diverging in the processes by which these value perceptions are formed. The article reveals the inherent problem of customer orientation on advertising markets—that within media purchasing practice, several actors have their own idea of value, and an advertiser's understanding of value is not always a decisive factor. The TV networks in the study have all chosen different strategies to deal with these dualities.

  • 7.
    Picard, Robert
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Economics. Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    Chon, Bum Soo
    Competition through Barriers to Entry and Channel Availability in the Changing Regulatory Environment2004In: JMM - The International Journal on Media Management, ISSN 1424-1277, E-ISSN 1424-1250, Vol. 6, no 3, p. 168-175Article in journal (Refereed)
  • 8.
    Picard, Robert G.
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Economics. Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    van Weezel, Aldo
    Jönköping University, Jönköping International Business School, JIBS, EMM (Entrepreneurship, Marketing, Management). Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    Capital and Control: Consequences of Different Forms of Newspaper Ownership2008In: JMM - The International Journal on Media Management, ISSN 1424-1277, E-ISSN 1424-1250, Vol. 10, no 1, p. 22-31Article in journal (Refereed)
  • 9.
    Shaver, Dan
    University of Central Florida .
    Characteristics of Corporate Boards in Single-Industry and Conglomerate Media Companies2005In: JMM - The International Journal on Media Management, ISSN 1424-1277, E-ISSN 1424-1250, Vol. 7, no 3-4, p. 112-120Article in journal (Refereed)
    Abstract [en]

    Although there has been much research into corporate governance generally, little attention has been focused specifically on issues in media companies. The question is further complicated by the increasing frequency with which media enterprises that have traditionally operated within the industrial context of a specific medium are becoming business lines for media conglomerates and must compete for resources and strategic attention from a board more concerned with bottom-line profitability than with traditional media industry norms. This study examines board compositions of 21 firms with leadership positions in 1 or more traditional mass media industries and compares governance structure and results for those firms that are concentrated in 1 media segment to those that operate multiple media segments. Relations between skills sets associated with different categories of board members (legal, finance, consumer/marketing, service, academic, and other), management influence, and other board demographics to the creation of shareholder value were identified based on financial measures of market value, earnings per share, and dividend levels. The relations between board characteristics and strategic measures of capital reinvestment, asset sales, and acquisitions were also examined. A number of significant differences were identified between single-industry and conglomerate firms in these dimensions.

  • 10.
    Wikström, Patrik
    Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC). Jönköping University, Jönköping International Business School, JIBS, EMM (Entrepreneurship, Marketing, Management).
    The enemy of music: Modelling the behaviour of a cultural industry in crisis2005In: JMM - The International Journal on Media Management, ISSN 1424-1277, E-ISSN 1424-1250, Vol. 7, no 1&2, p. 65-74Article in journal (Refereed)
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