Strategic Media Venturing: Corporate Venture Capital Approaches of TIME Incumbents

Hasenpusch, Tim Christopher; Baumann, Sabine

doi:10.1080/14241277.2017.1280040

Cited by 25 publications

(14 citation statements)

References 52 publications

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“…As this new dynamic framework does not rely solely on opportunity and threat labels but also incorporates ambivalent and amorphous issues, it overcomes some shortcomings in strategic issue diagnosis wherein organisational members miss important opportunities or fail to detect threats due to the limitations of having only two labels. Lastly, this study further highlights the relevant and important role that concepts and theories from strategy can play in enhancing media management (Oliver, 2018;Hasenpusch & Baumann, 2017;Horst & Järventie-Thesleff, 2016;Küng, 2016), gaining a better understanding of contemporary issues facing newspaper organisations, and overcoming these organisations' issues.…”

Section: Resultsmentioning

confidence: 83%

“…This study targets the specificities of issues facing newspaper organisations to enhance and challenge the existing framework of strategic issues. Thus, this paper extends the current focus on strategy in media management because, to date, there has been a strong focus on dynamic capabilities (Hasenpusch & Baumann, 2017;Maijanen & Virta, 2017;Oliver, 2018Oliver, , 2014. In doing so, this study sheds new light on the challenges newspapers face, and provides a new framework to identify issues for organisations in disruptive business environments.…”

Section: A Change In Constructionmentioning

confidence: 79%

“…Joining the growing scholarly work that uses concepts and frameworks from strategy in media management (e.g. Hasenpusch & Baumann, 2017;Horst & Järventie-Thesleff, 2016;Küng, 2016), this paper explores the labelling of strategic issues in media organisations. This allows for conceptual clarification with regards to strategic issues and to highlight the uncertainties that could occur when organisational members interpret strategic issues during periods of transformation (Oliver, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Are opportunities and threats enough?A development of the labels of strategic issues

Ekberg

2019

Journal of Media Business Studies

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This study joins the scholarly discussion that uses strategy in media management and provides a developed framework of strategic issues. This paper assists organisations in overcoming uncertainty by helping them construct issues and not impose the opportunity or threat labels on ill-defined issues. Based on a qualitative case study of two newspapers that represent an industry in disruption, this paper extends the existing conceptual framework on strategic issues by providing an additional strategic issue label, amorphous issues, that captures the uncertainties organisation members face during periods of disruption. Moreover, this paper also illustrates how the construction of issues can change over time. This emphasises the dynamic nature of strategic issues construction, which more closely aligns with the disruptive environment in which many contemporary organisations operate.

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Section: Resultsmentioning

confidence: 83%

Section: A Change In Constructionmentioning

confidence: 79%

Section: Introductionmentioning

confidence: 99%

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Are opportunities and threats enough?A development of the labels of strategic issues

Ekberg

2019

Journal of Media Business Studies

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“…They show how media organizations can move towards higher margin activities through vertical integration and horizontal concentration (Daidj & Jung, 2011) and describe the importance of path-dependency for an organizations strategic development (Cestino & Matthews, 2016). They confirm that financial investors can support dynamic capabilities in media organizations (Hasenpusch & Baumann, 2017) and describe the strategic approaches of media firms for responding to market changes (Horst, Murschetz, Brennan, & Friedrichsen, 2018) by focusing on macro-organizational behavior. In a complementary manner Maijanen (2015) explores the evolution of a dominant logic and strategic framing, and illustrates the contradicting forces that media organizations need to balance (Maijanen & Jantunen, 2014), thereby exemplifying the need for a greater awareness for processes of decision-making and change.…”

Section: Managing Strategy In Media Organizationsmentioning

confidence: 81%

The practice of shared inquiry: how actors manageforstrategy emergence

Horst

Järventie-Thesleff

Baumann

2019

Journal of Media Business Studies

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This paper problematizes the applicability of traditional top-down strategic planning in a continuously changing media industry and builds a practice-theoretical perspective for analyzing strategy emergence. Through a qualitative analysis of 22 interviews, with media professionals and consultants of a German-based print magazine company, we identify a jointly enacted practice that we call "shared inquiry". This practice includes recursive and adaptive strategizing actions towards (1) searching and learning (actions of employees), (2) facilitating and questioning (actions of managers), and (3) guiding and reflecting (actions of consultants). We demonstrate how these actions form a mechanism through which media managers create the conditions to cope with continuous change and how they manage in order to achieve strategy emergence both locally and on an organization-wide level. Ultimately, we show how strategic actions can be mapped in a continuum that supports "responsive coping". ARTICLE HISTORY

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“…Defining 'corporate venture capital' as a kind of dynamic capability, Hasenpusch and Baumann (2017) sought to reveal "differences and commonalities of telecommunication, information technology, consumer electronics, media, and entertainment incumbents' corporate venture capital approaches as response to the ongoing convergence of a technology driven business environment" (p. 77). They explored 3,145 transactions extracted from the mentioned companies between 2002 and 2015.…”

Section: Organization-level Analysismentioning

confidence: 99%

Dynamic capabilities in media management research. A literature review

Murschetz¹,

Omidi

Oliver

et al. 2020

JSMA

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PurposeDynamic capabilities (DCs) help media firms adapt to rapidly changing environments. The purpose of this study is to provide a comprehensive literature review of studies of DCs in strategic management research with a view to understanding its implications for the management of media organizations. Essentially, it fertilizes on the idea that the concept of DC is useful and vital for answering various critical questions regarding the challenges that media organizations are currently facing.Design/methodology/approachThis study builds on a systematic literature reviewing design as the research methodology. It aims to identify, critically evaluate, and integrate factors, dimensions, and findings on studies of DCs in strategic management research and builds knowledge transfers to the field of strategic management research in the media industry.FindingsThe study shows that the DC framework helps media firms effectively respond to changing environments. The conceptual DC framework has implications for media strategy practice. Results indicate a considerable growth in the number of papers published related to the DCs in media organizations from 2003 to 2018.Originality/valueThe study qualifies the relevance and validity of the DC framework in strategic management research for the field of strategic media management. It explores a research agenda in this domain by precisely explaining the significant trends in the theory of DC to shape managerial strategies in the media industry.

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Strategic Media Venturing: Corporate Venture Capital Approaches of TIME Incumbents

Cited by 25 publications

References 52 publications

Are opportunities and threats enough?A development of the labels of strategic issues

Are opportunities and threats enough?A development of the labels of strategic issues

The practice of shared inquiry: how actors manageforstrategy emergence

Dynamic capabilities in media management research. A literature review

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