Strategic transformations in the media

ABSTRACT

Digital technologies have transformed the way many media organisations have conducted their business over the past two decades. This transformational context raises a number of important questions for media management researchers. Firstly, how have media firms adapted their strategies, resources, and capabilities in response to the challenges presented by an increasingly digital environment? Secondly, how have these adaptive practices affected their corporate financial performance? This paper advances our theoretical understanding of media firm transformation by using a multidisciplinary approach that draws on knowledge from corporate strategy, dynamic capabilities, and firm performance. This integrated approach provides a more holistic view of strategic business transformation by understanding the strategic arguments that compel firm’s to reconfigure their resources and capabilities in a dynamic business environment.

KEYWORDS:

• Strategic transformation
• corporate strategy
• dynamic capabilities
• corporate financial performance
• digitalisation
• new media

Disclosure statement

No potential conflict of interest was reported by the author.

Notes

1. This data was produced from the Department of Culture Media & Sport Creative Industries Economic Estimates (1997–2017).

Additional information

Funding

This work was supported by the British Academy/Leverhulme Trust (SG150150).

Notes on contributors

John J. Oliver

Dr John J. Oliver is an Associate Professor of Media Management.