Abstract
Using Everett CitationRogers's (2003) theory of innovation in organizations, this nationwide study examines U.S. weekly newspapers and their adoption and management of innovation—specifically, the online newspaper. From a theoretical standpoint, the creation of the online product was somewhat unsystematic. The data reveal that most weekly newspapers were not following any type of innovation management strategy when developing their online editions. This study echoes the findings of CitationSaksena and Hollifield (2002) in the assessment that newspapers are adopting and managing emerging technology in a “relatively haphazard fashion.” Most newspaper managers report they did not develop a business plan for the new product or set specific, measurable goals to aid in assessing the success of the online newspaper. In addition, almost ¾ of the newspapers did not gather target-market or audience research before launching the online newspaper. The study found that newspaper managers were sensitive to their staffs' questions, needs, and concerns about publishing an online newspaper; and most involved their staffs in the decision-making process. A majority reported that they did not meet any resistance from their staffs about the adoption of new technology to produce the online newspapers.
Notes
1. (a) Gannett Co.: 207, (b) Journal Register Co.: 180, (c) Community Newspapers Inc.: 179, (d) Liberty Group Publishing: 141, (e) Lee Enterprises: 113, (f) Landmark Community Newspapers: 83, (g) Hollinger: 82, (h) Advance Publications: 80, (i) Community Newspaper Holdings: 73, and (j) MediaNews Group: 63. Source: Institute for Rural Journalism and Community Issues.
2. All open-ended responses were coded and categorized into related topic areas. Multiple responses were accepted.
3. Base size does not equal 100% because of respondents who refused to answer.
Smolkin, R. (2006, June/July). Adapt or die. American Journalism Review (pp. 16–23). Retrieved October 26, 2007, from EBSCOHost Academic Search Premier database.