How Do Public Service Media Innovate? An Analysis of Product Development by European PSM

ABSTRACT

In this study, we use institutional theory to explore to what extent public service media (PSM) rely on institutional links and on tight coupling with the environment to develop new products for digital news. This framework is especially relevant for understanding how PSM innovate, as they differ from commercial media, and the mimicry of industry trends can lead to tensions with their public service mission. Thirty-six interviews were conducted with senior managers, editors, and other professional roles involved in project development at eight PSM organizations in six European countries. The results indicate that to reduce uncertainty, PSM follow two partially complementary approaches: mimetic isomorphism, i.e., relying on what is seen as best practice by other players within their sector, and tight coupling, i.e., closely connecting with the environment (especially with the audience). Other PSM are the most important source of inspiration, as relationships are close and organizational forms are similar. In contrast, digital-born media are considered to be successful in attracting younger audiences but differ greatly from PSM. In summary, PSM do not simply mimic other players perceived to be successful but consider their own specificities in terms of audiences, purposes, strengths, weaknesses, and public service mission.

KEYWORDS:

• Digital journalism
• innovation
• institutional theory
• interviews
• isomorphism
• product development
• public service media

Disclosure Statement

No potential conflict of interest was reported by the author(s).

Additional information

Funding

The author(s) received financial support for the research, authorship and/or publication of this article: Google UK as part of the Google News Initiative.