Media and Change Management: Creating a Path for New Content Formats, Business Models, Consumer Roles, and Business Responsibility

491 Pages·31.097 MB·English

by  Matthias Karmasin, Sandra Diehl, Isabell Koinig

Matthias Karmasin
Sandra Diehl
Isabell Koinig   Editors
Media and
Change
Management
Creating a Path for New Content
Formats, Business Models, Consumer
Roles, and Business Responsibility
Media and Change Management
• •
Matthias Karmasin Sandra Diehl Isabell Koinig
Editors
Media and Change
Management
Creating a Path for New Content Formats,
Business Models, Consumer Roles, and
Business Responsibility
Editors
MatthiasKarmasin SandraDiehl
InstituteforComparativeMediaand DepartmentofMediaandCommunications
CommunicationStudies(CMC) UniversityofKlagenfurt
UniversityofKlagenfurt KlagenfurtamWörthersee,Austria
KlagenfurtamWörthersee,Austria
IsabellKoinig
DepartmentofMediaand
Communications
UniversityofKlagenfurt
KlagenfurtamWörthersee,Austria
ISBN978-3-030-86679-2 ISBN978-3-030-86680-8 (eBook)
https://doi.org/10.1007/978-3-030-86680-8
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Contents
1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
IsabellKoinig,SandraDiehl,andMatthiasKarmasin
2 Cross-BorderMediaManagementinaDigitalEnvironment:
ChallengesandLessonsLearnedforChangeManagement . . . . . . . 13
DeniseVociandMatthiasKarmasin
3 StrangeBedfellows?BusinessModelling,Convergenceand
ChangeManagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
VeronikaGustafssonandErichJ.Schwarz
4 TheEffectsofBigDataonMediaManagement . . . . . . . . . . . . . . . 55
GregoryA.GreenandEdwardC.Malthouse
5 ControllingandChangeManagement . . . . . . . . . . . . . . . . . . . . . . . 73
GernotMoedritscherandFriederikeWall
6 ChangeManagementinHumanResources . . . . . . . . . . . . . . . . . . . 87
VolkerStein
7 WorkinTransition:DigitalMediaandItsTransformative
PotentialforWork . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
CarolineRoth-Ebner
8 NewTechnologiesandOrganizationalHealth:HowChanging
RequirementsoftheDigitalWorkplaceCompelEmployers
toThinkAboutWorkplaceHealthPromotion . . . . . . . . . . . . . . . . . 125
IsabellKoinigandSandraDiehl
9 ManagingBrandsinanEver-ChangingMediaEnvironment . . . .. 143
TobiasLangnerandTobiasKlinke
v
vi Contents
10 BrandWorlds:AGuidetoCreatingHolisticWorldsofBrand
ExperiencesThroughCommunication . . . . . . . . . . . . . . . . . . . . . . 169
SandraDiehlandRalfTerlutter
11 Cross-MediaAdvertisinginTimesofChangingMedia
EnvironmentsandMediaConsumptionPatterns . . . . . . . . . . . . . . 189
SandraDiehl,IsabellKoinig,andRebeccaScheiber
12 TheRelevanceofSocialMediaandCorporateInfluencersas
PotentialChangeAgentsinCorporateCommunications . . . . . . . . . 211
JuliaDurau
13 Convergence,ConsumerBehavior,andChangeManagement . . . . . 231
RalfTerlutterandKatharinaNinaus
14 RighttoPrivacy:A(re-)measurement . . . . . . . . . . . . . . . . . . . . . . . 249
DorisHattenbergerandFlorianVidreis
15 ManagingChangeRelatedtoConsumerPrivacyLaws:Targeting
andPersonalDataUseinaMoreRegulatedEnvironment . . . . . .. 267
SophiaMueller,CharlesR.Taylor,andBarbaraMueller
16 SensemakingasaChangeAgentTowardCSRStrategy
intheMedia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 289
AnkeTrommershausen
17 CSRas“IntegrityManagement”intheMediaIndustry:
AnInvestigationoftheTopThreeMediaOrganisationsfrom
Germany,AustriaandSwitzerland . . . . . . . . . . . . . . . . . . . . . . . . . 311
IsabellKoinig,AnikaBausch,andMatthiasKarmasin
18 TheNormativeTurnintheOrganisationofMedia:Ethical
ConsiderationsforChangeManagementinMediaEnterprises . . . . 331
MichaelLitschkaandLarissaKrainer
19 UnchartedTerritory:DataficationasaChallengeforJournalism
Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 343
ColinPorlezzaandTobiasEberwein
20 HarnessingChangeinaDisruptiveEnvironment:
CaseStudiesinMediaManagementandInnovation . . . . . . . . . . . . 363
JoseAlbertoGarcía-Avilés
21 ChangeManagementandNewOrganizationalFormsofContent
Creation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 381
ChristopherBuschowandMaikeSuhr
22 DigitalNewsDistributionandIntermediaries . . . . . . . . . . . . . . . . . 399
BarbaraBrandstetter,JanKrone,andJulianeA.Lischka
Contents vii
23 AlgorithmsontheInternet:FactorofMediaChange
andChallengeforChangeManagement . . . . . . . . . . . . . . . . . . . . . 419
FlorianSaurwein
24 TheRoleofHuman–ComputerInteraction(HCI)inChange
Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 443
GerhardLeitner
25 EverybodyIsGoingtoTwitch:GameStreamingandItsImpact
onResearch . . . . . .. . . . .. . . . .. . . . .. . . . .. . . . .. . . . .. . . . . .. 467
MathiasLux
26 5GMobileTargetingAds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479
ShintaroOkazakiandYuePeng
27 Conclusion:TheNeedforanAgileOrganizationasTriggered
bytheCOVID-19Pandemic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 491
IsabellKoinig,SandraDiehl,andMatthiasKarmasin
Chapter 1
Introduction
IsabellKoinig,SandraDiehl,andMatthiasKarmasin
1.1 On the Relevance of Change Management
Changemanagementisconditionedbyalteredenvironmentalandsocialconditions,
among them global, political, and technological changes (Moran & Brightman,
2001). One key term used in this context is convergence, which describes “the
merging of formerly distinct functions, markets and fields of application, further
changingthewaycompaniesoperateaswellashowconsumersperceiveandprocess
(media)content”(Diehl&Karmasin,2013,p.1).Convergencehasalwaysbeenand
continuestobeoneformulatoconceptualizechange.Inrecentyears,however,other
tendencieshavehadanimpactonthemediaindustryandhaveshapedtheindustryin
such a way that it—given its relevance to society—has become the prototypical
example for change. The following trends have forced the media industry in
particular, but also other industries to change their modus operandi lastingly: the
rise of social media, a refinancing crisis, the misinformation pandemic, changing
landscapes of media usage and communication, the rise of produsage and
influencers, and challenges to legacy media (in the form of intermediaries) are just
some examples that need to receive consideration in this context. These examples
suggest that change is very closely related to convergence, but not exclusively
conditioned by convergence. For this reason, we propose to regard change as a
viable construct that should be considered by organizations in and outside of the
media industry, as well as their ability to proactively address and manage change:
I.Koinig(*)·S.Diehl
UniversityofKlagenfurt,Klagenfurt,Austria
e-mail:[email protected];[email protected]
M.Karmasin
UniversityofKlagenfurt,Klagenfurt,Austria
AustrianAcademyofSciences,Vienna,Austria
e-mail:[email protected]
©SpringerNatureSwitzerlandAG2022 1
M.Karmasinetal.(eds.),MediaandChangeManagement,
https://doi.org/10.1007/978-3-030-86680-8_1
2 I.Koinigetal.
“[C]hangeandchangemanagement[have]tobecomethekeyparadigmsofmodern
society and its organizations” (Dievernich, 2015, p. 11). According to Moran and
Brightman(2001,p.111),changemanagementisbestconceptualizedas:
theprocessofcontinuallyrenewinganorganization'sdirection,structure,andcapabilitiesto
servetheever-changingneedsofexternalandinternalcustomers.Masteringstrategiesfor
managingchangeismoreimportanttodaysincetherateofchangeisgreaterthanatanytime
inhistory.Themarketplaceischangingovernight.Organizationalalliancesandstructures
areshiftingrapidly.Everythingintheorganizationisopentoscrutiny.
Whenreviewingadditional literature fordefinitions ofchangeandchange man-
agement, respectively, the necessity to take up change is repeatedly emphasized,
forcing companies to align their business practices to the changing (digital) envi-
ronments.“Itisimportanttonotethatthisprocessmustalwaysstartinternally—in
the minds and hearts of managers and employees first, then in the structures and
processes”(Kreutzeretal.,2018,p.200).
In terms of objectives, change management requires companies to adapt their
“corporate objectives, structures and strategies to meet the requirements of these
changingconditions.Thechangemanagement,however,canalsoincludethevision,
the business model itself and the products and services offered” (Kreutzer et al.,
2018, p. 2000). As such, the realization of change and transition—in relation to
structural, technological, strategic, or behavioral changes—impacts both business
andeconomicdecisions(Wipfler&Vorbach,2015).
Ongoing and far-reaching developments of convergence that are often dynamic
and complex, and outcomes of which are hard to anticipate in advance, force
organizations to address change proactively (Felipe et al., 2016). Hence, being
prepared for changes and adapting to changing (environmental) conditions can
help organizations to secure their place in an ever-more competitive business
environment (Sambamurthy et al., 2003; Nijssen & Paauwe, 2012). Most of these
changes are brought about by altered organizational environments and concern a
variety of areas, including markets, properties and rights, infrastructures, and con-
sumer preferences, as well as changes in general social values (Vandangeon-
Derumezetal.,2019).
As companies are confronted with crises of varying kinds (e.g., of an environ-
mental,economic,orsocialnature),allwhiledealingwithshorterinnovationcycles,
the management of change in related processes becomes imperative. Given the
unpredictabilityofcertainevents,changeitselfisoftenassociatedwithuncertainty,
ambiguity, and improvisation (Sharifi & Claxton, 2015). Against this background,
companies and practitioners alike are required to develop strategies to deal with
changingbusinessenvironments.
1.2 Defining Change Management
In general, change management is forward-looking and future-oriented; as such, it
buildsuponinnovativenessandvision,inwhichindividualscanactaschangeagents
(Diehl et al., 2013). “The empowered change management agents need plans that
provide a total systems approach, are realistic, and are future oriented. Change
1 Introduction 3
management encompasses the effective strategies and programs to enable those
changeagentstoachievethenewvision”(Lorenzi&Riley,2000,p.118).
As indicated above, change is a very complex matter that has received a signif-
icant amount of academic attention. Given its relevance to numerous areas, we
consider it essential to provide our definition of change management. From our
pointofview,changemanagement:
– is,inparts,conditionedbyconvergence
– increasesinrelevancebecauseofcomplexanddynamicenvironmentaldevelop-
ments(e.g.,globalization,datafication,socialmedia)
– isdynamicandongoing(becauseofdisruptivetendencies)
– hastobeaddressedproactivelybythecompany
– requires organizational commitment (and communication) and a readiness to
change
– canhelporganizationstoremainagileandcompetitive
– concerns all areas of thecompany (such as business models, strategic planning,
operational implementation,organization, communication, corporate values and
controlling,etc.)
1.3 Media and Change Management
Forthepurposeofourhandbook,wewilldiscusstheconceptofmediamanagement
from two different angles. While traditional notions of the field are based on an
economicorientation,describingmediamanagementasthe“businessadministration
discipline that identifies and describes strategic and operational phenomena and
problemsintheleadershipofmediaenterprises”(Wirtz,2011,p.5;seealsoKüng,
2007),wetakeamorecontemporaryandbroaderstancetowardmediamanagement.
Following the argumentation presented by Scholz (2006), Hilmer (2009), and
KarmasinandWinter(2002),weperceivemediamanagementtoalsobeconcerned
with the conscious and strategically planned management of media itself (Scholz,
2006). The first perspective on media management looks at the strategic and
operational processes of media companies. The second perspective includes the
management of different media, addressing, for example, branding, advertising,
and consumer behavior, granting companies from different industrial backgrounds
accesstothepublic.
The handbook, which sets out to address the issue of change in the media and
relatedindustries,focuseson“permanentchangemanagement”(Albachetal.,2015)
inanumberofareas.Topicsandchallengesaddressedaspartofthisbookbuildupon
current trends that affect companies working in the media industry and beyond.
Thesetrendsincludechangingbusinessmodels broughtabout bythedigitalization
of content together with disruptive innovations, more fragmented media consump-
tion patterns, increased datafication and digitalization, new forms of content