1. Media Management and
Information Systems
Majid Heidari
PhD student Media Management

2. Media Management
• Media management is a relatively new
research field.
• It emerged in response to the growing
interest showed by scholars in the
profound developments underway in
the :
• Media
• Communication
• and technology industry.

3. primary academic journals
 The International Journal of Media
Management in 1998
 and the Journal of Media Business
Studies in 2004.

4. Teaching activities
 Teaching activities really took off
around the turn of the millennium
when a variety of media management
courses appeared all over the world.

5. Media Management Field
 The field is acquiring critical mass in
terms of students and scholars.
 However an accepted set of
theoretical foundations has yet to be
established.

6. Works and Models
 A large stream of work has been
carried out on media firms’ strategy.
 Rationalist models from the industrial
organization school have mainly been
applied.

7. Complexity
 Organizations are complex systems
and both technology and irrational
factors play an important role in
influencing their performance.

8. Media and Organizations
 In order to understand media
organizations more adaptive and
interpretative concepts need to be
applied when conducting research.

9. Adaptive School and Change
 The adaptive school focuses on
strategic change, how change unfolds
and why.

10. Shifts in Strategy
 Shifts in strategy require shifts in the
organization
 in structures
 In people
 And in processes.

11. Dynamic Strategic Positioning
 If models of the rational school try to
identify the right strategic positioning
for a sustainable competitive
advantage, concepts of the adaptive
school seek to find the systems and
processes that enable dynamic
strategic positioning, and solve the
tensions that might arise.

12. Adaptive Approaches
 Operating in a highly dynamic
environment adaptive approaches are
therefore extremely important for
media firms to accommodate the
dualities and dilemmas that a changed
environment can provoke.

13. Needs to optimize and
innovate
 Media firms face the central tension
between the need to optimize and to
innovate.

14. Innovation
 Innovation is constantly needed as
audiences are fragmenting and
demand is more and more volatile.

15. Mechanism
 At the same time mechanism must be
developed in order to allow maximum
returns from investments and a
multiplatform exploitation of content.

16. Information Technology
 Information technology plays a key
role within this context.

17. Challenges
 Newly emerged forms of news and,
more in general, knowledge gathering,
dissemination and consumption have
been challenging traditional economic
and working models during the past
decade.

18. Drivers of the new forms
 These new forms are driven by:
 mass creativity
 interactive rather than passive
consumption of media
 erosion of industrial control over the
means of production
 and the development of highly
accessible new communication
technologies.

19. Implication of Modes
 The implications of these emerging
modes of practice have enormous
potential for constructive growth and
increased competitiveness within our
economic system.

20. Advantages
 These advantages are mirrored by
social benefits.
 Access to mass communication and
news media potentially allows an open
exchange of knowledge
 the sharing of wealth creation
 and therefore curtails social and
economic injustices.

21. Traditional Mass Media
 In traditional mass media the
production of media content is
undertaken by professionals and
distributed through proprietary
platforms such as TV and newspapers
for example.

22. New Media
 Although this mode still dominates, it
now competes with new media where
content is often user-generated,
produced by non-professionals, and
accessed through open platforms
found on the Internet.

23. Drivers
 There are technical, social, economic,
institutional, and legal drivers behind
this form of content provision.

24. Technical Drivers
 Technical drivers include increased
broadband availability, which allows
new ways to publish and distribute
content.

25. Social Drivers
 A demographic shift towards age
groups with substantial ICT skills, and
the willingness of people to engage
online as well as to reveal personal
information belong to the social
drivers.

26. Economic Drivers
 The economic drivers include lower
costs of peripherals and Internet
connections, increased possibilities for
venture capital and other investments
opportunities leading to the
development of new business models.

27. Institutional & Legal Drivers
 These changes have precipitated
flexible licensing and copyright
schemes such as Open Source and
Creative Commons license
approaches, and served as an
example of institutional and legal
drivers for creating and sharing
content.

28. Social Media
 The evolution of technology has
transformed media into a social but
also very individualized phenomenon
and experience.

29. Social Media
 Media are therefore an interesting and
worthwhile research object for both
media and information technology
scholars.

30. Social Media
 Besides strategic management,
innovation and technology
management theories as well as
concepts from disciplines such as
sociology and psychology can be
applied in order to better understand
the impact of social media on the
development of new business models,
and on media users’ and consumers’
behavior.

31. Social Media
 This track aims therefore at merging
media management as well as
information management and systems
researchers to stimulate discussion
around the current status as well as
the future development of media from
a technological, managerial, business
as well as social point of view.

32. Understanding of Media
 Our understanding of media includes
both traditional and new media
industry sectors, such as television,
publishing, radio, ubiquitous/ambient
media, advertising, social media,
motion pictures, 2D/3D graphics,
online video, semantic media, web-
media, digital games, and the wider
context of digital media.

33. Media Industry & Information
Systems
 We seek to analyze on one hand:
 (a) the media industry through a
technology, information management
and organizational perspective, and
on the other hand
 (b) the role of information systems
across the various value chain and
business development activities of a
media firm.

34. Media Industries & Other
areas
 Furthermore, we would like to assess
and enhance the transfer of methods,
research, and business models from
electronic media industries to other
industrial areas.

35. Effective Media Management

37. Glossary
 Accommodate= (of a building or other
area) provide lodging or sufficient
space for, fit in with the wishes or
needs of.
 Duality= a dual state or quality.
 Provoke= stimulate or give rise to (a
reaction or emotion, typically a strong
or unwelcome one) in someone.
 Optimize= make the best or most
effective use of (a situation or

38. Glossary
 Fragmenting= break or cause to break
into fragments, break into pieces.
 Volatile= liable to change rapidly and
unpredictably, especially for the
worse.
 Exploitation= the action of making use
of and benefiting from resources.
 Erosion= the process that breaks
things down.
 Implication= the action or state of
being involved in something.

39. Glossary
 Curtail= reduce in extent or quantity;
impose a restriction on.
 Proprietary= relating to an owner or
ownership.
 Peripheral= a device or unit that
operates separately(as in computer
separately from the CPU).
 Venture capital= money provided to
seed, early-stage, emerging and
emerging growth companies.

40. Glossary
 precipitate= the creation of a solid in a
solution.
 Stimulate= encourage development of
or increased activity in (a state or
process).
 Ubiquitous= present, appearing, or
found everywhere.
 Ambient= relating to the immediate
surroundings of something.
 Semantic= relating to meaning in
language or logic.