"We'll always stay with a live, until we have something better to go to...": The chronograms of 24-hour television news

Drawing on Latour’s (1987) concepts of the sociogram and the technogram, this paper develops the concept of what we term the chronogram, a third axis along which each network actor is mapped so as to analyse its specific temporal network position and stability. The paper uses an empirical example of the television ‘live’ broadcast within the genre of 24-hour rolling news which relies so heavily upon the ‘live’ event, to argue that such an occasion enables actors to construct various simultaneous and sometimes conflicting chronograms which are performed or enacted within network space alongside ‘Newtonian time frames’. The theoretical intervention being explored here is that such an event as the extended ‘live’ news coverage of a particular story – here the release of the BBC journalist Alan Johnston from having been held hostage in the Middle East – is best explored through the lens of the chronogram, to reveal how the mechanics of the production of the television ‘live’ constructs or enacts various fluid temporal zones that exist alongside one another within networked space and that many of these zones remain deliberately and crucially concealed from the television audience. </jats:p

Organisations, Identities and Technologies in Innovation Management: the Rise and Fall of Bi-Media in the BBC East Midlands

This article proposes to develop an organisational analysis based on a combination of Medium Theory [18,25,27] and Actor Network Theory [23]. It uses the case study of a failed innovation to turn a regional BBC newsroom in Nottingham into a 'Bi-Media' newsroom, to explore the particular nature of media organizations. More specifically, it is used to argue that this innovation failed because its management misconceptualised three crucial aspects of 'media practices': its technology, its actual organisation and the identifications that enable people to become 'members' of organisations. This misconceptualization is a particular form of 'reification'. We show that organisations take a life of their own - not because of managerial discursive practices - but because they are technologically mediated. Such a mediated reification which in terms of management is understood as 'the organisation' is thus not simply a social construction or the consequence of managerial practices (such as organisational models, flow charts, or mission statements), but becomes actualised in the technological embodiments of organisational work, indissoluble from the ordering-practices that we commonly refer to as 'management'. These technological embodiments manifest themselves as specific identities. This realisation enables us to explain why innovation management will not be effective if it relies solely on a change in social or technical flows, but that it requires a cultural reengineering of the technological embodiments that make up the lived experiences of organisational members and onto which they base their identities