Navigating The Changing External Realities: A Case Study of Bangladeshi Media Managers

The media industry internationally is going through a turbulent change. In the wake of 21st century changes in almost every sector of life, the media industry is affected as any other business industry. Political, economic, socio-cultural, and technological changes require managers across industries, including the media, to navigate changing internal and external environments and maximize their organizations’ effect on and success in society. Bangladesh, a relatively new country on the world map, has seen much economic growth in recent years, with a steady GDP growth of 7%. This growth has been projected to span all business sectors, especially industries based on and utilizing the benefits of digital technologies. The media industry in Bangladesh is thriving, with both new media outlets and traditional media organizations trying to keep up with the challenges and opportunities presented by changes in internal and external environments. Traditionally, the Bangladeshi media scenario was dominated by legacy mainstream media that were managed by people who value control and stability. However, new media outlets and the managers who lead those organizations are leaning towards innovation and creativity to maximize their impact and organizational success. This creates differences in management approaches between these two industries in Bangladesh. By utilizing the Competing Values Framework (CVF) proposed by Quinn (1984), this research identifies the managerial competencies applicable to traditional media managers and those implemented by their counterparts in non-traditional media organizations in Bangladesh. It also delineates how those two approaches are similar and different and how that affects management of these organizations

Shifting Coalitions within the Youth Climate Movement in the US

How has the youth climate movement in the US grown since the Climate Strikes began and in what ways did it change as it grew? This article takes advantage of a unique dataset that includes surveys from activists who organized the nationally coordinated climate strikes in the US that began with Fridays for Future in spring 2019. Building on the research on alliance building and strategic coalitions, this article analyzes how the patterns of participation changed over the period of the study. We employ social network analysis to map the affiliation networks among the organizers of these events to assess the coalitions of groups involved and the shifting organizational landscape. Our analysis does not provide evidence that groups spanned the boundaries across movements, nor does it show that identity plays a role in coalition building in this movement. Instead, by mapping out the coalition of organizations within this movement and how connections among them change over time, we see clear evidence that this youth-led movement was reoriented by adult-led organizations. Our article concludes by considering how these findings suggest the future trajectory of the youth climate movement and its role in a ‘new climate politics’ in America