The Effect of the Internet on the Magazine Publishing Industry

The purpose of this paper is to analyze the effect of the Internet on the magazine publishing industry. By combining the views of industrial organization economics and the resource-based view, cross-level analysis is provided at industry and company levels. At the industry level, the Internet has not significantly changed the five forces that shape the nature and state of competition in the magazine publishing industry. At the company level, it is proposed that the Internet does not change the traditional core competencies of magazine publishers. However, dealing with the Internet also means dealing with change. As most media companies have cultures built on consistency, it is proposed that more dynamic capabilities are needed

Innovation in High-End Food Service During COVID-19 Lockdowns

COVID-19 lockdown measures have forced hospitality operators to re-configure their dynamic capabilities through innovating operational practices and pivoting traditional business models. The high-end food service sector has undergone a particularly drastic shift towards a new normal. This qualitative study explores factors facilitating innovation at 16 high-end food service organizations in Finland and the UK through semi-structured expert interviews. Three key themes facilitating innovation during COVID-19 lockdowns are identified: 1) Combining high-tech and high-touch through new ways of producing and providing technology-driven service offerings, 2) Prosocial engagement, i.e. working together with multiple stakeholders to bring added value to all parties, not just the business, and 3) Reactivity, i.e. pushing the traditional boundaries of the sector through quick decision-making and constant iteration and refining of processes and procedures. Drawing our empirical findings together, innovation during COVID-19 lockdowns in high-end food service is conceptualized into three phases: React, Refine, and Reflect

Dynaamisten kyvykkyyksien näkökulma korkeakoulun monitoimijaiseen yhteistyöhön

Strategisen johtamisen tutkimus on kiinnostunut siitä, miksi jokin tietty yritys, organisaatio tai vaikkapa verkosto, menestyy paremmin kuin kilpailijansa. Selitystä on vuosikymmenten aikana etsitty niin dominoivasta markkina-asemasta (esim. Porter 1980, 1981) kuin yritysten sisäisistä resursseistakin (Barney 1991). Viime vuosikymmeninä toimintaympäristön muutokset ja jatkuvan uudistumisen tarpeen huomioiva näkemys – dynaamiset kyvykkyydet – on vakiinnuttanut roolinsa yhtenä johtavista strategisen johtamisen näkökulmista (Schilke, Hu & Helfat 2018). Dynaamiset kyvykkyydet voidaan määritellä yrityksen kyvyksi integroida, rakentaa ja muokata sisäisiä sekä ulkoisia resursseja ja kyvykkyyksiä nopeasti muuttuvaan ympäristöön reagoimiseksi (Teece, Pisano & Shuen 1997). Ajan myötä dynaamisten kyvykkyyksien näkökulma on laajentunut alkuperäisestä fokuksestaan myös monitoimijaisen yhteistyön ja korkeakoulujen roolin tarkasteluun (esim. Heaton, Siegel & Teece 2019). Tässä artikkelissa esitellään dynaamisten kyvykkyyksien käsite ja perusoletukset, sekä tutustutetaan lukija ajankohtaiseen keskusteluun dynaamisten kyvykkyyksien merkityksestä korkeakoulujen innovaatio-ekosysteemeissä

The business implications of consumers’ behavioural patterns on a magazine website

This paper explores consumer behavioural patterns on a magazine website. By using a unique dataset of real-life click stream data from 295 magazine website visitors, individual sessions are grouped according to the different sections visited on the websites. Interesting behavioural patterns are noted: most importantly, 86 % of all sessions only visit the blogs. This means that the visitors are not exposed to any editorial content at all, and choose to avoid also commercial contents. Sessions visiting editorial content, commercial content or social media links are very few in numbers (each 1 per cent or less of the sessions), thus giving only very limited support to the magazine business model. We noted that consumer behaviour on the magazine website seems to be very goal-oriented and instrumental, rather than exploratory and ritualized. This paper contributes to the current knowledge of media management by shedding light on consumer behaviour on media websites, and opening up the challenges with current media business models. From a more practical perspective, our data questions the general assumption of online platforms as supporter of the print business

The impact of social media features on print media firms’ online business models

Many newspapers and magazines have added “social media features” to their web-based information services in order to allow users to participate in the production of content. This study examines the specific impact of the firm’s investment in social media features on their online business models. We make a comparative case study of four Scandinavian print media firms that have added social media features to their online services. We show how social media features lead to online business model innovation, particularly linked to the firms’ value propositions. The paper discusses the repercussions of this transformation on firms’ relationship with consumers and with traditional content contributors. The modified value proposition also requires firms to acquire new competences in order to reap full benefit of their social media investments. We show that the firms have been unable to do so since they have not allowed the social media features to affect their online revenue models

ALWAYS THE LITTLE BROTHER? DIGITAL-PRODUCT INNOVATION IN THE MEDIA SECTOR

This article concerns digital-product innovation within the media sector. From previous literature we identify eight factors affecting innovation work. Using material from narratives collected from experts within the media industry, we then present a specific framework that summarizes the factors affecting digital innovations either negatively or positively. We identify three underlying phenomena in the Finnish media sector that explain its specific features: First, it is a small market with a long history, second, digital innovations are in the underdog position and thirdly, the brand positions are strong.Media, digital innovations, innovation