"Der Report „Wozu Non-Profit-Journalismus?“ macht sich für eine dritte Säule im Mediensystem stark: Der gemeinnützige Journalismus hält der Krise Antworten entgegen und leistet als Ergänzung zum öffentlich-rechtlichen und privaten Verlagsjournalismus einen Beitrag zur Medienvielfalt. Er is
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t frei von kommerziellen Interessen, sucht die Nähe zu seinen Nutzer*innen und agiert innovativ und lösungsorientiert. Der Report gibt erstmals einen Überblick über die Akteur*innen des gemeinnützigen Journalismus im deutschsprachigen Raum, er enthält Tipps für potenzielle Förderer*innen und nennt Empfehlungen für eine Reform des Gemeinnützigkeitsrechts." (https://rudolf-augstein-stiftung.de)
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"[...] there seems to be an understanding that the media is important and that society needs the media. In October 2018, KAS Media Africa, therefore, gathered the CEOs of media houses, publishers and editors-in-chief from 16 different countries, both from Anglophone and Frenchspeaking Africa, in Acc
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ra. In the Ghanaian capital, they heard about different models of how to make one’s media enterprise economically stronger. Questions such as whether Africa needs or accepts a paywall featured. Along with several other key sustainability issues, the critical question of how the media can make itself more independent from government advertising – often a vital cog in the media’s sustainability in most parts of Africa – was also debated. There is no one-size-fits-all model of a good media enterprise, but we do encourage the exchange between people who realise that making an online publication in Cape Town is completely different from defending one’s publication in Bamako, Mali against government interference and terrorist threats. Some media in Africa will not survive the gathering storms, while others will make it through diversification, innovation, an exchange with other players in the African market, and with the passion of their publishers." (Foreword)
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"Ashoka is an organization that supports social entrepreneurs around the world and has the longest track record of doing so. It has identified and supported over 3,500 “Ashoka Fellows,” many of whom are in the media sector. Therefore, Ashoka sits on a treasure trove of data on transformative med
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ia innovations. We analyzed this data to understand how social entrepreneurs around the world are trying to improve the media landscape, assessed the most successful approaches, and identified gaps that social entrepreneurship has not yet filled. To do so, we selected a subset of Ashoka Fellows whose primary aim is to improve the media landscape and who are demonstrably making a substantial impact. We call them “Core Media Fellows” and selected them from an initial pool of 231 Fellows, after gathering extensive data and applying rigorous selection criteria to identify the final cohort. Each of these fifty social entrepreneurs seeks to harness the tectonic shifts under way in the global media landscape to more constructively serve societal interests. Among the group, we found stunning diversity. For example, Core Media Fellows hailed from twenty-two countries. But we also discerned broad similarities. Indeed, each of the fifty Fellows pursued one of five overarching goals: Improving the infrastructure and environment within which the media operates; Improving standards of reporting to strengthen the quality of journalism; Ensuring the media is a vehicle for civic engagement; Making the media a self-sustaining business; Increasing media literacy by providing the public with diverse and representative content. Our study of social entrepreneurs reveals important lessons—spanning strategies to represent marginalized voices to partnership models within and beyond the media industry—for how to transform the media. But it also uncovers areas of need, such as business model innovations, where too few social entrepreneurs have found the support to pilot approaches that ultimately could reverse the media’s declining fortunes." (Pages 1-2)
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"En España la crisis económica ha tenido un correlato directo en el sector periodístico y conducido al cierre de medios de referencia y al aumento de los despidos y la precarización del sector. En este contexto adverso, las cooperativas de medios se han convertido en una vía de salida para much
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os profesionales por cuanto ofrecen la posibilidad de construir un periodismo autónomo e identificado con el interés de los propios trabajadores y de la ciudadanía. Este artículo esboza una cartografía de las cooperativas periodísticas en España durante el período de crisis económica que arranca en 2008. Se intenta caracterizar cuál es el origen e ideario de estos proyectos, y cuáles son sus principales modelos de organización y sostenibilidad a fin de garantizar una agenda informativa alternativa e independiente." (Resumen)
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"Das Handbuch ist ein vollständiges Kompendium der Didaktik des Lehrens und Lernens mit digitalen Medien. Die Autor:innen stellen Konzepte zum Aufbau und zur Entwicklung virtueller Lehr- und Lernumgebungen vor. Auf dieser Grundlage können E-Learning-Angebote für alle Bildungsbereiche konzipiert w
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erden: von der Schule bis zu Weiterbildung. Schritt für Schritt werden alle Aspekte der Planung, Produktion, Implementierung, Durchführung, Evaluation und Qualitätssicherung erfolgreicher E-Learning Angebote beschrieben. Das Standardwerk ist eine umfassende Einführung in die Gestaltung von Bildungsräumen und Bildungsressourcen, Didaktik des E-Learning, Entwicklung der medialen Kompetenzen und Aufbau von Prüfungen." (Verlagsbeschreibung)
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"[The authors] introduce a conceptual model for organizations and other stakeholders wishing to monitor and evaluate sustainable journalism. Their chapter provides a theoretical foundation for the argument that journalistic media competes for a wide range of resources that determine their success an
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d sustainability. By carefully identifying and monitoring the distribution of these resources, which include, for instance, advertising revenue, audience attention, government resources, investor capital and skilled labor, we will better understand the nuances and dynamics of media ecologies, and possibly respond to the processes by which some organizations evolve while others fade away." (Page xxxi)
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"Business Strategies for Magazine Publishing explores tactics for creating financially sustainable publications in the 21st century. Mary Hogarth, media specialist, Senior Fellow (HEA) and lecturer in Journalism at Bournemouth University, analyses the historical development of the magazine industry,
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as well as current and future challenges for publishers, to illustrate different approaches to revenue generation and the maintenance of magazine brands. The book examines the wide-ranging impact of digital technology on how magazine content is consumed, revealing the dramatic consequences for advertising, distribution and marketing strategies. Traditional business models are evaluated alongside new online approaches, and readers will be introduced to the Magazine Publishing Strategic Quadrant, a model created by the author as an alternative to the Business Canvas Model. In addition, in-depth interviews with high-profile industry figureheads and magazine editors, such as Jessica Strawser of Writer’s Digest and former Good Housekeeping Editorial Director Lindsay Nicholson, offer readers an insight into how to produce and monetise online content. These interviews appear alongside exercises and action plans that give readers the opportunity to put what they have learned into practice." (Publisher description)
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"This widely accessible book by Magda Konieczna, an assistant professor of journalism at Temple University in the United States, provides a critical and broad examination of nonprofits in the American journalism landscape. Konieczna employs very rich and insightful case studies of three American non
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profits—the Center for Public Integrity, the Wisconsin Center for Investigative Journalism, and MinnPost—to show the terms of a new logic of journalism, the perils of news production outside legacy news media, and the upside of the journalistic reform projects at the periphery of traditional journalism." (Review by David Cheruiyot in International Journal of Communication, vol. 15, 2021,
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"Winner of the 2019 Robert Picard Book Award, the Handbook of Media Management and Economics has become a required reference for students, professors, policy makers and industry practitioners. The volume was developed around two primary objectives: assessing the state of knowledge for the key topics
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in the media management and economics fields; and establishing the research agenda in these areas, ultimately pushing the field in new directions. The Handbook's chapters are organized into parts addressing the theoretical components, key issues, analytical tools, and future directions for research. With its unparalleled breadth of content from expert authors, the Handbook provides background knowledge of the various theoretical dimensions and historical paradigms, and establishes the direction for the next phases of research in this evolving arena of study. Updates include the rise of mobile and social media, globalization, audience fragmentation and big data." (Publisher description)
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"Die neuere Journalismusentwicklung in Deutschland ist nicht nur von Krisensymptomen wie Glaubwürdigkeitsverlusten, der Erosion herkömmlicher Geschäftsmodelle, Stellenabbau und einer Prekarisierung des Berufs gekennzeichnet. Als positive Momente lassen sich neue Journalismusformen infolge der Dig
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italisierung, eine verstärkte Rechercheorientierung sowie neue crossmediale Formen der journalistischen Zusammenarbeit beobachten. An allen drei Phänomenen hat Correctiv Anteil, ein 2014 in Essen und Berlin gegründetes sogenanntes Recherchezentrum, das sich gemeinnützigen Journalismus zum Nutzen der Gesellschaft zum Ziel gesetzt hat und dessen Arbeit derzeit hauptsächlich durch Stiftungen möglich gemacht wird. Der Beitrag, der methodisch u. a. auf Leitfadeninterviews und Redaktionsbeobachtungen beruht, beschreibt das Ethos und die Arbeitsweise von Correctiv. Der Schwerpunkt liegt auf dem neuartigen Modell einer nichtexklusiven Zusammenarbeit mit ausgewählten Medien. Damit will Correctiv Reichweite in die Gesellschaft hinein erzielen. Abschließend wird die neuere Entwicklung des Recherchezentrums, insbesondere das Fact-Checking im Auftrag von Facebook, problematisiert." (Abstract)
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"Journalists in many countries are experimenting with how to build trust and engage with audiences, and our report examines their efforts. In our study we profile organizations that are working to build bridges with their readers, viewers and listeners and deliver relevant news to local audiences. W
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e surveyed 17 organizations and conducted interviews with representatives of 15 organizations, one of which chose to remain anonymous. Among others we spoke to Chequeado in Argentina, GroundUp in South Africa, Raseef 22 in the Middle East, 263 Chat in Zimbabwe, Krautreporter and Correct!v in Germany, as well as Bristol Cable in the UK [...] Although the groups we surveyed are concerned by the broader phenomena of falling trust in media and media credibility, they are also, by necessity, focused on immediate fixes important to their organizations and readerships. Some believe that media credibility depends on engagement with readers. Some place more emphasis on journalism practices, including audience engagement, ethical standards and news gathering practices. The outlets we profiled use digital technology to communicate with audiences. Some also involve their readers in sourcing and sometimes verifying information. Some conduct focus groups and online surveys. Responding to comments online is part of their engagement efforts. Readers appreciate investigative reporting as well as stories that touch on their daily lives [...] There seems to be a tradeoff between audience size and the quality of content produced. Some groups with large followings (Hivisasa and 263Chat) promote headlines and short snippets rather than carrying out deep investigative reporting [...] Several groups said their audience is different from what their founders had originally expected. The reach of the outlets we surveyed is generally not as diverse as they had hoped. Their audiences tend to be educated and urban and, in some cases, include large diaspora communities. The outlets largely cater to niche audiences, but they have broader reach through their online presence and national influence when their stories are picked up by legacy media or other outlets." (https://gijn.org, accessed: June 8, 2018)
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"The State of Technology in Global Newsrooms is the first-ever survey on the adoption of digital technologies in news media worldwide. The International Center for Journalists, working with Georgetown University, conducted the study in 12 languages, and received more than 2,700 responses from journa
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lists and newsroom managers in 130 countries [...] Most newsrooms are not redefining roles for the digital era. Eightytwo percent of newsroom jobs remain in established roles (reporters, editors, editorial writers). About 18% are new digital roles (social media editor, digital content producer, analytics editor). Journalists use a limited range of digital skills. Of the 23 digital skills we surveyed, most newsrooms primarily use four: posting/commenting on social media (72%), taking digital photos (61%), engaging audiences on social media (58%), and distributing content across multiple platforms (56%). Digital-only and hybrid newsrooms are outpacing traditional ones in seven of the eight regions surveyed. The leader in digital is Eurasia/former USSR, with the highest percentage of digital-only newsrooms (55%) compared to anywhere else in the world. The laggard in digital is South Asia, the only region where legacy media remain dominant. Nearly half of all outlets (43%) are traditional newsrooms." (Executive summary)
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"Our study focuses on Sesame Street and sets out to examine how Sesame Workshop, as a ‘nonprofit’ organization targeting children, has been able to continuously transform and make itself relevant in a predominantly commercial children’s television landscape dominated by transnational ownership
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structures. The analysis includes an investigation of Sesame Workshop’s mission statements, organizational structure, annual fiscal reports, promotional material and other written sources from the 1970s to the 2010s. We focus on the Workshop’s own arguments and reasons for why their ‘non-profit’ status was, and still is, better at taking care of children’s interests than the for-profit companies. These understandings are held up against the, at times, very commercial logic guiding the workshop’s business model, and analysed within the economic and political context of children’s television in the United States and the Workshop’s key international target markets. Our theoretical framework draws upon insights from work on political economy and children’s media and comparative media systems." (Abstract)
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"Ein verschärfter Wettbewerb im Internet und kurze Innovationszyklen fordern den Journalismus heraus. Rinsdorf zeigt, wie man erfolgreich digitale redaktionelle Strategien entwickelt. Er führt durch den gesamten Prozess: von der Analyse über die Entwicklung strategischer Szenarien und das Design
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von Geschäftsmodellen bis hin zur Konzeption von neuen Medienprodukten." (Verlagsbeschreibung)
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"Magazine Production presents a guide to the practical processes of taking a magazine from initial idea to final product. This second edition provides important revisions on these production processes by examining the technological and business advancements which have reshaped the magazine industry
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in the last decade. Brand new chapters document the rise of digital media and identify its impact on magazine creation. They also include new guidance on designing online, tablet and mobile editions, as well as for print. Magazine Production explains the business of magazines in the UK, Europe and North America, and the roles of marketing, publishing and advertising in establishing a successful title. This edition also addresses the move by publishers towards e-commerce, multimedia content and events to promote their brands and sell products. With information on professional bodies such as the Professional Publishers Association, an expert overview of magazine markets and a breakdown of roles within editorial and design departments, this book offers readers practical steps to achieving success in magazine publishing today." (Back cover)
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"In this report, we have analysed how the Hindustan Times, Dainik Jagran, and Malayala Manorama are changing their newsroom organisation and journalistic work to adapt to an increasingly digital media environment. Our analysis shows that all three newspapers are investing in expanding their digital
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activities to pursue new opportunities as digital media become more important in India, and print relatively less so. All are investing significantly more effort in digital operations than they did in the past, and more than many other Indian newspapers. This includes investments in new technology and staff with new expertise, as well as training of existing staff. We find important variations in how they are changing. At the Hindustan Times, senior editorial and managerial leaders have worked together to integrate print and digital newsrooms into one cross-platform operation equally adept at serving audiences across print, website, mobile app, and social channels. At Malayala Manorama, and especially Dainik Jagran, the transition seems to have been led more exclusively by management, and the focus has been on expanding parallel digital operations that are not part of the print newspaper organisation. By creating a brand of their own, distinct from but built on that of their print newspapers, opening up new offices and hiring new personnel to perform digital news work, Jagran Online and Manorama Online partially circumvented the inertia that often hampers attempt to change an incumbent organisation where people are proud of what they have accomplished in the past. Because they are building parallel units, they do not have to deal with the issues that arise when moving from a print to a digital or platform-agnostic newsroom." (Conclusion)
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"Two main factors influence how we might assess the quality of a massive open online course (MOOC): purpose and perspective. By purpose we mean the reason(s) the MOOC has been developed and facilitated. By perspective we mean who is measuring the quality. These two factors are intrinsically linked.
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From a university perspective, investing in setting up and running a MOOC in, for example, Clinical Trials, may be a worthwhile investment if it serves the purpose of extending global reputation. But for a learner, the purpose of participating in the MOOC could be to network with other students. The university may measure quality by monitoring the scale and reach of the students — so, if the MOOC has over 25,000 participants from 46 countries, it could be viewed as high quality. However, learners may find it difficult to connect with other students on the MOOC platform. For this reason, the MOOC will appear low quality to them. This link between purpose and perspective makes the measurement of quality challenging. The present Guidelines for Quality Assurance and Accreditation of MOOCs have been developed to guide the selection of quality metrics by four stakeholder groups: governments, accreditation bodies, institutions and learners. There are two stages for using the guidelines. The first stage involves identifying the purpose(s) of the MOOC from the stakeholders’ perspectives. In the second stage, stakeholders are encouraged to reflect on the metrics that will determine whether that purpose has been achieved. A range of quality metrics, associated with different stages of learning (before, during or after MOOC creation and participation), is provided in Appendix 1. Each of the stakeholder groups is likely to be interested in different stages of the learning process and different measures." (Pages 4-5)
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