"The current situation for journalism in Argentina represents a great challenge due to the continuous economic changes linked to inflation and labour precariousness. Faced with this, a phenomenon known as self-managed media has grown over the recent years, also connected to recovered media that prom
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otes innovation, providing material for use in newsrooms to produce novel content and connect with audiences. For this explorative study, based on journalists' roles and innovation, we conducted a mixed-methods design to analyse self-managed media composed of recovered, cooperatives, community, popular, and alternative media. First, a focus group was held with 10 communicators to understand their current situation; second, 60 journalists were consulted about their roles and innovations; finally, in-depth interviews were conducd with three communicators who work on self-managed media at the Community and Cooperative Media Confederation. The findings reveal the presence of innovative actions, reported by 90% of respondents, and confirm that 70% of the consulted journalists had assumed new roles in management and administration. In addition, 80% of the journalists praised community work as fostering a sense of belonging and its associated benefits regarding motivation and freedom. These sentiments were further validated by the insights shared by the three interviewees. This sense of belonging could be included in the fifth area of innovation in journalism, which centres on the social dimension." (Abstract)
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"DW Akademie’s holistic approach to Media Viability identifies common internal practices in news organizations that decrease their financial vulnerability to crises and disasters and outlines a framework for increasing organizational resilience." (Page 1)
"This guide helps media managers identify and choose the most relevant business models and practices that fit with their missions and operating conditions. It provides a common language around core concepts of media business functions and provides links to further resources. It offers practical, str
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aightforward guidance on growing audiences and diversifying revenue sources. The guide is written through the lens of news media and is written by media managers experienced in many different contexts. It includes topical overviews, case studies, interviews, guest essays, and practical hands-on tools." (Page 6)
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"The pandemic brought to crisis point prior trends facing independent news media, whether online or offline or hybrid. While media became more important than ever for citizens as a source of reliable information in an insecure and continuously changing world, newsrooms struggled to pay their bills.
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Already under financial pressure, many independent media have had to cut staff and even close shop. Transforming this moment of crisis into a window of opportunity, however, many in the media community, officialdom, academia, civil society and the private sector are taking action. They have come up with innovative ways to strengthen viability through initiatives that produce revenue and contribute to the central mission of independent journalism. Their efforts are a source of inspiration for media enterprises all around the world. To help multiply the achievements, this UNESCO publication profiles 11 case studies that can help ensure media viability without compromising editorial independence and journalistic integrity." (Back cover)
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"It seems that it is not easy for media companies to be more diverse. But it is important. A few companies are trying to appear more diverse in public but there is still much to be done. In the United States, Europe or Germany, minority groups are underrepresented throughout. Here are some of our ke
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y findings: There is a significant lack of studies on diversity in the media industries besides studies on gender diversity; the distribution of money in the media industry is biased; the media indsutry is lacking bipoc and women; white males are defining the media industries; there needs to be diversity in management before there can be diversity in content." (Key findings, page 37-41)
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"In 0 of 17 markets [in Africa, the Middle East and Southeast Asia] did the percentage of women holding top business positions exceed 25%. The highest performer was the Philippines with 22%. In 2 of 17 markets, the percentage of women holding top editorial positions was skewed in favour of women. In
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the Philippines, 78% of Chief Editor positions were held by women, followed by Zambia with women holding 57% of the top editorial positions. In 5 of the 17 countries, zero women held the highest business position: Somalia, Rwanda, Kenya, Palestine and Jordan. In Somalia, no woman held the top editorial position as of 2022, followed by Egypt, where only 9% of the top editorial positions were filled by women." (Slide 1)
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"This book offers a comprehensive understanding of key concepts and terms in media economics and management and explains their applications using relevant data. Beginning with a conceptual study of media markets, industry structures, firm behaviour, public policy, production, pricing and consumption
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choices in media industries, the book uses the framework to present an in-depth examination of the management of four major media industry sectors in India: newspaper publishing, television broadcasting, film and digital media industries. It also deals with two topics relevant across media business sectors: creative industries approaches and copyright issues. The book discusses the economic forces and factors that shape the workings of media industries and institutions in India to highlight trends in a business that is rapidly evolving, highly profitable and marked by regional, linguistic, economic and cultural diversity. This volume is a step towards formalising the emerging field of media economics and management within the discipline of mass communication and journalism as an area of research and education in India." (Publisher description)
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"The road to creating a successful corporate culture in the new hybrid work era is lined with landmines, but it is also loaded with new opportunities for more diverse, more motivated, and more talented workforces. Financial sustainability was already a dicey challenge pre-Covid. Companies producing
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undifferentiated content for unengaged audiences on the back of display advertising were doomed in the long run. That long run was shortened to a matter of months. The companies that were already diversified were able to adapt and diversify further, bolstering streams that were working (subscription-driven newsletters), pivoting on streams that had to change (live events to virtual events), and adding new or enhancing existing streams that fit the moment (e-learning, clubs, and ecommerce). Publishers who were already creating unique content found readers willing and eager to pay for it. Readers reacted positively to long-form journalism, while also finding utility in quick-hit, information-packed short-form pieces and graphic-only content. Video in all its glories - searchable, animation, personalised, live, interactive, social media (TikTok), etc. - flourished. Some print publishers, while taking the expected hit from newsstand shut-downs, pivoted to a strategy of increasing quality and price while decreasing frequency, and they found ready, hungry, and growing audiences. Other print publishers leveraged the print media's reputation as a trusted source of information to drive subscriptions and sales of one-off topical publications. In a world awash in misinformation, readers have shown a willingness to pay for information they know they can trust. Audiences also began to reward media companies who engaged in and promoted their sustainable activities by voting with their subscription payments and donations for corporate environmental responsibility." (Executive summary, page 4)
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"Aprende a desarrollar productos y medios informativos con foco en la audiencia y su sustentabilidad económica." (https://propulsorio.com)
"Esta guía reúne y explica las herramientas básicas para la gestión de las empresas periodísticas. En el ecosistema mediático, encontramos medios nativos digitales de diferente tamaño, antigüedad, y con equipos diversos. Una de las claves hacia la sostenibilidad de los medios es la gestión
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de esos equipos y el ejercicio del liderazgo. Sin embargo, es necesario, primero, sentar las bases de la organización, para luego avanzar hacia prácticas más complejas y también necesarias. Cuando nos referimos a sentar las bases de la organización, hablamos de herramientas simples y al alcance de todos que ordenan la información y el saber que circula en la entidad. Los protocolos son las herramientas por excelencia para ello. En esta guía compartimos recomendaciones para establecer protocolos en torno a cinco puntos fundamentales para toda organización: roles: cada persona en el equipo tiene una función que debe ser definida y consensuada; procesos: el trabajo sigue un flujo que debe analizarse y mejorarse cuando sea necesario; estructura: los roles y los procesos se entrelazan en un esquema que hay que explicitar; incorporaciones: cuando el equipo crece, es necesario ordenar el proceso; desvinculaciones: cuando se decide que una persona debe irse del equipo, los procesos ayudan a todos los involucrados a transitar del mejor modo esta etapa." (Introducción)
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"Esta guía reúne y explica las herramientas básicas para la gestión de las empresas periodísticas. En el ecosistema mediático, encontramos medios nativos digitales de diferente tamaño, antigüedad, y con equipos diversos. Una de las claves hacia la sostenibilidad de los medios es la gestión
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de esos equipos y el ejercicio del liderazgo. Sin embargo, es necesario, primero, sentar las bases de la organización, para luego avanzar hacia prácticas más complejas y también necesarias. Cuando nos referimos a sentar las bases de la organización, hablamos de herramientas simples y al alcance de todos que ordenan la información y el saber que circula en la entidad. Los protocolos son las herramientas por excelencia para ello. En esta guía compartimos recomendaciones para establecer protocolos en torno a cinco puntos fundamentales para toda organización: roles: cada persona en el equipo tiene una función que debe ser definida y consensuada; procesos: el trabajo sigue un flujo que debe analizarse y mejorarse cuando sea necesario; estructura: los roles y los procesos se entrelazan en un esquema que hay que explicitar; incorporaciones: cuando el equipo crece, es necesario ordenar el proceso; desvinculaciones: cuando se decide que una persona debe irse del equipo, los procesos ayudan a todos los involucrados a transitar del mejor modo esta etapa." (Introducción)
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"This guide compiles and explains the basic tools for managing journalism businesses. In the media ecosystem, there are digital native media outlets of different sizes and ages, with different types of teams. Two of the keys to sustaining those media outlets are team management and leadership. Howev
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er, before looking at these components, it is important to first build your organization on a strong organizational foundation. Only then can you move on to more difficult and necessary aspects of management. When we refer to 'building the foundation of the organization,' we are talking about simple tools, available for everyone, that organize information within the organization. Establishing protocols is the best way to achieve this organization. In this guide, we share recommendations to develop protocols for five essential aspects of your organization: roles: Each person on the staff has a role that should be clearly defined and agreed upon; processes: Workflows should be analyzed and improved when necessary; structure: Roles and processes intertwine in a scheme that should be explicit; recruitment: When the team grows, it is important to organize the process for incorporating new staff; dismissals: When it is decided that someone has to leave the team, established processes help everyone involved to more effectively handle the transition." (Introduction)
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"In early 2020 hromadske reached a crisis point. Despite many successes achieved over 7 years of existence the organization was struggling motivation was low, staff turnover was high, previously set goals seemed irrelevant or unrealistic. The path forward was unclear. From March to September 2020 hr
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omadske embarked on a journey to recreate its organizational structure, operations, planning and team management, the revenue model … basically everything related to setting and realizing goals. Such transformations are rare in the media industry. Big changes in how things are done can be perceived as an admission of past mistakes or failures something that doesn’t sit well for many managers in our image conscious industry. More importantly, media transformations over focus on the visible part the journalism. But problems in editorial are often a symptom of deeper issues. hromadske decided to “pop the hood” and dig into the organization’s engine starting from the basics. The present document aims to provide a preliminary template for other media contemplating radical change, that we hope will be further developed by other media organizations going through similar issues. It lays out the challenges we faced, what we did to resolve them, and the lessons we learned along the way. We hope it will provide some insights and guidance." (Page 1)
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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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"[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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"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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"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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"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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"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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