"Local radio stations have mushroomed in Africa, including Tanzania, partly due to increased support from international donors. However, research results show that the lack of economic viability is a major constraint for local radio stations. They can hardly generate sufficient revenues from adverti
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sers to sustain the station. This leads to high turnover of staff due to low pay, low quality of content, and lack of capacity in serious programming. Based on a market model, the goal of this paper is to identify these problems from both a business and a journalism perspective and to find possible solutions. The results of this analysis show that a viable economic model in Africa requires simultaneous support for three different fields, (a) development of good content, (b) development of media management capacities, and (c) media research covering the extent and satisfaction of local audiences in order to develop local advertising markets that serve local media." (Abstract)
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"While a few much-needed improvements can be reported for the 2017 Europe & Eurasia Media Sustainability Index (MSI), overall there are signs of continued and worsening challenges facing those who wish to create and support a vibrant information system in the 21 countries studied in this volume [...
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] Apart from Belarus, there is not much in the way of positive news in this year’s MSI. Taken together, only nine objective scores, scattered among six countries, showed any meaningful improvement: Romania, Serbia, and Ukraine experienced improvement in two objective scores while Bulgaria, Kosovo, and Uzbekistan each had one objective show improvement. Belarus was the only country whose overall score improved by a tenth of a point or more. Five other countries showed only marginal overall improvement." (Executive summary)
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"The media landscape in Nicaragua has suffered substantial setbacks in recent years since President Daniel Ortega assumed power in 2007. With his government having taken hold, the number of independent media has shrunk, access to public information has become scarce, and a new governmental communica
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tions strategy drives political messaging and funding through a mix of public and private media. These outlets are controlled by members of Ortega’s family and the ruling political party, Frente Sandinista de Liberación Nacional (Sandinista National Liberation Front, or FSLN). As an example of the climate of secrecy and opaque governance that Nicaraguans experience today, President Ortega has not participated in a press conference since he retook power. Authorities prevent independent reporters from participating in many of the official events held in public institutions. Business associates close to President Ortega bought key television stations (among them Channels 2 and 8), and now their news programs are overseen directly by Ortega’s family, according to independent news reports. Ortega’s family also holds interests in Channel 13, Viva Nicaragua. Completing this near-monopoly of television stations are Channel 4 (Multinoticias) and the state-owned Channel 6. FSLN also controls dozens of radio stations in the country and several online news portals. It follows that independent media operate in what can be called at best a semi-permissive environment: one that does not foster its sustainability." (Introduction)
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"The three countries that this year experienced a decrease in overall score—Belarus, Azerbaijan, and Kazakhstan—were ones last year that had showed small but unexpected increases. Last year’s Executive Summary indicated that such increases were unlikely to be part of a larger upward trend; pan
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elists’ scores this year for all three ended up placing the three more or less where they stood in 2014. A similar phenomenon occurred this year with Tajikistan. Panelists there gave scores that increase the overall score in the country by 0.18 despite the fact that many serious threats to the media sector exist, including government pressure and harassment of critical voices, concentration of media control, poor quality reporting, and difficulty for independent media in raising revenue. Except for Objective 3, Plurality of News, all objectives received higher scores. Reading the chapter text, however, one does not get the impression that much positive is happening to improve the ability of Tajik media to serve as the Fourth Estate." (Executive summary)
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"Results of the 2015 MSI study for Europe & Eurasia (E&E) at first glance show encouraging results: the average of 21 overall country scores increased by 0.04 compared with last year, representing the highest average of overall scores so far this decade. Out of 21 countries studied, seven increased
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by more than one-tenth of a point. Eleven country scores remained about the same and only three decreased by more than a tenth. Indeed there are some encouraging developments, described in more detail below. However, in other cases what appear to be improvements in scores are likely to be only short-term blips on an otherwise downward or flat trend. Belarus (+0.16), Azerbaijan (+0.15), and Kazakhstan (+0.16) all showed small increases in overall score, but in all of these cases several factors indicate that this is not part of a new trend.." (Executive summary)
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"The 2014 MSI study for Europe & Eurasia is marked by an overall constancy of scores, for better or worse. Taken as a whole, the average of 21 overall scores shows an increase of 0.01 compared with last year. Out of the 21 countries studied, 13 showed a change in score of less than 0.10. Of the rema
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ining eight showing significant change, five were headed in a negative direction while three showed improvement. The lack of change was in some cases a sign of resilience and part of a positive overall trend: for example, in Albania, Kosovo, and Moldova panelists noted that recent achievements are not eroding and the media as a whole are finding space to operate independently and are resistant to political control. However, in some cases, such as Ukraine and Serbia, the unchanged scores reflect a sense of frustration on the part of panelists—and a resolve to play a stronger role in bringing about change." (Executive summary)
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"TThe 2012 MSI study for Europe & Eurasia revealed a mix of positive developments, regression, and stagnation (or resilience, depending on one’s point of view). Nearly half of the 21 countries included in this study showed little change either way, their overall score moving by 0.10 or less. Six c
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ountries showed improvement and five slid backward. The former Yugoslavia accounted for all but one of the countries with lower scores this year. Montenegro improved, Croatia remained roughly unchanged, but the rest of the former Yugoslavia—Serbia, Bosnia, Kosovo, and Macedonia—suffered losses (note that Slovenia is the only country of the former Yugoslavia not studied by the MSI) [...] Moldova continued to improve and achieved the highest score among the four countries in “Russia and Western Eurasia.” All objectives except Objective 4, Business Management, received a score in the “near sustainability” range. Armenia maintained its leadership amongst the three countries in the Caucasus. Its overall score remained mostly unchanged, although the score did slip slightly. Georgia continued to slowly regain ground lost in 2008. Russia’s score improved; despite serious lingering challenges, panelists expressed a cautious optimism that the situation will continue to improve in the coming years. Kyrgyzstan returned to the top spot in Central Asia as the political situation there stabilized. However, two objectives, those covering professional journalism and business management, remain well below the “near sustainability” range." (Executive summary, page ix)
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"With three notable exceptions—Belarus, Russia, and Uzbekistan—the media sector in the countries included in the first edition of the MSI in 2001 have over time either improved overall or stayed more or less the same. But, a review of overall MSI scores is just one way to use the MSI to see how
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the media situation has changed [...] Another is to compare the qualitative characterizations made by panelists in 2001 to those they are making today. In a similar vein, IREX includes a summary of how the Internet was viewed in 2001 and how it is described today as a way to look at the impact of new media on dissemination of information, public dialogue, and citizen access to timely news and information. IREX this year employed an updated methodology to prepare the reports [...] IREX added two new indicators. One assesses a media sector’s ability to report on local, regional, national, and international news in a way that meets the needs of citizens in all corners of a country." (Executive summary, page 9)
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"The aim of this study is to discuss the importance of gender in editorial leadership in African countries. Women in leading positions in the media industry work in a traditionally male-dominated area. In-depth, semi-structured interviews were carried out with five women on their work in media manag
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ement in Zambia, Uganda, Nigeria and Ethiopia in order to explore how a group of female media managers in a non-western setting manage both their gendered identity and their identity as media professionals." (Abstract)
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"The adoption of a quality-management system by a media organization (radio, TV, newspaper, magazine, online or other) is strictly voluntary. It should be a strategic decision taken by senior management with the support of staff. The aim of such a system is to make sure that a media organization is
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managed in such a way as to meet the highest quality standards in the following areas: service to its users (audience / readership) and the general public; service to the society in which it operates, notably by promoting the open flow of information essential in a democracy; service to other important stakeholders, including staff, advertisers, subcontractors, shareholders, civil society associations, journalists' unions, public authorities." (Introduction, page 8).
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"The present study is a first attempt to look inside media organizations in Lebanon in order to understand what kind of business decisions are being made. This study analyzes employee diversity, as well as political affiliation or media owners [...] There was a clear reluctance among media owners to
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wards discussing their business practices [...] Most of Lebanon's seven private commercial television stations, which are comparatively very few considering the nearly 300 Arab television stations in operation, are among the most viewed stations in the region, due to their high production values and quality of programming. At the same time, these and other Lebanese media lag behind with respect to effectively managing human resources. Many lack written job descriptions, organizational policies, or regular performance appraisals, and they heavily rely on part-time staff and volunteers while not providing adequate financial incentives to their employees [...] Perhaps the most significant findings of the present study are those related to the financial aspects of Lebanese media organizations. Despite the sensitivity of discussing the profitability of these media, and considering that it is illegal, according to both the Press Law of 1962 and the Audio-Visual Law of 1994 for a broadcast or print organization to depend on sources of funding other than sales revenues and advertising, the answers given were quite candid and revealing. In Lebanon, financial support by the political elites who own these media is what has allowed most of the local media to survive. To ensure the sustainability of these outlets, long-term financial solutions and better marketing strategies must be adopted." (Preface, pages 7-8)
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