Prof. Dr. John J Oliver | Bournemouth University (original) (raw)

Academic Papers by Prof. Dr. John J Oliver

Strategic Management in the Media, 2024

In the 1990s Sky Plc (Sky) was a UK-based pay-tv provider. Twenty years later it had grown into a... more In the 1990s Sky Plc (Sky) was a UK-based pay-tv provider. Twenty years later it had grown into a leading European, multi-product, multi-platform entertainment and communications firm. Whilst many legacy media firms complained about the high-velocity environmental conditions and the profound impact of digitalization and new media technologies on their business models and revenues, Sky sensed an opportunity for market leadership and appeared to thrive on high levels of turbulence. An ambitious corporate strategy From the outset, Sky focused on one primary corporate objective: 'profitable growth'. Initially, Sky focused on the UK pay-tv market by growing subscriber numbers and revenues through a strategic recipe of negotiating the rights to premium content (sports, film, and TV) developing new conditional access technologies, and delivering high-quality customer service. Sky adopted corporate strategies that were opportunistic, flexible, and adaptable. This approach, coupled with deregulation in many media markets, meant was able to develop into a challenger brand in a much broader category of services, including fixed line and mobile telephony, and online gaming in the UK. With the harmonization of digital platforms and

Digital Disruption and Media Transformation: How Technological Innovation Shapes the Future of Communication, 2023

There is no doubt that digital technologies have disrupted and changed many aspects of media prod... more There is no doubt that digital technologies have disrupted and changed many aspects of media production, distribution and consumption. These new technologies have also created a collaborative and participatory media environment which has transformed many media brand management practices, particularly how media brands are created and developed. We discuss the influence of new digital technologies on media brand practice and explore the idea of creative control versus creative co-creation. As such, this chapter examines the emergence of co-creation as a theoretical paradigm and identifies the central arguments for and against the adoption of co-creation activities in the development and management of media brands.

Futures & Foresight Science, 2023

Scenario planning has a long history of academic inquiry and practice in numerous fields and indu... more Scenario planning has a long history of academic inquiry and practice in numerous fields and industries; however, its future as a tool to manage strategic uncertainty may well have reached an impasse. While the academic community perpetuates the view that the field is characterized by methodological chaos, the practitioner community is concerned only with how scenario planning can help solve an organizational problem. This paper argues that the academic community would benefit from adopting a philosophical orientation that is "pragmatic" where theoretical and methodological

Journal of Library Administration, 2023

The changing dynamics, uncertainties and operating environments of many library services across t... more The changing dynamics, uncertainties and operating environments of many library services across the globe make it difficult for leadership teams to develop strategic plans. This article presents empirical findings on a scenario-planning project that sought to develop a mission, vision and strategy for the House of Commons Library Service in UK Parliament. Set in the context of a major £6bn Restoration and Renewal programme, it demonstrates how Scenario Planning was used to manage significant levels of uncertainty and develop a long-term strategic direction that sought to deliver high-quality Library Services provision over the next 10 years.

Journal of Media Business Studies, 2021

This paper investigates how a crisis event resulted in the long-term decline in media-tech firm p... more This paper investigates how a crisis event resulted in the long-term decline in media-tech firm performance. The research developed an intellectual bridge and transfer of knowledge between the previously discrete fields of Strategic Management and Epigenetics. The study used a multi-method approach consisting of the critical incident technique, longitudinal content analysis of corporate annual reports and financial analysis which divided the data into 'what happened before the crisis event' and 'what happen after the crisis event'. The paper concludes that by examining failed corporate turnaround and chronic performance through the lens of epigenetics, we are better able to understand how a crisis event can create transgenerational responses which result in adaptive cultural norms that combine to consolidate corporate underperformance.

International Journal on Media Management, 2020

A constant theme in strategic media management literature is the transformational impact that dig... more A constant theme in strategic media management literature is the transformational impact that digital media technologies and deregulation have had on shaping media firms' corporate strategies. Whilst the role of corporate strategy is to encapsulate a firm's long-term direction and scope of activities, it will also give a strong indication of how the firm will compete and be positioned in an industry. However, the transformative effects of a highly technological media environment have changed our traditional view of how the media industry is defined, and so developing a strategic recipe for competing in an ill-defined industry becomes more challenging. This paper examines a single media firm's corporate strategy and perimeter and considers this in the context of a changing media industry. The paper takes a practice-led approach by undertaking a longitudinal analysis of a firm's acquisition and divestment activities in order to understand its corporate perimeter and by implication the industry or industries where it competes. We argue that by exploring a media firm's corporate strategy and perimeter over time, scholars will not only be able to better understand the dynamics of media practice and strategy, but also gain an insight into the changing nature of the media industry. The paper concludes that Porter's (1980) seminal work on industry structure, profitability and attractiveness remains a relevant form of strategic analysis that can help media management researchers to conceptualize and understand the evolution of media firm corporate perimeter and the industries in which they compete.

Strategy & Leadership, 2020

In fact, some organizations exhibiting chronic underperformance may actually be suffering from the residual effects of a crisis event that occurred a number of years previously. To identify such hidden trauma, corporate leaders should consider applying a thought-provoking concept from the field of Epigenetics to better understand chronic turnaround cases.

Taylor & Francis, 2020

Digital technologies have disrupted and transformed the way many media firms have managed their b... more Digital technologies have disrupted and transformed the way many media firms have managed their business over the past two decades. The overarching theme of this discussion is the practice-led study of the management of media firms and how research findings can lead to actionable knowledge, instrumental validity and instrumental impact. Two crucial questions have underpinned the research strategy which will now be presented as cases studies, that is: how have media firms managed the digital transition?; and how can long-term media strategy be developed in an uncertain business environment? These questions were investigated using a practice-led research approach where the media practice context helped to advance knowledge ‘about’ practice and ‘within’ practice to produce actionable knowledge, implementable validity and instrumental impact with stakeholders.

Journal of Media Business Studies, 2018

Digital technologies have transformed the way many media organisations have conducted their busin... more Digital technologies have transformed the way many media organisations have conducted their business over the past two decades. This transformational context raises a number of important questions for media management researchers. Firstly, how have media firms adapted their strategies, resources and capabilities in response to the challenges presented by an increasingly digital environment? Secondly, how have these adaptive practices affected their corporate financial performance? This paper advances our theoretical understanding of media firm transformation by using a multi-disciplinary approach that draws on knowledge from corporate strategy, dynamic capabilities and firm performance. This integrated approach provides a more holistic view of strategic business transformation by understanding the strategic arguments that compel firm’s to reconfigure their resources and capabilities in a dynamic business environment.

Business Horizons, 2018

The business environment for many firms is changing rapidly and is becoming increasingly uncertai... more The business environment for many firms is changing rapidly and is becoming increasingly uncertain due to the disruption caused by new digital technologies, deregulation, new business models, and the threat of new competitive entrants. This dynamic competitive environment increases the level of uncertainty for senior executives and strategic planning teams who bear responsibility for the strategic development of the firm, particularly in terms of the future direction, scope, and the strategy required to deliver on corporate objectives. This in turn, places increased scrutiny on the strategic planning tools that are used to undertake a rational and comprehensive analysis of the competitive dynamics that inform strategy formulation. This article presents empirical findings and reflections on a scenario-planning project that sought to develop a long-term corporate level strategy. While scenario planning is an established constituent of the strategist's toolbox, the increasing level of dynamism and uncertainty in many markets has meant that it has seen a resurgence. This article presents empirical findings on how the scenario-planning tool was selected and applied before reflecting on the individual and organizational outcomes of using scenario planning to develop an organizational strategy in uncertain market conditions. An increasing number of industries now operate in a highly turbulent business environment where rapid changes in digital technologies have undermined the value propositions, strategies, and business models of incumbent firms that now are exposed to the threat posed by new competitive entrants. This type of competitive environment makes it difficult for executives who are responsible for planning and executing corporate level strategy. This, in turn, places increased scrutiny on the strategic planning tools that are used to undertake a rational and comprehensive analysis of the competitive dynamics and inform strategy formulation. Reeves, Haanaes, and Sinha (2015) noted the considerable number of strategy tools and frameworks available to business leaders. However, they also observed that the range of tools available to executives created a dilemma in terms of identifying the most appropriate tool to develop and execute strategy. A management tool that enables executives to develop strategy in uncertain business environments is scenario planning. While this strategic management tool has formed part of the strategist's toolbox for a long time, the increasing level of dynamism and uncertainty in many business environments has meant that scenario planning has seen a resurgence in usage. It is argued that its systematic approach to addressing and managing business uncertainty Published as: Oliver, J.J. and Parrett, E. (2018). Managing future uncertainty: Re-evaluating the role of scenario planning,

Creative Industries Journal, 2017

The competitive dynamics of the UK's Creative Industries has changed considerably over the past d... more The competitive dynamics of the UK's Creative Industries has changed considerably over the past decade and perhaps none more so than in the Publishing Industry. There is no doubt that this industry continues to undergo structural changes that compel firms to adapt and transform their business in response to the dynamic nature of competitive environment. Industries have long been examined by researchers from a strategic perspective with various themes of inquiry relating to; industry structure and positioning, industry evolution and development, industry lifecycle, industry change and industry consolidation. This paper argues that 'industry analysis' could usefully draw on Dynamic Capabilities Theory which argues for the strategic adaptation and reconfiguration of firm resources and capabilities in order to address a rapidly changing competitive environment. This paper will present empirical findings from a comparative time-series analysis (1997-2014) of the UK Publishing Industry and compare it to other industries categorised within the UK's Creative Industries. In doing so, this analysis will add to the limited knowledge base on industry level dynamic capabilities and extend our knowledge on inter-industry comparisons in performance following the reconfiguration of industry resources.

Journal of Media Business Studies, Jun 2014

The past decade has seen a transformation in the way television broadcasters have managed their b... more The past decade has seen a transformation in the way television broadcasters have managed their businesses. This paper examines the theory of ‘dynamic capability’ in two UK television broadcasters, BskyB and ITV, and their attempts to transform themselves into multi-product, multi-platform media companies. Using Comparative Financial Analysis and Content Analysis in a time series, this paper illustrates how the strategic management of media firms can be significantly different for two companies operating in the same sector. This research demonstrates an original contribution to knowledge by providing evidence of the dynamic capability performance effects of significant players in UK television broadcasting.

In the past decade television broadcasters have transformed themselves into multi-sector media fi... more In the past decade television broadcasters have transformed themselves into multi-sector media firms. Traditional media and telecommunications industries have converged, resulting in new media technologies and platforms keyed to digitalisation, correlated with fundamental changes in audience consumption habits, and encouraging exploration of new business models. This transformative and largely unpredictable media environment raises important questions about how media firms have adapted to a competitive media environment that is characterised by uncertainty.
Dynamic Capability Theory provides us with an appropriate lens through which to examine how media firms adapt to rapidly changing environments. It argues that in dynamic markets, firms must adapt and refresh their resource base in order to develop new capabilities and competencies that will help them to adapt to market change and deliver sustainable competitive advantage over time.

This chapter examines the theory on ‘dynamic capabilities’ and applies it to a media company in the UK (BskyB) to illustrate its importance, by engaging a critical evaluation of the company’s ability to adapt and transform from a subscription based television company into a multi-product, multi-platform media firm. The chapter concludes by arguing that that Dynamic Capabilities Theory provides a valuable contribution to the debate on how media firms can maintain high levels of corporate performance in response to fast changing market conditions.

International Journal of Media Management, Dec 3, 2013

"The UK broadcast media landscape provides an interesting context to understand and explore the c... more "The UK broadcast media landscape provides an interesting context to understand and explore the competitive dynamics of media organisations’. As an industry characterised by uncertainty and turbulence, this paper considers the process by which broadcast media organisations develop their strategies and the type of analytical tools that they use to underpin this process.
This paper presents the findings of a survey of UK broadcast media executives and their views on the outlook for the UK Media Industry; the influence that the competitive environment has on developing media strategy; and the management tools that they use and their levels of satisfaction with these tools.

It concludes that UK broadcast media is a competitive and turbulent environment, and that media strategy is developed using a number of media management tools that have varying degrees of success in terms of helping broadcast media executives to manage their media organisations’ in uncertain and complex conditions.
"

Journal of Media Business Studies, 2010

Media companies that adapt to changes in the competitive environment will succeed, whilst those t... more Media companies that adapt to changes in the competitive environment will succeed, whilst those that don’t, will fail. That is the conclusion many of the contributors to this handbook will make during the course of their arguments. Our discussion on Strategic Human Resource Management (SHRM) issues facing media companies now and in the medium-term future is no different. “Adapt or die” is the mantra that we have chosen to adopt in our view of the issues facing many media firms HRM departments. An organization’s deliberate strategy to adapt to their changing environment means that SHRM practice and policies need to support the organizations goals (Shameem & Khan, 2012); therefore, the authors propose examining the key trends in HR functional components of recruitment, performance and retention. These three elements support organizational objectives pertaining to human capital and are the foundation of HRM policies and procedures (Taylor & Woodhams, 2016).
This chapter first reviews recent advances made in human resource management research which builds upon Redmond's (2006) discussion of human relations management in media management studies. Whilst “human relations” tends to focus on the soft skills of interpersonal relations (Taylor & Woodhams, 2016) our discussion focuses on “human resource management” which we believe enables better human relations management in the long run. This chapter then, addresses the need for organizations to remain adaptive to changes in the competitive environment by focusing on the key areas that are most likely to affect strategic human resource management initiatives for the media workforce. Finally, we consider how initiatives such as recruitment, retention and performance may play out in the future. By examining these aspects of SHRM, we can begin to identify the gaps in our understanding of how media organizations human resource practices should adapt and evolve over time (Picard & Lowe, 2016).

Developing a distinctive digital profile and network. In: Kurcirkova, N., and Quinlan,O. (eds). The Digitally Agile Researcher, Open University Press, Chapter 8, , 2017

“What do you want to be when you grow up?” It’s a common question and one that you have probably ... more “What do you want to be when you grow up?” It’s a common question and one that you have probably not heard of since your formative years. However, in a world increasingly disrupted by digital technologies, experienced academics are (or at least should be) asking themselves how do they adapt to the new digital landscape. Whilst early career academics will be looking at the opportunities that digital technology can offer them to develop their profile, access new networks and extend the reach and impact of their research outputs. So the question is not so much about “What do you want to be when you grow up?” as “What type of academic do you want to be in the digital world?”
In this chapter, we will be looking at some of the key questions that academics of all ages need to address, before focusing on how they can develop a distinctive academic profile that will enable them to connect with, and make the most of, the network opportunities that are available to them in a digital landscape. To paraphrase Ahmed & Olander (2012) in a world gone digital, it doesn’t matter who you were or how good you were yesterday, the digital world means that you need to recalibrate, set a new direction, understand the metrics that matter and multiply your contribution to academic knowledge and practice.

Television formats form a major cultural export and yet, there is no protection under copyright l... more Television formats form a major cultural export and yet, there is no protection under copyright law. Format copycats or imitators freely develop game, reality and talent shows based on successful format ideas. Despite this, the format industry has developed an ingenious and complex suite of market based practices that are allowing a thriving format industry to appear. This chapter discusses how TV format makers use brand management practices, in the absence of any legal solutions, to innovate and trade in their products. These include a number of practices such as: developing and managing the format brand identity, developing localized brand extensions and leveraging the producers brand reputation.

Keywords: TV Formats, Television, Brand Management, Media Brands, Branding, Corporate Brands, Brand Innovation, Brand Protection, Brand Extension, Format Rights.

A generation has passed since the term relationship marketingwas first defined, yet this concept ... more A generation has passed since the term relationship marketingwas first defined, yet this concept remains illusive, fragmented,and dominated by isolated theoretical frameworks. As this paradigm moves uneasily into its second generation, it is nowincreasingly characterised by a polarization of opinion andwould be better served by focusing on resolving two fundamental issues. Firstly, there needs to be some form of consensus and convergence in thinking regarding the actualnature of the paradigm in order to direct future researchactivities toward common ground and replication among itsvarious conceptualisations. Secondly, this convergent positionin the paradigm needs to be communicated to the practitioner more coherently in an attempt to move it from being anacademic discipline and into the jurisdiction of the practitioner and implementable validity.The purpose of this paper is to articulate a new, but moreimportantly, convergent conceptual framework for relationshipmarketing. It draws on a range of traditional and contemporarytheory, and importantly, considers how this theoretical base wasused in a practitioner environment when developing arelationship marketing strategy. The convergent framework presented in this paper comprises of three fundamental elements, from which past and future research can be (re)focused,developed and extended to produce a paradigm that can besubjected to more rigorous and extensive interrogation. This paper takes a strategic, reflective and organisational look atrelationship marketing and contributes to existing knowledge by proposing three fundamental elements, (OrganisationalCustomer Focus, Customer Management Focus and Customer Knowledge Focus) which if successfully integrated byorganisations, will converge to produce an effective relationshipmarketing strategy

Qualitative Research - An International Journal, 2008

Strategic Management in the Media, 2024

Digital Disruption and Media Transformation: How Technological Innovation Shapes the Future of Communication, 2023

Futures & Foresight Science, 2023

Journal of Library Administration, 2023

Journal of Media Business Studies, 2021

International Journal on Media Management, 2020

Strategy & Leadership, 2020

Taylor & Francis, 2020

Journal of Media Business Studies, 2018

Business Horizons, 2018

Creative Industries Journal, 2017

Journal of Media Business Studies, Jun 2014

International Journal of Media Management, Dec 3, 2013

Journal of Media Business Studies, 2010

Developing a distinctive digital profile and network. In: Kurcirkova, N., and Quinlan,O. (eds). The Digitally Agile Researcher, Open University Press, Chapter 8, , 2017

Keywords: TV Formats, Television, Brand Management, Media Brands, Branding, Corporate Brands, Brand Innovation, Brand Protection, Brand Extension, Format Rights.

Qualitative Research - An International Journal, 2008

Strategy & Leadership, 2023

As board members and executive search agencies undertake the process of identifying and assessing... more As board members and executive search agencies undertake the process of identifying and assessing a potential new CEO, it is becoming increasing expected that the candidate will need to be able to drive firm performance by developing long-term, innovation-led, growth strategies. This raises an important question for companies seeking a new CEO hire or evaluating incumbent CEOs: do they have the skills to take advantage of the unique opportunities presented by a profoundly changing competitive landscape? The inherent risk in appointing a new CEO can, however, be minimized by scrutinizing a number of potentially significant candidate characteristics – age, education, career experience and tenure – which can indicate an executive’s orientation toward innovation.

Strategy & Leadership, 2020

Could there be a hidden cause of chronic failure in a corporation, where over many years multiple... more Could there be a hidden cause of chronic failure in a corporation, where over many years multiple CEOs and new strategies can’t revitalize the firm after a past painful stumble? An emerging theory is that the persistent after effects of a cultural, managerial or economic trauma can cripple an organization’s serial turnaround attempts. But the conventional approach by business executives and management consultants is to treat every problematic corporate rehabilitation as a routine “turnaround case.” In fact, some organizations exhibiting chronic underperformance may actually be suffering from the residual effects of a crisis event that occurred a number of years previously. To identify such hidden trauma, corporate leaders should consider applying a thought-provoking concept from the field of Epigenetics to better understand chronic turnaround cases.

Strategic Direction, 2019

The renowned management consultant, Peter Drucker, is known for (allegedly) saying that 'culture ... more The renowned management consultant, Peter Drucker, is known for (allegedly) saying that 'culture eats strategy for breakfast'. The thrust of his argument was that a firm's corporate culture will have the greatest influence on whether a strategy is successful or not. This paper extends Ducker's line of thinking to consider the lasting effects of a corporate crisis and subsequent adaptive changes in firm culture and performance. This idea is illustrated using UK bank Barclays Plc (Barclays) and examines how its focus on transformative cultural change has resulted in significant adjustments in their attitude to risk and innovation. A corporate crisis shines a light on a flawed culture "If you aint cheating, you aint trying" commented a Barclays Vice-President in 2010. Two years later, on June 27 th 2012, Barclays was handed the largest fine in UK banking history for their fraudulent and anticompetitive behavior. Barclays were found guilty of manipulating UK (LIBOR) and European (EURIBOR) benchmark interest rates which were used to calculate trillions of dollars worth of financial contracts and derivatives between 2005-09. The fraud boosted their profits and gave the impression to stakeholders and the media that the firm had ridden out the severe effects of the Global Financial Crisis. The outcomes of its behavior resulted in the firm being fined £284.4m as part of a £3.9bn settlement with UK and US regulators who found that they had conspired with the Royal Bank of Scotland, JP Morgan, UBS, Citigroup and Bank of America. Barclay's CEO, Bob Diamond, resigned following the scandal and a downward spiral in corporate financial performance. Indeed, the ramifications of this case continued into 2016, with the firm being fined a further $100m to settle with 44 US states where government and not-for profit agencies had suffered financial losses as a result of the fraud. This type of corporate behavior gives rise to many questions, but most importantly about the culture that existed at Barclays at the time. In the aftermath of the Global Financial Crisis of 2007-09, a KPMG report (2009) found that many financial firms' corporate culture was dominated by excessive risk taking, stimulated by short term incentive and remuneration policies. As such, Barclays were not an exceptional case when it came to the issue of corporate greed and deception.

Strategic Direction, 2018

When you mention the word ‘entrepreneur’ most people will automatically think of someone who is ... more When you mention the word ‘entrepreneur’ most people will automatically think of someone who is a risk taker. Our traditional view of entrepreneurs is that they are innovative, opportunists and have a low aversion to risk taking. However, we have observed an interesting trend in the UK Independent TV Production Industry. Entrepreneurs are becoming more risk averse.

Strategic transformations in a disruptive digital environment Digital technologies have created n... more Strategic transformations in a disruptive digital environment Digital technologies have created new markets and disrupted many others. As a consequence, many firms are operating in a highly turbulent and transformative business environment where senior executives are often drawn into the hype that new digital technologies create (North and Oliver, 2014). This in turn can lead to a change in firm strategy and business model at a time when dynamic and unpredictable market conditions increase the risks associated with getting the big strategic decisions wrong. This paper illustrates how two media firms, Sky Plc and Pearson Plc, adapted, reconfigured and transformed their businesses to meet the demands of an operating environment characterized by inexorable changes in digital technologies. It examines their over-arching vision, corporate strategies and financial performance over two business cycles and concludes that business leaders should not dispense with the basic principles of good strategic business unit portfolio management in their attempts to take advantage of market opportunities. The results of these strategic transformations are in stark contrast to each other and leads to the conclusion that CEOs and their executive teams should create a 'portfolio business' that can withstand the turbulence created by the digital environment and not 'bet the company' at a time when market dynamics are so uncertain. Develop strategies that seize new market opportunities and transform the firm. Firms are reconfigured and transformed from the top down, with Corporate Strategy communicating the firm's vision, direction and scope. This strategy also articulates the level of resource investment in new assets, operating routines, capabilities and competencies that will transform the firm and take advantage of market opportunities. However, the process of transforming a firm can be an expensive business and one that carries a higher risk of failure for senior executives due to the level of uncertainty inherent in many markets (Bjelland and Chapman Wood, 2008).

Strategic HR Review, 2018

Overview Digital technologies have and will continue to transform the ways in which firms manage ... more Overview Digital technologies have and will continue to transform the ways in which firms manage their business and employees. The effects of digital disruptive have created a highly uncertain and transformative environment where existing and often successful HR management strategies and practices are scrutinized for their efficacy. This paper provides a strategic commentary on the interconnected areas of corporate strategy and human resource performance by illustrating how two organizations adapted and transformed their businesses to the demands of an increasingly digital operating environment. The findings reveal that both firm's corporate objectives and strategies were focused on ambitious levels of growth and the opportunities provided by an increasingly digital environment. However, both firms had transformed themselves in different ways with distinct employee productivity performance outcomes. Strategic transformation and employee productivity This paper illustrates how media firms, Sky Plc and Pearson Plc, adapted, reconfigured and transformed their businesses to meet the demands of an operating environment characterized by inexorable changes in digital technologies. Over the past 20 years, both firms have set ambitious corporate growth objectives and strategies that focussed taking advantage of the market opportunities provided by digitalisation and new media. However, they have executed these strategies in different ways, with different outcomes in terms of employee productivity. For example, Sky has undertaken three strategic transformations over this period that has moved it from being a 'UK based 'single product TV firm' into a 'European multi-platform, multi-product media firm'. The results have been impressive (see Diagram 1). In contrast, Pearson has engaged in five strategic transformations over the same period, which has repositioned the firm from being a 'holding company' for a disparate range of businesses into their current form as a 'global, single product learning company'. The result of this transformative process has been a consistent decline in corporate revenues and low levels of employee productivity. Benchmarking employee productivity This paper draws on previous work (Oliver, 2016) presented in this journal by benchmarking Sky's and Pearson's workforce productivity against the UKs Creative Industries in which they compete. When viewed over the long-term, we are able to assess the impact of the changes in corporate strategy, the resulting strategic transformations and employee productivity. The method used to assess productivity was a calculation of 'Operating Income (£)' divided by the 'Number of Employees' which resulted in 'Operating Income per Employee (£)' for each firm. These figures were then benchmarked against productivity data in the form of Gross Added Value (£) per employee for the UK Creative Industries. Gross Value Added (GVA) represents the amount that individual businesses, industries or sectors contribute to the Published as: Oliver, J.J. (2018). The impact of strategic transformation on employee productivity.

Strategy & Leadership, 2017

When organizations that have survived traumatic reversals – for example, product failures, ethica... more When organizations that have survived traumatic reversals – for example, product failures, ethical scandals or market disruption – attempt turnarounds, they usually seek a fresh start, adopting a new strategy and installing new leadership. But if this new initiative doesn't work and the firms continue to suffer from chronic under performance, the cause could be " transgenerational response, " a potentially crippling long-term condition stemming from the trauma that occurred in the past (see the cases of AIG and Yahoo).

The competitive dynamics for many firms are rapidly changing, with industry after industry being ... more The competitive dynamics for many firms are rapidly changing, with industry after industry being reshaped and resized by numerous disruptive forces in the form of new digital technologies, deregulation, new business models and the threat of new competitive entrants. A dynamic competitive environment represents a daunting challenge to senior executives and strategic planning teams who have responsibility for the strategic development of the firm, particularly in terms of the future direction, scope and the strategy required to deliver on corporate objectives. With rapid change and uncertainty, there is increased scrutiny on the strategic planning tools that are used to undertake a rational and comprehensive analysis of the competitive dynamics that inform strategy formulation. As such, firms need to consider a critical question when developing their Corporate Level Strategy, that is, 'how can some long-term certainty in their strategic approach be gained in an uncertain future environment?' An underpinning principle in attempting to answer this question lies in the fact that some strategic planning tools are better equipped to deliver strategic insight than others. How can some certainty be gained in an uncertain future environment? It seems paradoxical to ask how certainty can be found in uncertain competitive environments. A useful platform on which to answer this question is the idea of 'strategic intent' which argues that organisations needed to create an obsession with winning in tough, fast changing and unpredictable markets, and should not content themselves with simply fitting in with their current environment. Firms need to envision a future competitive landscape where their current resources, competencies and capabilities need to be developed in order to stretch the organisation into a winning position. A management tool that imagines future competitive environments and helps develop long term strategy, in even the most uncertain of markets, is Scenario Planning. This tool offers an approach that combines imaginative and systematic thinking in a way that can provide a unique insight into the future, and provide a platform on which firms can act on with some degree of certainty. The process of scenario thinking allows executives to step back from the ritual of strategic planning and address environmental uncertainty by generating a limited set of internally consistent and plausible scenarios that are used to set the long-term strategic direction for a firm. As such, executives are able to manage uncertainty and turbulence by being 'mentally prepared' to address the future. The use of Scenario Planning amongst firms across the globe is well known. Indeed, many executives who use it consider it to be a 'Power Tool' (Rigby & Bilodeau, 2007; Oliver, 2013) which delivers high levels of user satisfaction. It is argued that the systematic approach to addressing and managing environmental uncertainty would allow firms to move away from single pointed forecasts of the future, and in doing so, create a more robust competitive strategy based on a more holistic exploration of a strategic issue. This explorative process generates a substantial amount of dialogue, creative thinking, brainstorming and intuition in order to build alternative and plausible futures where statistical forecasting techniques are deemed inadequate due to the extent of environmental uncertainty. In essence, Scenario Planning enables senior executives and strategic planning teams to mentally prepare their firms for an uncertain future by examining multiple possibilities.

Strategic Direction, 2012

Purpose Many businesses have seen their markets and competitive set transformed over the past de... more Purpose
Many businesses have seen their markets and competitive set transformed over the past decade. This revolutionary context has created many high velocity markets, where rapid change is a constant and defining the strategic direction of a firm becomes a more complex activity. This paper argues that organizations can win in high velocity markets by adapting their resource base, renewing capabilities and competencies and achieving dynamic capability.

Design/methodology/approach
An extensive review of business and management literature has been combined with primary research into a number of large media companies.

Findings
Winning in high velocity markets requires organizations to adapt their resource base, in a compressed timescale, due to the fast changing nature of market conditions. This paper provides CEOs with a strategic recipe to develop dynamic capability in their organizations.

Practical Implications
Organizations react differently in the same high velocity market conditions. Some will look for opportunities that will provide them with a platform for a step change in their capabilities and competitiveness. Others will batten down the hatches and wait for the storm to pass, and in doing so, will lose their competitive edge. This paper presents strategic recipe for CEOs and strategy teams to win in high velocity markets by becoming dynamically capable.

Originality/value
The knowledge on dynamic capability is fragmented and often untested in practice. This research consolidates various perspectives and illustrates it in a case study from the media industry.

Key words: Dynamic Capability, Superior Performance, Resource Investment, Firm Adaptation, Competitive Advantage, Media Management, Conceptual Paper.

This is one of the most cited papers to appear in Strategic Direction (Please cut and paste this link into your browser)
http://www.emeraldinsight.com/action/shsowMostCitedArticles?journalCode=sd

At the core of every good strategy is the word ‘advantage’. Over the years management consultants... more At the core of every good strategy is the word ‘advantage’. Over the years management consultants and scholars have described this advantage as being competitive, differential, comparative, scale and sustainable to name but a few perspectives. However, with many markets now exhibiting high velocity conditions (Oliver, 2012) firms are adapting their corporate level strategy, business models, resources and capabilities at an increasingly frequent rate. This paper argues that at the core of every strategy, there now needs to be the word ‘adaptability’.

One of the most topical management issues today is how firms sustain their business in markets that are increasingly characterized by volatility, numerous disruptions and uncertainty. The idea that corporate strategy needs to emphasize the adaptation of a firm faster than rivals means that adaptive capability should be considered as a competitive advantage in itself. Therefore, in high velocity market conditions the ability to adapt a firm will be the most effective way to sustain a business the in the long-term.

Strategic Direction, Jul 2013

Purpose – Businesses increasingly find themselves competing in highly dynamic markets, making vis... more Purpose – Businesses increasingly find themselves competing in highly dynamic markets, making visibility of the future limited and the strategic way forward ambiguous. This paper presents the findings from a survey of UK media executives and identifies their outlook for the industry, and an evaluation of their usage and satisfaction with the tools that they use to manage their businesses.
Design/methodology/approach – The survey sampled twenty-four UK media executives who had responsibility for strategy and other functional areas of their business.
Findings – The survey found four strong themes amongst media executives. These were related to the launch of new products and services, seeking innovation through collaborative partnerships, leveraging their brand and content through new platforms, and uncertainty regarding the future direction of the industry.

Practical implications – Media executives will have a better understanding of the management tools at their disposal and how these can be used to improve performance in a number of key areas. Non-media executives will be able to draw on these findings to see how other firms are managing turbulent and uncertain market conditions.

Originality/value – This is the first survey of the UK Media Industry in terms of examining the strategic tools that are being used to manage media firms through turbulence and uncertainty.

Keywords: Media Management, UK Media Industry, Media Strategy, Media Outlook, Management Tools, Management Satisfaction.

Article Classification: Research paper
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Strategic Direction, Vol. 30 Iss: 7, pp.1 – 3. 10.1108/SD-05-2014-0061, Sep 1, 2014

Abstract Purpose: To provide an overview of the key strategic questions that need to be conside... more Abstract
Purpose: To provide an overview of the key strategic questions that need to be considered when evaluating whether or not to extend a company’s reach across multiple digital platforms.
Design/methodology/approach: The viewpoint presented in this paper reflects both the practical experience of conceiving, launching and implementing a multi-platform digital strategy, combined with an academic insight into branding and strategic resource allocation and management.
Findings: Before extending your digital footprint, executives need to consider several key questions that will impact on the relative success of their digital strategy.
Practical implications: A digital strategy that extends a company’s reach across multiple platforms needs to be considered in terms of delivering against corporate and business level strategy in order to be effective.
Originality/value: A unique combination of practical experience fused with academic knowledge on the key questions that should be considered in order to successfully design and implement a multi-platform digital strategy.
Keywords: Digital Media, Online Marketing, Digital Distribution, Multi-platform, Brand Building, Customer Relationship Management

The Conversation, 2024

The global pandemic supercharged the streaming business as consumers sought to entertain themselv... more The global pandemic supercharged the streaming business as consumers sought to entertain themselves during numerous lockdowns. The streaming industry experienced a period of rapid growth, attracting a flood of new entrants lured by market growth rates of 40% per annum and potentially high profits from surging consumer demand. Companies like Netflix, Amazon, Disney+ and Apple TV gained millions of customers in a matter of months and invested billions of dollars on new content, infrastructure and marketing. It all seemed to good to be true as the ‘land grab’ for subscriber growth and ‘market share at all costs’ continued during 2020-22.

This year, the focus of the survey has been on assessing media firm capabilities and the ability to adapt media strategy, business models and capabilities to new industry dynamics. As such, this report will not only provide an outlook for the UK Media Industry in the year ahead, but also reflect on some of the trends reported by media executives over the past four years.

What you might already know  The Creative Industries have been one of the UK’s major economic s... more What you might already know

 The Creative Industries have been one of the UK’s major economic successes with Gross Value Added (GVA) increasing from 3.96% (£31,205m) to 5.04% (£76,909m) of the total UK economy between 1997-2013.

 The number of employees working in the Creative Industries has also increased by 83%, from 931,000 in 1997 to 1,708,000 in 2013.

What you might ‘not’ know....FIND OUT MORE!

One of the most topical business issues today is about how firms sustain their business in market... more One of the most topical business issues today is about how firms sustain their business in markets that are increasingly characterized by volatility, numerous disruptions and uncertainty. Certainly the recent UK referendum result in favour of ‘Brexit’ will only have added an additional layer of complexity to this issue in the short to medium term.

The issue of how businesses sustain themselves is increasingly centred on how they ‘adapt’ their business faster than their rivals. It’s all about having adaptive learning capabilities, and in fast changing market conditions, the ability to adapt your firm will be the most effective way to sustain your business the in the long-term. It’s called Adaptive Advantage.

Over the past three years we have asked media executives to comment on their outlook for the UK Media Industry in the year ahead. Overall, their outlook has been optimistic, but continued economic uncertainty still casts a shadow over the operating environment. This year, 89% of media executives were positive in their outlook for the industry in 2015 – down from 94% last year. The majority of media executives (62%) also commented that the industry was experiencing a high rate of turbulence and that it was difficult to protect their core business whilst building new revenue streams.

In the previous two years we have identified the management tools that media companies were using and how satisfied they were with them. This year, the focus of the survey has been on assessing media firm capabilities and the ability to adapt media strategy, business models and capabilities to new industry dynamics. All of which has provided some interesting insights!

The survey sample again included senior media executives who have responsibility for developing strategy (Head of Strategic Planning, Director of Strategy and Head of Segments Planning) and a number of functional areas (Head of Commercial Policy, Head of Business Development, Vice President Marketing, Director of Programming, Chief Technologist, General Manager, Senior Vice President, Director of Operations, Head of Customer Insight and Director of Sales).

UK Media Outlook 2014, Feb 11, 2014

The most striking finding in our survey is the outlook for the UK Media Industry. Last year, 70% of media executives were positive in their outlook for the industry in 2013. Only 12 months later, and this optimistic outlook had risen to 94%! It suggests that the green shoots of recovery have well and truly sprouted.

Another purpose of our survey is to identify the management tools that media companies are using, and how satisfied they are with them. We hope that reports like this will provide media executives with a better understanding of the management tools at their disposal and how these can be used to improve performance in a number of key areas.

The survey sample again included senior media executives who have responsibility for strategy (Head of Strategic Planning, Director of Strategy and Head of Segments Planning) and a number of functional areas (Head of Commercial Policy, Head of Business Development, Vice President Marketing, Director of Programming, Chief Technologist, General Manager, Senior Vice President, Director of Operations, Head of Customer Insight and Director of Sales).

UK Media Managment Trends & Tools, Mar 18, 2013

In 1993 US management consultancy Bain & Co. started a survey whose purpose was to understand the... more In 1993 US management consultancy Bain & Co. started a survey whose purpose was to understand the changing nature of competitive environments, management practices and tools. Their survey has an enviable heritage and The Media School at Bournemouth University want to apply the same principles to the UK Media Industry in order to identify the management tools that media companies are using, and how satisfied they are with them.
We hope that media executives will have a better understanding of the management tools at their disposal and how these can be used to improve performance in a number of key areas.
The survey sample included sixty senior media executives, of which, twenty-four provided responses. These executives had responsibility for strategy, and included roles like Head of Strategic Planning, Director of Strategy and Head of Segments Planning. It also included a number of functional areas with roles such as Head of Commercial Policy, Head of Business Development, Vice President Marketing, Director of Programming, Chief Technologist, General Manager, Senior Vice President, Director of Operations, Head of Customer Insight and Director of Sales."

A media firm's orientation toward R&D and innovation is largely determined by CEOs who frame mark... more A media firm's orientation toward R&D and innovation is largely determined by CEOs who frame market opportunities and drive investments in firm resources. As such, CEO's traits Exploring the Influence of CEO Traits on Media Firm Innovation and Performance 1 (age, tenure, career background, education) are known to be a predictor of firm R&D spending and attributed levels of innovation and firm performance. This paper explores how CEO traits influence levels of R&D-led innovation expenditure. It concludes that CEO traits had no influence on firm R&D expenditure and that a firm's 'Research Intensity' is primarily influence by their 'cultural orientation toward innovation' and the 'stage of the industry lifecycle' where it is competing.

World Media Economics & Management Conference, 2021

This paper investigates how a crisis event resulted in the long-term decline in media-tech firm p... more This paper investigates how a crisis event resulted in the long-term decline in media-tech firm performance. The research used an innovative approach that developed an intellectual bridge and transfer of knowledge between the previously discrete fields of Strategic Management and Epigenetics. The study used a multi-method approach consisting of the critical incident technique, longitudinal content analysis of corporate annual reports and financial analysis which divided the data into 'what happened before the crisis event' and 'what happen after the crisis event'. The paper concludes that by examining chronic corporate underperformance through the lens of epigenetics, we are better able to understand how a crisis event can create transgenerational responses which result in adaptive cultural norms that combine to consolidate an organisations underperformance.

Digital technologies have disrupted and transformed the way many media organisations have managed... more Digital technologies have disrupted and transformed the way many media organisations have managed their business over the past two decades. The overarching theme of the body of research presented in this paper is the 'management of media firms' in a disruptive digital environment, and as such, three crucial questions have underpinned the research strategy. These questions examined: how media firms had managed the digital transition; how media firms are managed; and how can long-term media strategy be developed in an uncertain business environment. These questions were investigated using a practice-led research approach where the media practice context helps to advance knowledge 'about' practice and 'within' practice to produce actionable knowledge, implementable validity and instrumental impact with stakeholders.

A constant theme in strategic media management literature is the transformational impact that dig... more A constant theme in strategic media management literature is the transformational impact that digital media technologies and deregulation have had on shaping media firms' corporate strategies. Whilst the role of corporate strategy is to encapsulate a firm's long-term direction and scope of activities, it will also give a strong indication of how the firm will compete and be positioned in an industry. However, the transformative effects of a highly technological media environment have changed our traditional view of how the media industry is defined, and so developing a strategic recipe for competing in an ill-defined industry becomes more challenging. This paper considers the changing nature and definition of 'the media industry' and examines how this has influenced a media firm's corporate strategy and perimeter. By examining the scope of firm activities through their acquisition and divestment decisions, we will be better able to understand the firm's corporate perimeter and by implication the industry or industries where they compete. It concludes that whilst there are numerous perspectives on how to define the media industry, Porter's (1980) seminal work on industry structure, profitability and attractiveness is just as relevant today as when it was first published.

The advent of digital technologies has transformed the way many organizations have conducted thei... more The advent of digital technologies has transformed the way many organizations have conducted their business over the past two decades. This transformational context raises two important questions for media management researchers. Firstly, how have media firms adapted their strategies and reconfigured their resources and capabilities to the challenges presented by an increasingly digital environment? Secondly, how have these adaptive practices affected their corporate financial performance?
This paper presents the findings on how two media organisations dynamically adapted their strategies, resources and capabilities to the demands of an increasingly competitive and volatile media environment. Hensman, Johnson & Yip (2013) described these types of firms as ‘Successful Strategic Transformers’, that is, those firms that have adapted and transformed their organisations to produce long-term superior financial performance.
The research used a multi-method approach. Firstly, content analysis of corporate Annual Accounts & Reports examined the corporate strategies and dynamic capabilities activities that enabled these media firms to adapt and transform their business to the demands of the digital environment between 1997 and 2015. Secondly, Corporate Financial Analysis was used to illustrate the impact on corporate performance following the adaptation of strategies and capabilities over time.
This paper provides empirical findings, in the form of a longitudinal study, that is both distinctive and insightful in terms of understanding how media firms have adapted their strategies, resources and capabilities in order to successfully transform their businesses and produce superior corporate financial performance.

Keywords: Dynamic Capabilities, Strategic Transformation, Adaptation, Strategy, Corporate Financial Performance.

The UK Media Industry operates in a highly turbulent environment, and one that is primarily chara... more The UK Media Industry operates in a highly turbulent environment, and one that is primarily characterised by rapid changes in digital technologies and the threat of new competitive entrants. These new competitive dynamics mean that traditional TV broadcast companies no longer act as the sole intermediaries of mediated content. Indeed, innovative Internet Protocol TV (IPTV), Web TV and streaming services are making significant in-roads into traditional audience market share, particularly amongst the younger demographic.
This type of competitive environment makes it difficult for executives who are responsible for planning and executing Corporate Level Strategy. This in turn places increased scrutiny on the strategic planning tools that are used to undertake a comprehensive analysis of the competitive dynamics and inform strategy formulation.
This paper presents empirical findings and reflections on a scenario planning project that sought to develop a long-term Corporate Level Strategy for YouTube. As such, it is positioned within the ‘Strategy as Practice’ domain as it combines academics with an interest in the practice of management, with business practitioners. This view of strategy focuses on the ‘doing of strategy’ and is particularly interested in the methods and tools that executives use to develop organisational strategy in times of uncertainty.

The past decade has seen a transformation in the way media organizations have managed their busin... more The past decade has seen a transformation in the way media organizations have managed their businesses. The emergence of digitalization has paved the way for new media technologies, a proliferation of media outlets and multiple platforms to distribute mediated content. The work of Picard (2002), Kung (2008) and Oliver (2013) demonstrated the nature of high velocity media market conditions, whilst Doyle (2013, p.35) noted that “media firms have naturally adapted” their businesses, in response to the dynamic nature of the media environment, as a means to protect and sustain their company.
This paper proposes that media firms manage their business and strategies through a process of adaptation. As such, organizational adaptation is examined through the lens of Dynamic Capabilities Theory (Teece and Pisano, 1994) which is well placed to consider how media firms have adapted (Ambrosini, Bowman & Collier 2009) to a transformational context heavily influenced by technological innovation. This paper will present the findings from a survey of UK media executives and argue that Dynamic Capabilities Theory can be extended to consider the ‘ability’ of a media organization to adapt their strategies, business model, resources and capabilities, faster than their rivals, that can provide them with an Adaptive Advantage in the market place.

Keywords: Adaptive Advantage, Dynamic Capabilities, Competitive Advantage, Adaptation, Business Strategy, Business Model, Media Management, Media Strategy.

Strategic Management Society Conference, Jun 20, 2013

The past decade has seen a transformation in the way television broadcasters have managed their b... more The past decade has seen a transformation in the way television broadcasters have managed their businesses. This paper examines the ‘dynamic capability’ of two UK television broadcasters, BskyB and ITV, and their ability to adapt and transform themselves into multi-product, multi-platform media companies. Using Comparative Financial Analysis and Content Analysis of company Annual Reports, it compares and contrasts operating ratios in a time series, to gauge each company’s historical performance over time, whilst also providing inter-company comparisons. It also illustrates how the strategic management of media firms can be significantly different for two companies operating in the same sector.

This research demonstrates an original contribution to knowledge in two areas. Firstly, it provides evidence of the dynamic capability performance effects of significant players in UK television broadcasting. Secondly, it extends the limited debate in literature on how to measure dynamic capability performance.

Conference Paper, Feb 2011

""The past decade has seen a transformation in the way television broadcasters have managed their... more ""The past decade has seen a transformation in the way television broadcasters have managed their businesses. The worlds of media and communications have collided, giving rise to new media technologies and platforms, digitalisation and fundamental changes in television consumption habits. These changes have created a brave new world of opportunity for some broadcasters and a significant threat for others. But how have television broadcasters met these challenges and how have they adapted to a competitive media environment that is characterised by uncertainty?

This paper examines an area of media management that can be considered as virgin territory by researchers. That is, the notion of the ‘dynamic capability’ of UK television broadcasters and their ability to adapt and transform themselves into multi-product media companies. The concept of Dynamic Capability has generated a range of definitions, interpretations and strands of inquiry in strategic management literature, making for an eclectic mix of knowledge. Essentially, the notion of dynamic capability is underpinned by four premises. Firstly, it is concerned with organisational change. Secondly, that this change involves a process of adaptation centred on an organisations ability to renew capabilities and competencies. Thirdly, that this adaptation process requires deliberate resource investment in new organisational learning and processes that aim to produce positive effects on corporate performance and competitive advantage over time. Fourthly, that this process of adaptation occurs in a compressed timescale due to the fast changing nature of market conditions.

This paper examines these principles in relation to BskyB and ITV using Comparative Financial Analysis and Content Analysis of company Annual Reports. In doing so, it compares and contrasts operating ratios in a time series, to gauge each company’s historical performance over time, whilst also providing inter-company comparisons. It also illustrates how the management of media firms can be significantly different for two companies operating in the same sector.

This research demonstrates an original contribution to knowledge in two areas. Firstly, it provides evidence of the dynamic capability performance effects of significant players in the UK television broadcasting. Secondly, it extends the limited debate in literature on how to measure dynamic capability performance.

Key words: Dynamic Capability, Television Broadcaster, New Media, Performance Measurement, Comparative Financial Analysis.

The UK television industry operates in a highly turbulent environment characterised by the rapid ... more The UK television industry operates in a highly turbulent environment characterised by the rapid changes in; regulation, technology, audience behaviour and new media consumption. This competitive environment makes it difficult for television companies to identify strategies for growth and may indeed place their very survival at risk.This paper investigates the future of the non-terrestrial television broadcasters (NTBs)in the UK and examines how they can maintain and develop their position as major outlets for television consumption over the next five years.Empirical data was collected using a scenario planning methodology which is widely known for its value in addressing environmental uncertainty by illustrating the future as having a limited number of plausible outcomes. A range of experienced industry practitioners participated in the development of four future scenarios, based on the degree of technological convergence and the number of television gatekeepers present in the industry. Having evaluated the implications of each scenario, and identified a number of early indicators that would signpost which was most likely to come about,the participants suggested three strategic options that non-terrestrial television broadcasters might adopt to compete effectively. These strategies included; investing in and owning original and exclusive content; forming strategic partnerships with other media companies; making significant investment in channel brands.

This paper examines the concept of media firm sustainability by investigating the dynamics of the current UK media environment and the efficacy of media firm strategy and resource management. As such, issues of media firm sustainability will be examined through the lens of Dynamic Capabilities Theory (Teece and Pisano, 1994) which is well placed to consider how media organizations have adapted (Ambrosini, Bowman & Collier 2009) to a transformational context heavily influenced by technological innovation. This paper argues that it is the ability of a media organization to adapt and refresh their resource base, capabilities and competencies that can provide them with an advantage in the market place. As such, this paper argues that Adaptive Advantage should be a prime consideration for media firms operating in the type of high velocity market conditions that can threaten the sustainability of their business.

This paper will present the findings from a survey of UK media executives and argue that Dynamic Capabilities Theory can be extended to consider not only the adaptation of organizational strategy and resources, but the notion that a media firm can gain an Adaptive Advantage over their competition, and therefore, provide the basis for the long-terms sustainability of their business.

The competitive dynamics of many industries have changed considerably over the past decade and pe... more The competitive dynamics of many industries have changed considerably over the past decade and perhaps none more so than in news media. There is no doubt that this industry continues to undergo structural changes that compel news media firms to adapt and transform their business in response to the dynamic nature of media environment (Oliver, 2012; 2014). Indeed, many scholars have written extensively of the influence that the digital media environment has had on news businesses in terms of organizational value chains, profitability and their strategic adaptation to an environment disrupted by innovative new media technologies (Kung, 2008; Picard, 2010; Coates Nee, 2013; Neilsen, 2014; Schlesinger and Doyle, 2015).
Industries have long been examined by researchers from a strategic perspective with various themes of inquiry relating to; industry structure and positioning, industry evolution and development, industry lifecycle, industry change and industry consolidation. Fundamentally, this body of knowledge emphases the importance of an organisation’s strategic fit with their competitive environment to achieve competitive advantage. This paper argues that ‘industry analysis’ could usefully draw on Dynamic Capabilities Theory (Teece, Pisano and Shuen, 1997) which argues for the strategic adaptation and reconfiguration of news media firm resources and capabilities in order to address a rapidly changing competitive environment. The increasingly dynamic nature of news media provides an ideal context to examine the dynamic capabilities exhibited at industry level, and whilst questions of industry analysis have been extensively covered in the field of strategic management, there is a dearth of literature that examines dynamic capabilities at industry level, and more specifically, UK news media.
This paper will present empirical findings from a comparative time-series analysis (1997-2013) of the UK Publishing Industry and compare it to other industries categorised within the UK Creative Industries. Using descriptive statistics, this research will examine two key resource based metrics: the number of employees and the Gross Value Added by each industry. In doing so, this analysis will extend the limited knowledge on industry level dynamic capabilities and inter-industry performance and provide an insight into how the UK Publishing Industry has adapted to digital media over two decades change and turbulence.

Keywords: Dynamic Capabilities, Industry Analysis, Creative Industries, Publishing, Media Management.

An introductory lecture to MA Media Management students. The lecture evaluates different marketin... more An introductory lecture to MA Media Management students. The lecture evaluates different marketing definitions and how these have changed over time. It also differentiates between Corporate Strategy, Marketing Strategy and Marketing Plan and introduces market and brand orientations.

4. Philosophical Orientations (Market v Brand)

5. The 7 Ps Marketing

6. Marketing Strategy & Ethics

This lecture to MA Media Management students introduces macro and micro analysis and concludes wi... more This lecture to MA Media Management students introduces macro and micro analysis and concludes with an assessment of the Dynamics of the Environment.

This lecture to MA Media Management students introduces the concepts of market segmentation, targ... more This lecture to MA Media Management students introduces the concepts of market segmentation, targeting and positioning. The are many examples of how this is done in UK media.

This lecture to MA Media Management students introduces the idea of offensive and defensive strat... more This lecture to MA Media Management students introduces the idea of offensive and defensive strategies and provides examples from the media industry.

 Doctoral research requires a substantial amount of financial, emotional and time investment, fr... more  Doctoral research requires a substantial amount of financial, emotional and time investment, from both supervisor and student  Over an extended period  The way a supervisors 'manages' the journey has implications for the student and their research  Supervisor-student relationship is likened to that of a marriage. Both parties need to find common ground on which to fruitfully work together (Graves and Varma, 1997:81)

In his seminal work, On War, originally published in 1832, Prussian general and military theorist... more In his seminal work, On War, originally published in 1832, Prussian general and military theorist Carl von Clausewitz presented the concept of the ‘Fog of War’. A phrase that has become synonymous with the inherent uncertainty and confusion that characterises the ambiguity of military battle where “three-fourths of those things upon which action in war is calculated, are hidden more or less in the clouds of great uncertainty”(p.42). This expression acts as a useful metaphor to describe the industry and market dynamics that subscription-video-on-demand (SVOD) streaming firms find themselves operating in, that is, uncertainty.

This presentation covers the emergence of the SVOD industry, its current status and future direction of travel in a post-pandemic environment. It argues that the SVOD industry will consolidate in the near-term as SVOD players focus their corporate objectives on profitability, economies of scale and operational efficiency. The outcome of this strategic approach will see SVOD firms merge or be acquired leaving the stronger players with an opportunity to exert greater levels of market power to control prices and costs through ‘scale advantage’ in European markets.

Media brand architecture: managing network, channel, programme and talent personalities

How to develop a distinctive digital brand and effective network

“World Class defined and enabled” is the strapline used by the leading global business transforma... more “World Class defined and enabled” is the strapline used by the leading global business transformation consultancy, The Hackett Group.

Christopher Davenport, a Director at the The Hackett Group, recently co-hosted a business engagement event on Digital Strategy and Business Transformation with Dr John Oliver from the Advances in Media Management research group. The event was held in London and formed part of a British Academy/Leverhulme Trust funded project into the successful digital transformations of media firms.

The event was attended by senior business executives from the likes of Ofcom, The Financial Times, Astrazeneca and Bell Pottinger who commented that is was an “excellent event” that provided not only different perspectives on digital transformation, but new ideas and tools that will help them to be more effective in managing business transformation within their firms.

Dr Oliver commented that “Chris Davenport and The Hackett Group have been immensely helpful and supportive in developing methodological ideas and ultimately the dissemination of the research findings”. The feedback from the event participants was highly positive and that it provided a useful platform to discuss and share their experiences of managing the complexity of the digital environment.

The University of Glasgow Open Innovation Design Jam competition. Design jams are short, intensiv... more The University of Glasgow Open Innovation Design Jam competition. Design jams are short, intensive brainstorming sessions in which teams develop innovative solutions to challenges. This event is an opportunity for innovators and businesses to explore open, collective and user-led innovation. Following presentations by leading experts in management strategy, teams will form and compete to solve business model challenges involving open or collectively managed IP inputs

This presentation to the Media Research Group (London) disseminated the latest trends on the UK M... more This presentation to the Media Research Group (London) disseminated the latest trends on the UK Media Industry. The findings were gathered from media executives responsible for strategy and other functional areas of 'blue chip' media firms.

Keywords: Dynamic Capabilities, Industry Analysis, Creative Industries, Publishing, Media Management.

This is a short video from the International workshop on Media Brands at the University of Zurich... more This is a short video from the International workshop on Media Brands at the University of Zurich (Switzerland)

Dr. John Oliver speaks at The European Television & Media Academcy (etma) in Strasbourg introduci... more Dr. John Oliver speaks at The European Television & Media Academcy (etma) in Strasbourg introducing scenario planning as a tool for media corporations and entrepreneurs to analyse their competitive environment in different potential scenarios in the future. The video extract is taken from the unit "Corporate Strategy" and provides an overview of the foundations of scenario planning in today's media economy, particularly regarding television and broadcasting. The video was recorded during an onsite session of etma's Media Management Distance Learning Programme (DLP) programme.

"The past decade has seen a transformation in the way television broadcasters have managed their ... more "The past decade has seen a transformation in the way television broadcasters have managed their businesses. The worlds of media and communications have collided, giving rise to new media technologies and platforms, digitalisation and fundamental changes in television consumption habits. These changes have created a brave new world of opportunity for some broadcasters and a significant threat for others. But how have television broadcasters met these challenges and how have they adapted to a competitive media environment that is characterised by uncertainty?

This research demonstrates an original contribution to knowledge in two areas. Firstly, it provides evidence of the dynamic capability performance effects of significant players in the UK television broadcasting. Secondly, it extends the limited debate in literature on how to measure dynamic capability performance.

Key words: Dynamic Capability, Television Broadcaster, New Media, Performance Measurement, Comparative Financial Analysis.

The competitive dynamics of many industries have changed considerably over the past decade, and p... more The competitive dynamics of many industries have changed considerably over the past decade, and perhaps, none more so than in the Media Industry. Industries have long been examined by researchers from a strategic perspective with various themes of inquiry relating to; structure and positioning, evolution and development, lifecycle, change and consolidation. Fundamentally, this body of knowledge emphasises the importance of an organisation’s strategic fit with their competitive environment. This paper extends our knowledge of industry analysis into the domain of dynamic capabilities. As such, it examines the notion of dynamic capabilities existing at industry level and in doing so it presents the findings from a survey of UK media executives into the existence dynamic capabilities in the UK Media Industry.

This presentation provides an overview of how mixed methods research is being used in my media ma... more This presentation provides an overview of how mixed methods research is being used in my media management research. It explains that all research should start with a declaration of your research philosophy. In my case, a Pragmatic Philosophy first advocated by American educationalist John Dewey.

The competitive dynamics of many industries have changed considerably over the past decade, and p... more The competitive dynamics of many industries have changed considerably over the past decade, and perhaps, none more so than in the Media Industry. Industries have long been examined by researchers from a strategic perspective with various themes of inquiry relating to; industry structure and positioning, industry evolution and development, industry lifecycle, industry change and industry consolidation. Fundamentally, this body of knowledge emphases the importance of an organisation's strategic fit with their competitive environment. This paper extends our knowledge of industry analysis into the domain of dynamic capabilities. As such, it examines the notion of dynamic capabilities existing at industry level and in doing so it presents the findings from a survey of UK media executives into the existence dynamic capabilities in the UK Media Industry. The convergence of media industry capabilities The increasingly dynamic nature of the media environment provides an ideal context to ...

Social Science Research Network, Jul 1, 2010

This paper explores the impact that consolidation has had on the UK's Independent Television Prod... more This paper explores the impact that consolidation has had on the UK's Independent Television Production Industry over the past decade and how this process had affected the management of different sized production companies. In-depth interviews with a number of influential professionals revealed five themes: the management of small companies, post acquisition, had not changed; economies of scale can be attributed to an increase in scale; medium sized companies would find it increasingly difficult to compete; the emergence of the Super Indie had not stifled creativity in the industry; a key driver in the consolidation process is that of individual gain.

The UK Media Industry operates in a highly turbulent environment, and one that is primarily chara... more The UK Media Industry operates in a highly turbulent environment, and one that is primarily characterised by rapid changes in digital technologies and the threat of new competitive entrants. These new competitive dynamics mean that traditional TV broadcast companies no longer act as the sole intermediaries of mediated content. Indeed, innovative Internet Protocol TV (IPTV), Web TV and streaming services are making significant inroads into traditional audience market share, particularly amongst the younger demographic. This type of competitive environment makes it difficult for executives who are responsible for planning and executing Corporate Level Strategy. This in turn places increased scrutiny on the strategic planning tools that are used to undertake a comprehensive analysis of the competitive dynamics and inform strategy formulation. This paper presents empirical findings and reflections on a scenario planning project that sought to develop a long-term Corporate Level Strategy for YouTube. As such, it is positioned within the 'Strategy as Practice' domain as it combines academics with an interest in the practice of management, with business practitioners. This view of strategy focuses on the 'doing of strategy' and is particularly interested in the methods and tools that executives use to develop organisational strategy in times of uncertainty.

Media brands have personalities, but how are these personalities managed across a brand architect... more Media brands have personalities, but how are these personalities managed across a brand architecture that consists of a network, channels, programmes and programme talent? This paper examines the issue of media brand management through the lens of brand personality. It argues that an effective brand management strategy needs to ensure coherence across the multiple brand personalities present within the brand architecture. The research on media branding has become increasingly prominent to the extent that it is now a distinct and quickly evolving discipline (Ots, 2008; Chan-Olmsted and Kim, 2010; Siegert et al 2015). Whilst this research adds to our understanding of brands that exist in a media context, we also believe that our findings could lay the foundations for generalizability on how to manage multiple brand personalities within a broader architecture. Our research draws on the seminal work of Aaker (1997) and her conceptualisation of brand personality as the human characterist...

What you might already know  The Creative Industries have been one of the UK's major economic su... more What you might already know  The Creative Industries have been one of the UK's major economic successes with Gross Value Added (GVA) increasing from 3.96% (£31,205m) to 5.04% (£76,909m) of the total UK economy between 1997-2013.

International Journal On Media Management, Jan 19, 2020

The aim of this survey is to understand the changing nature of the UK media environment and the c... more The aim of this survey is to understand the changing nature of the UK media environment and the current and emerging trends in the outlook and management practices of media executives. This is the second year that the survey has run, and already we are seeing immense changes in the way media firms are adapting to a changing competitive landscape. The most striking finding in our survey is the outlook for the UK Media Industry. Last year, 70% of media executives were positive in their outlook for the industry in 2013. Only 12 months later, and this optimistic outlook had risen to 94%! It suggests that the green shoots of recovery have well and truly sprouted. Another purpose of our survey is to identify the management tools that media companies are using, and how satisfied they are with them. We hope that reports like this will provide media executives with a better understanding of the management tools at their disposal and how these can be used to improve performance in a number of...

Action learning encourages individual reflection, insightful questioning and assumption breaking ... more Action learning encourages individual reflection, insightful questioning and assumption breaking that result in changes in attitude and behaviour. This learning process provides the potential to explore and solve complex organizational problems, such as, the question of how to develop a future business strategy. Existing literature on the process of strategy making presents a multi-faceted debate, with the ‘Learning School’ of strategic management being one of the main approaches to conceptualise strategy formation. This school of thought suggests that strategy making is a process of emergent learning over time, where strategy makers critically reflect on past experience and adapt their strategies accordingly. Learning from action, change and reflection, is therefore, considered to be more useful in strategy making than formal analysis and subsequent strategy formulation. The premises of the Learning School of strategy making are similar to the premises of action learning, yet, the ...

Businesses increasingly find themselves competing in highly dynamic markets, making visibility of... more Businesses increasingly find themselves competing in highly dynamic markets, making visibility of the future limited and the strategic way forward ambiguous. This report presents the findings from a survey of UK media executives and identifies their outlook for the industry, and an evaluation of their usage and satisfaction with the tools that they use to manage their businesses. The survey found four strong themes amongst media executives. These were related to the launch of new products and services, seeking innovation through collaborative partnerships, leveraging their brand and content through new platforms, and uncertainty regarding the future direction of the industry.

The aim of this survey is to understand the changing nature of the UK media environment, emerging... more The aim of this survey is to understand the changing nature of the UK media environment, emerging trends and the management practices of media executives. This is the third year that the survey has run, and already we are seeing immense changes in the way media firms are adapting to a changing competitive landscape. Over the past three years we have asked media executives to comment on their outlook for the UK Media Industry in the year ahead. Overall, their outlook has been optimistic, but continued economic uncertainty still casts a shadow over the operating environment. This year, 89% of media executives were positive in their outlook for the industry in 2015 – down from 94% last year. The majority of media executives (62%) also commented that the industry was experiencing a high rate of turbulence and that it was difficult to protect their core business whilst building new revenue streams. In the previous two years we have identified the management tools that media companies wer...

Journal of Media Business Studies, 2010

Abstract This paper explores the impact that consolidation has had on the UK’s Independent Televi... more Abstract This paper explores the impact that consolidation has had on the UK’s Independent Television Production Industry over the pastdecade and how this process had affected the management of differentsized production companies. In-depth interviews with a number of influential professionals revealed five themes: the management of smallcompanies, post acquisition, had not changed; economies of scale can beattributed to an increase in scale; medium sized companies would find it increasingly difficult to compete; the emergence of the Super Indie had not stifled creativity in the industry; a key driver in the consolidationprocess is that of individual gain.

Strategic Direction, 2014

Purpose – The purpose of this paper is to provide an overview of the key strategic questions that... more Purpose – The purpose of this paper is to provide an overview of the key strategic questions that need to be considered when evaluating whether or not to extend a company’s reach across multiple digital platforms. Design/methodology/approach – The viewpoint presented in this paper reflects both the practical experience of conceiving, launching and implementing a multi-platform digital strategy, combined with an academic insight into branding and strategic resource allocation and management. Findings – Before extending the digital footprint, executives need to consider several key questions that will impact on the relative success of their digital strategy. Practical implications – A digital strategy that extends a company’s reach across multiple platforms needs to be considered in terms of delivering against corporate- and business-level strategy to be effective. Originality/value – This paper presents a unique combination of practical experience fused with academic knowledge on the...

Journal of Media Business Studies

ABSTRACT Digital technologies have transformed the way many media organisations have conducted th... more ABSTRACT Digital technologies have transformed the way many media organisations have conducted their business over the past two decades. This transformational context raises a number of important questions for media management researchers. Firstly, how have media firms adapted their strategies, resources, and capabilities in response to the challenges presented by an increasingly digital environment? Secondly, how have these adaptive practices affected their corporate financial performance? This paper advances our theoretical understanding of media firm transformation by using a multidisciplinary approach that draws on knowledge from corporate strategy, dynamic capabilities, and firm performance. This integrated approach provides a more holistic view of strategic business transformation by understanding the strategic arguments that compel firm’s to reconfigure their resources and capabilities in a dynamic business environment.

SSRN Electronic Journal

However, there are some studies that specifically focus on functions of HRM in media organization... more However, there are some studies that specifically focus on functions of HRM in media organizations. Becker, Vlad and Martin (2006) address how changes in the US newspaper labor market has impacted hiring trends. They discovered that large US daily newspapers tend to hire only experienced journalists (Becker, Vlad & Martin, 2006). This trend would suggest that media organizations will have to invest in training if they want to keep a more experienced journalist up-to-date with technological advancements. The main study from JMM that directly addressed SHRM practices was Adams-Bloom's (2009) exploration into high performance work organizations (HPWO) initiatives. This study discovered evidence of HPWO practices (profit sharing, feedback and non-monetary rewards) were more prominent in news organizations then professional development, such as training, advance certification or conferences. Adams-Bloom (2009) concluded "measurement of HPWO success is dependent on demonstrating increases in productivity and profitability" (p. 142). This infers that more research is needed on the how performance can impact productivity. Dekoulou, Pühringer, Georgakarakou & Tsourvakas (2010) elaborated on how an organizational learning culture could improve performance amongst journalists, especially those desiring to attend advanced training. The implications for SHRM were clearly linked to the need to evaluate human resource development practices and engagement; although, studies in the past decade have brought mainstream SHRM conversations into media management literature. Overall, it is evident that media management scholars have many opportunities to advance understanding of how HRM practices can be improved and tailored to the changing environment. Media companies and their employees need to remain adaptive A dynamic media environment is being driven, primarily, by technological influences and change. Media firms need to adapt to this turbulent environment and realign their SHRM policies in accordance with the strategic management of their organization (Shameem & Khan, 2012). Commonly, HR tasks such as recruitment, retention and performance of employees are not industry specific, but competencies of management relating to creative talent management, digital technology that constantly evolve and continuous innovation do influence standard HR functions (Artero & Manifredi, 2016). A central tenet of our discussion is that media firms and their employees need to remain adaptive, particularly as firms that adapt fastest can achieve a competitive advantage over rivals (Oliver, 2016). Research by Reeves and Deimler (2011) and Reeves, Love and Nishant (2012) presented a powerful argument for media firm adaptation. They examined the volatility in the US Media Industry between 2005-2011 and concluded that during periods of turbulence in demand, competition and profit margins, firms that outperformed others did so due to their ability to interpret and adapt to signals of impending market volatility. Their research indicated that DirecTV, Time Warner Cable and The Walt Disney Co. had all outperformed their industry rivals (including Omnicom Group, The Washington Post, Viacom, Cablevision Systems and Thomson-Reuters) because of their proficiency to rapidly adapt their businesses to volatile operating conditions. Central to these adaptive media firm practices and processes is the role that human capital or employees played as a key strategic resource in delivering superior business performance (Wang, Jaw & Tsai, 2012).

Customer retention is considered to be one of the key areas for most service providers in the UK ... more Customer retention is considered to be one of the key areas for most service providers in the UK Health and Fitness Industry. Much of the existing research and activity concerning customer retention is considered at a tactical, operational level with little emphasis being placed on the strategic considerations that an organisation needs to consider in order to move toward a customer-centred philosophy. This paper suggests that customer retention levels can be improved by thinking more strategically about the organisational purpose, its resources and customers.

Digital technologies have disrupted and transformed the way many media organisations have managed... more Digital technologies have disrupted and transformed the way many media organisations have managed their business over the past two decades. The overarching theme of the body of research presented in this paper is the ‘management of media firms’ in a disruptive digital environment, and as such, three crucial questions have underpinned the research strategy. These questions examined: how media firms had managed the digital transition; how media firms are managed; and how can long-term media strategy be developed in an uncertain business environment. These questions were investigated using a practice-led research approach where the media practice context helps to advance knowledge ‘about’ practice and ‘within’ practice to produce actionable knowledge, implementable validity and instrumental impact with stakeholders.

This presentation examines the strategic context (past, present, future) of the subscription vide... more This presentation examines the strategic context (past, present, future) of the subscription video on demand industry. It was presented at the Digital Agenda summit (Cyprus) in October 2023.

European Media Management Association Conference , 2022

Investments in research and development (R&D) are one of the most crucial decisions that senior l... more Investments in research and development (R&D) are one of the most crucial decisions that senior leadership teams can make in the management of media firms. An extensive body of research indicates that some firms are more ‘culturally orientated’ toward R&D investments and see it as the key driver in delivering new products and services, which in turn, leads to future competitive advantage and improved market performance (Hurley and Hult, 1998; Han et al, 1998, Ruef, 2002; Langerak et al, 2004; Meyerson, 2016; McKelvey and Saemundsson, 2018; Oliver, 2019).
This firm orientation toward R&D and innovation is largely determined by media firm CEOs who set organizational vision, drive investment decisions and strategic actions toward innovation (Hensmans, et al, 2013; Reeves et al, 2015; Kung, 2017; and Oliver, 2018).

This paper investigates how a crisis event resulted in the longterm decline in media-tech firm p... more This paper investigates how a crisis event resulted in the longterm decline in media-tech firm performance. The research developed an intellectual bridge and transfer of knowledge between the previously discrete fields of Strategic Management and Epigenetics. The study used a multi-method approach consisting of the critical incident technique, longitudinal content analysis of
corporate annual reports and financial analysis which divided the data into “what happened before the crisis event” and “what happen after the crisis event”. The paper concludes that by examining failed corporate turnaround and chronic performance through the lens of epigenetics, we are better able to understand how a crisis event can create transgenerational responses which result in adaptive cultural norms that combine to consolidate corporate underperformance.

Digital technologies have disrupted and transformed the way many media organisations have managed... more Digital technologies have disrupted and transformed the way many media organisations have managed their business over the past two decades (Picard, 2002; Oliver, 2014; Kung, 2017). Whilst many media organizations have been exposed to continual levels of turbulence and market disruption, digitalisation has also acted as a catalyst for technological innovation.
The overarching theme of this paper of research is the ‘management of media firms’ in a disruptive digital environment, and as such, three crucial questions have underpinned the research strategy. These questions examined: how media firms are managed; how have media firms managed the digital transition; and how can long-term media strategy be developed in an uncertain business environment. These questions were investigated using a practice-led research approach where the media practice context helps to advance knowledge ‘about’ practice and ‘within’ practice to produce instrumental impact.
The answers to these questions are illustrated with theory-driven and practically-oriented case studies that demonstrate the relationship between theory and practice and show the impact of actionable knowledge (Greenwood & Levin, 1998) on influencing media firm strategy, business practice and media policy and regulation. As Argyris (2003, p.1179) concluded, “learning occurs when understanding, insight and explanations are connected with action”. Furthermore, he argued that academic communities should concentrate on generating knowledge that was useful to solving the problems that practitioners faced in their everyday working lives. Indeed, he presented a strong case for the implementable validity of management research and concluded that researchers should not be content with understanding and explaining organisational phenomena in a way that has internal and external validity, but should also seek to create ‘actionable knowledge’ to assess theory in use.
In a similar line of argument, this paper argues that if media management is to flourish in the coming years, it should consider the benefits of theoretical development working in tandem with actionable research and implementable validity. As Mierzejewska (2018, p.29) noted, the media management academy “need to do more to share our work with practitioners and help them solve problems as well as engage in discussion to increase the relevance of our work”. In essence, this paper will present a series of case studies that illustrates the commitment of the researcher to develop actionable knowledge, implementable validity and the creation of instrumental impact with media practice.

Keywords: Dynamic Capabilities, Strategic Transformation, Adaptation, Strategy, Corporate Financial Performance.

The business environment for many firms is rapidly changing and is becoming increasingly uncertai... more The business environment for many firms is rapidly changing and is becoming increasingly uncertain due to the disruption caused by new digital technologies, deregulation, new business models and the threat of new competitive entrants.
This dynamic competitive environment increases the level of uncertainty for senior executives and strategic planning teams who have responsibility for the strategic development of the firm, particularly in terms of the future direction, scope and the strategy required to deliver on corporate objectives. This in turn, places increased scrutiny on the strategic planning tools that are used to undertake a rational and comprehensive analysis of the competitive dynamics that inform strategy formulation.
This paper presents empirical findings and reflections on a scenario planning project that sought to develop a long-term Corporate Level Strategy. Whilst Scenario Planning is an established constituent of the ‘strategist’s tool box’ the increasing level of dynamism and uncertainty in many markets has meant that it has seen a resurgence in usage. This paper presents empirical findings on how the scenario planning tool was selected and applied before reflecting on the individual and organisational outcomes of using Scenario Planning to develop organizational strategy in uncertain market conditions.

The past decade has seen a transformation in the way media organizations have managed their bus... more The past decade has seen a transformation in the way media organizations have managed their businesses. The emergence of digitalization has paved the way for new media technologies, a proliferation of media outlets and multiple platforms to distribute mediated content. The work of Picard (2002), Kung (2008) and Oliver (2013) demonstrated the nature of high velocity media market conditions, whilst Doyle (2013, p.35) noted that “media firms have naturally adapted” their businesses, in response to the dynamic nature of the media environment, as a means to protect and sustain their company.
This paper proposes that media firms manage their business and strategies through a process of adaptation. As such, adaptation will be examined through the lens of Dynamic Capabilities Theory (Teece and Pisano, 1994) which is well placed to consider how media organizations have adapted (Ambrosini, Bowman & Collier 2009) to a transformational context heavily influenced by technological innovation. This paper also argues that it is the ‘ability’ of a media organization to adapt their strategies, business model and resources that can provide them with an advantage in the market place.
This paper will present the findings from a survey of UK media executives and argue that Adaptive Advantage and argue that Dynamic Capabilities Theory can be extended to consider not only the adaptation of organizational strategy and resources, but the notion that a media firm can gain an Adaptive Advantage over their competition, and therefore, provide the basis for the long-term sustainability of their business.

Keywords: Adaptive Advantage, Dynamic Capabilities, Competitive Advantage, Adaptation, Business Strategy, Business Model, Media Management, Media Strategy.

European Media Management Association Conference, 2019

Digital technologies have disrupted and transformed the way many media organisations have managed... more Digital technologies have disrupted and transformed the way many media organisations have managed their business over the past two decades. The overarching theme of the body of research presented in this paper is the ‘management of media firms’ in a disruptive digital environment, and as such, three crucial questions have underpinned the research strategy. These questions examined: how media firms had managed the digital transition; how media firms are managed; and how can long-term media strategy be developed in an uncertain business environment. These questions were investigated using a practice-led research approach where the media practice context helps to advance knowledge ‘about’ practice and ‘within’ practice to produce actionable knowledge, implementable validity and instrumental impact with stakeholders.