Prof. Dr. John J Oliver - Profile on Academia.edu (original) (raw)

Academic Papers by Prof. Dr. John J Oliver

International Journal on Media Management, 2025

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 (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' which is important given that firm innovation is essential for driving economic growth and improving competitiveness.

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

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.

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.
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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