Remember Me
Or use your Academic/Social account:


Or use your Academic/Social account:


You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.


Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message


Verify Password:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Oliver, John James
Languages: English
Types: Unknown
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.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Ambrosini, V., Bowman, C. and Collier, N., (2009). Dynamic capabilities: An exploration of how firms renew their resource base, British Journal of Management, vol. 20, no. S1, pp. S9-S24.
    • Ambrosini, V. and Bowman, C. (2009). What are dynamic capabilities and are they a useful construct in strategic management? International Journal of Management Reviews. Volume 11, Issue 1, pp. 29-49
    • Andrews, K. R. (1981). Replaying the board's role in formulating strategy. Harvard Business Review, 58(6), 18-27.
    • Argyris, C. (2004). Reflection and beyond in research on organizational learning. Management Learning, 35(4), 507-509.
    • Chandler, A. D., Jr. (1962). Strategy and structure: Chapters in the history of the industrial enterprise. Cambridge, MA: MIT Press.
    • Bowman, E.H., Singh, H., and Thomas, H., (2007). The Domain of Strategic Management: History and Evolution. In: Pettigrew, A., Thomas. H., and Whittington, R. Handbook of Strategy and Management. Sage Publications, London.
    • Dancy, C. P., & Reidy, J. (2004). Statistics without maths for psychology. Harlow: Pearson Education Limited.
    • De Geus, A, P., 1988. Planning as Learning. Harvard Business Review, March- April, 70-74.
    • Dixon, S., Meyer, K. and Day, M. (2014). Building Dynamic Capabilities of Adaptation and Innovation: A Study of Micro-Foundations in a Transition Economy. Long Range Planning, 47, 186- 205.
    • Naldi,L., Wikström, P., & Von Rimscha, M. B., (2014). Dynamic Capabilities and Performance. An Empirical Study of Audiovisual Producers in Europe. International Studies of Management & Organization. Volume 44, Issue 4, 63-82
    • North, S., & Oliver, J.J., (2014). A strategic look at how to extend your digital footprint, Strategic Direction, Vol. 30 Iss: 7, pp.1 - 3.
    • Oliver, J.J., (2012). Winning in high velocity markets: the case of BSkyB, Strategic Direction, Volume 28, Issue 10, pp. 3 - 5.
    • Oliver, J.J. (2013). Media Management Tools: UK Broadcast Media Executives' Perspective. International Journal on Media Management, 15:4, 245-257.
    • Oliver, J.J. (2014). Dynamic Capabilities and Superior Firm Performance in the UK Media Industry. Journal of Media Business Studies, 11(2): 57-77 (2014).
    • Oliver, J.J. (2016). Dynamic Media Management Capabilities: A Case Study. In: Lowe. G.F. and Brown, C., Managing Media Firms and Industries, Springer International Publishing, Switzerland.
    • Owers, J. & Alexander, A. (2011). Market Reactions to Merger, Acquisition, and Divestiture Announcements in the Media Industries. International Journal on Media Management, Vol 13, No 4, 253-276.
    • Perrott, B.E., (2008). Managing strategy in turbulent environments, Journal of General Management, Vol. 33 No.3, 21-30.
    • Pettigrew, A., Thomas, A. & Whittington, R. (2007). Handbook of Strategic Management. Sage Publications Ltd., London.
    • Porter, M. E. (1985). Competitive advantage. New York: Free Press.
    • Picard, R. G., (2002). The Economics and Financing of Media Companies. Fordham University Press, New York.
    • Post, J. E., Berger, P. D., & Eunni, R. V., (2005). Adapt or adapt: Lessons for strategy from the US telecoms industry”. Journal of General Management, Vol. 31, Issue 1, pp. 83-105.
    • Quinn, J. B. (1980). Strategies for change: Logical incrementalism. Homewood, IL: Irwin.
    • Reeves, M. & Deimler, M., (2011). Adaptability: The New Competitive Advantage. Harvard Business Review. Vol. 89 Issue 7/8, pp.134-141
    • Reeves, M., Love, C., & Mathur, N., (2012). The Most Adaptive Companies 2012. Winning in an Age of Turbulence. (www.bcg.com)
    • Reeves, M., Haanes, K & Sinha, J., (2015). Your Strategy Needs A Strategy: How to Choose and Execute the Right Approach, Harvard Business Review Press. Boston, Massachusetts.
    • Saunders, M., Thornhill, A., & Lewis P. (2009). Research Methods for Business Students. Pearson Education Limited, London.
    • Senge, P.M. (1990). The leader's new work; building learning organisations'. Sloan Management Review, Vol. 32, No.1, pp. 7-22.
    • Steinbock, D. (2000). Building Dynamic Capabilities. The Wall Street Journal Interactive Edition: A successful Online Subscription Model (1993-2000). International Journal of Media Management, Vol.2, No. III/IV, 178-194.
    • Steiner, G. A. (1979). Strategic planning: What every manager must know. NewYork: Free Press.
    • Teece, D.J. & Pisano, G. (1994). The dynamic capabilities of firms: An Introduction. Industrial and Corporate Change, 3, (3), 537-556.
    • Teece, D.J. Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18, (7), 509-33.
    • Tripsas, M. & Gavetti, G. (2000). Capabilities, cognition, and inertia; evidence from digital imaging. Strategic Management Journal, 21, (10/11), 1147-1161.
    • Van de Ven, A.H & Poole, M.S., (1995). Explaining development and change in organizations. Academy of Management Review, 20:510-40.
    • Wang, C. L. & Ahmed, P. K. (2007). Dynamic capabilities: a review and research agenda. The International Journal of Management Reviews, 9, (1), 31-51.
    • Wei, L.Q and Lau, C.M. (2010). High performance work systems and performance: The role of adaptive capability. Human Relations, 63 (10), 1487-1511. Winter, S.G. (2003). Understanding Dynamic Capabilities. Strategic Management Journal, 24, 991- 995.
  • No related research data.
  • Discovered through pilot similarity algorithms. Send us your feedback.

Share - Bookmark

Cite this article