Dynamic Media Management Capabilities: A Case Study

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.

[2]  Gerald J. Miller,et al.  Handbook of strategic management , 2000 .

[3]  Giovanni Gavetti,et al.  Capabilities, cognition, and inertia: evidence from digital imaging , 2000 .

[4]  D. Teece,et al.  The Dynamic Capabilities of Firms: an Introduction , 1994 .

[5]  David J. Miller,et al.  The Resource-Based View of the Firm in Two Environments: The Hollywood Film Studios From 1936 to 1965 , 1996 .

[6]  W. Mitchell,et al.  Path-dependent and path-breaking change: reconfiguring business resources following acquisitions in the U.S. medical sector, 1978–1995 , 2000 .

[7]  D. Teece.  Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance , 2007 .

[8]  D. Teece,et al.  DYNAMIC CAPABILITIES AND STRATEGIC MANAGEMENT , 1997 .

[9]  C. Prahalad,et al.  The Core Competence of the Corporation , 1990 .

[10]  Angela Paladino,et al.  Driving a resource orientation: reviewing the role of resource and capability characteristics , 2007 .

[11]  S. Winter.  Understanding dynamic capabilities , 2003 .

[12]  Raghu Garud,et al.  Strategic Change Processes , 2006 .

[13]  David C. Mowery,et al.  Measuring Dynamic Capabilities: Practices and Performance in Semiconductor Manufacturing , 2009 .

[14]  D. Leonard-Barton.  CORE CAPABILITIES AND CORE RIGIDITIES: A PARADOX IN MANAGING NEW PRODUCT DEVELOPMENT , 1992 .

[15]  Dan Steinbock,et al.  Building dynamic capabilities: The wall street journal interactive edition: A successful online subscription model (1993–2000) , 2000 .

[16]  Véronique Ambrosini,et al.  Dynamic Capabilities: An Exploration of How Firms Renew Their Resource Base , 2009 .

[17]  Constance E. Helfat.  Guest editor's introduction to the special issue: the evolution of firm capabilities , 2000 .

[18]  Eppen Gd,et al.  Bundling--new products, new markets, low risk. , 1991 .

[19]  Brian Leavy,et al.  The Concept of Learning in the Strategy Field , 1998 .

[20]  P. Jarzabkowski.  Strategy as Practice: Recursiveness, Adaptation, and Practices-in-Use , 2004 .

[21]  T. Lawton,et al.  Designing lobbying capabilities: managerial choices in unpredictable environments , 2011 .

[22]  John J. Oliver.  Winning in High Velocity Markets: The Case of BskyB , 2012 .

[23]  Urban Ljungquist,et al.  Core competency beyond identification: presentation of a model , 2007 .

[24]  Erwin Danneels.  The dynamics of product innovation and firm competences , 2002 .

[25]  Gianmario Verona,et al.  Dynamic Capabilities Deconstructed: A Bibliographic Investigation into the Origins, Development, and Future Directions of the Research Domain , 2010 .

[26]  R. Grant.  The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation , 1991 .

[27]  Kathleen M. Eisenhardt,et al.  DYNAMIC CAPABILITIES, WHAT ARE THEY? , 2000 .

[28]  Constance E. Helfat,et al.  Product Sequencing: Co-Evolution of Knowledge, Capabilities and Products , 2000 .

[29]  Maurizio Zollo,et al.  Deliberate Learning and the Evolution of Dynamic Capabilities , 2002 .

[30]  Taïeb Hafsi,et al.  Strategizing through the capability lens: sources and outcomes of integration , 2007 .