The supply of public interest journalism that serves the needs of citizens in a democratic society has always been scarce in the media marketplace when compared with sensationalism, gossip, entertainment, propaganda, and misinformation. This scarce commodity, whose market value lies in its credibility and depends on costly investments of time and money in professional research, has frequently required a subsidy, which for more than a century was provided by advertising. Now that this subsidy has mostly been devoured by technological platforms such as Google and Facebook, the industry and profession are developing new models focused on user needs and wants with a trend toward public service rather than profit. This paper uses deductive and critical methodologies to identify the most promising business models used by media companies to counteract the decline in public-interest journalism. Our proposal is that an appropriate business model can be the best way to revitalize media companies. The research is based on Chesbrough¿s business model framework applied to 20 leading digital news publications from 16 countries. In addition, we analyze how Covid-19 has impacted those business models.

This paper analyzes the media and entertainment companies' main strategic options about what to do for growing-internationalization or diversification-and how to do it-organic and inorganic growth-in a context of ever growing competition. We identify correlations between those strategies and three basic pillars of managers' decision-making process: growth, profitability, and indebtedness. We conclude that mergers and acquisitions can generate rapid growth, but they are expensive in terms of Return on Investment Capital (ROTC) and they usually increase the leverage of the company. Therefore, the inorganic path could not be the best option for companies with difficulties to get access to capital or for very cyclical businesses. In addition, we identify that vertical integration generates a lower ROIC than horizontal integration, and we show how internationalization strategies increase the profitability of audiovisual companies. We analyze the basic indicators of SO listed companies in the sector that meet three criteria necessary for our study: data transparency, sufficient size of the company, and a certain trajectory that would allow us to study the consequences of the chosen strategies over long periods of time, at least 15 years. We study the firms' evolution from 2010 to 2016 with metrics from the Thomson Reuters database. In that last year, they accounted for 88 percent of global television revenue.

En la industria de los medios, las innovaciones y la creciente competencia requieren un alto grado de liderazgo para mantenerse vigente (Koryak, Mole, Lockett, et al., 2015). El estudio del liderazgo parece ser un tema cada vez más relevante y esta investigación tiene como objetivo conocer en qué medida los líderes (directores y editores) se comportan y entienden sus roles en las salas de redacción chilenas y españolas. Para eso se aplicó un cuestionario con el objetivo de medir e identificar los rasgos de liderazgo que se consideran cruciales, lo que hace posible reconocer a los líderes transformacionales y diferenciar a los líderes eficientes de los ineficaces. Los resultados muestran que los editores creen que tienen la capacidad de inspirar, compartir objetivos y comprender lo que es importante, en contraste con las experiencias laborales de sus empleados, que a menudo tienen una opinión no del todo favorable.

In the media industry, fast innovations and increasing competition require a high degree of corporate leadership (Koryak, Mole, Lockett, et al., 2015). The study of leadership appears to be an increasingly relevant issue. This research aims to find out to what extent leaders (editors and publishers) behave and understand their roles in Chilean and Spanish newsrooms. A questionnaire was applied to measure and identify leadership traits that are considered crucial, thus making possible to acknowledge transformational leaders and differentiate efficient leaders from ineffective. The results show that editors believe they have the ability to inspire, share goals and understand what is important, in contrast with the working experiences of their employees, that often have a low opinion of media companies as places to work.

This article describes the way in which the Catholic faith shapes education at the University of Navarra. The two aspects of the institution's identity, i.e. the Catholic dimension and the university dimension, are not juxtaposed and one is not favoured over the other. Rather, they work together and mutually reinforce each other. The article will present the basic principles of the University's Statement of Core Values, i.e. service, truth, freedom and faithfulness to the Church, and some of the initiatives that are undertaken to put them into practice. What is special about these initiatives is that they aim to promote a reflective institutional culture, since this appears to be the best way to ensure that theoretical identity is consistent with real identity.

This paper aims at providing new insights about audiences¿ opinions concerning the role of advertising and its relation with the perceived quality of TV channels. It analyses Spanish audience's perception of quality of public service broadcasters TVE1 and La 2 before and after the advertising withdrawal in 2010. The goal is identifying if the advertising removal is perceived as an improvement of the quality of TVE. The first conclusion is that a vast majority of the viewers find the channels more attractive now without any advertising than before having it. In addition, gender and age are not significant variables in order to affect this opinion. But the audience educational level does impact their perception: those less educated have a significantly better opinion about the advertising withdrawal than others who are more educated. Both national public service channels (TVE1 and La 2) have improved significantly their quality perception when comparing 2008 and 2012 surveys. They are the only two channels within the Spanish market to obtain a better quality assessment. In fact, all channels tend to maintain or reduce their quality perception in the 2008¿2012 time period.

Media concentration has always been a controversial topic. In any media market, the dominant position of some companies may distort the free flow of information and, as a result, can decrease media pluralism and the quality of democracy. This article analyses 10 media and telecommunications product markets in Spain from 1984 to 2012. With this comprehensive and long-term approach, it concludes that content industries are moderately but increasingly concentrated, while technology industries are highly but decreasingly concentrated.

Purpose ¿ The purpose of this paper is to elucidate the relationship between the political orientation of television viewers and their perception of television programming quality. Design/methodology/approach ¿ Information from a sample of 2,843 viewers is used. Ordinary least square models are estimated to test the theoretical hypotheses. Findings ¿ The results suggest that the ideological position of viewers has a significant bearing on their evaluation of the quality of television channels. They also point to the key role played by news programming in the audience¿s general assessment of channels quality. Research limitations/implications ¿ There are a number of limitations to this research, which are largely related to the data analyzed, since they are cross-sectional and measures based on a single item are used. Future research in this field ought to take the multidimensional nature of the concepts discussed here into greater consideration. Practical implications ¿ If political orientation colors viewer perception of quality television, it seems worthwhile for television schedulers to have more information about the political-ideological profile of their audience, so as to design a more appealing programming range for their target viewers. Regarding the impact of the perceived quality of news programs on the perceived quality of the whole channel, it would make sense for television managers to invest in news programs not only on the basis of the size of the audience ...

This book tells how the media industry has been buffeted by winds that seriously threatened its essential pillars. Free access and Internet development have caused a dramatic drop of the value of contents. The public could often find it at no cost, moving away from media that were poorly differentiated. The industry needs better leaders, managers with vision, who can take risks and break the cycle of systematic imitation of formulas that belong to the past.

Este libro narra cómo una industria estable se vio zarandeada por vientos que amenazaron seriamente sus pilares esenciales. La gratuidad y el desarrollo de Internet hicieron que el valor de los contenidos descendiera dramáticamente. El público encontraba la información y el entretenimiento a menudo sin coste alguno; por eso comenzó a huir de los medios, que estaban poco diferenciados y resultaban previsibles en sus temas y enfoques.

This chapter focuses on how technology and content developments have changed and will continue to change the concept of audience and the relationship between media and their audiences. These developments and their impact on new ways of understanding audiences will constitute central issues in media economics and media management research. More specifically, the aim of this chapter is to analyze three key issues that deserve to be researched more thoroughly to improve understanding of audience behavior and consumer demand in complex times: competition for audiences, audience engagement and audience measurement. The main conclusion of the chapter is that a better understanding of media users‿their interests and preferences, their perception of value, the reasons for their media choices and their satisfaction with their “media diet†‿will be the basis of the best audience research in the years to come.

La transformación digital es parte de cambios profundos en las sociedades post-industriales que afectan a todas las instituciones sociales. Las empresas informativas públicas no son excepciones a esta regla. En la primera fase de esta transición digital, los medios usaban canales digitales para distribuir los contenidos ¿de siempre¿ buscando nuevas fuentes de ingresos (Picard, 2014). Los resultados fueron, cuando menos, decepcionantes. Comienza ahora una etapa en que las empresas necesitan complementar el modelo que reunía grandes audiencias y anunciantes con modelos que faciliten el pago directo y las suscripciones. Apenas estamos empezando a entender el impacto en la gestión de tendencias como la participación, la movilidad o la ¿multimedialidad. En los medios digitales, la participación de las audiencias debería darse por supuesta y existe una tendencia de medios sociales a negocios sociales (Picone, Courtois, & Paulussen, 2014). En cualquier caso, el ¿lenguaje¿ de los medios digitales es diferente al tradicional (Pérez-Latre, 2007; Pérez-Latre & Sánchez-Tabernero, 2014).