Nando Malmelin

Brands and Branding in Media Management—Toward a Research Agenda

This article provides a systematic overview and conceptual analysis of existing research on brands and branding in the literature on media management. The aim is to advance knowledge in the field by mapping out the different ways in which brands are understood and conceptualized in the literature. In doing so, the article identifies overlooked research areas and works toward a research agenda for future scholarly research on the topic. Overall, it is argued that the further development of the area calls for a more systematic theoretical analysis of the nature of media brands and the specific features and complexities of the media field as a strategic business environment where brands are built and managed. The development of the research area would seem to be crucial not only for scholarly reasons, but also because strong brands seem to be gaining strategic value and importance in today’s changing and highly competitive media markets.

Rethinking creativity in journalism: Implicit theories of creativity in the Finnish magazine industry

This article explores conceptions of creativity in the media industry, specifically among professionals of journalism working in the magazine industry. It contributes to the development of the theory of creativity from a media industry perspective and produces new conceptual knowledge about creative media work. The article finds that in the magazine industry, journalistic creativity is understood as a practical and multidimensional concept that can be interpreted and applied in many different ways. The different conceptions of creativity reflect both the traditions of the journalistic profession and the challenges now faced by the media and the magazine industry. It is concluded that creative work in the magazine industry is typically goal driven, commercially minded and collaboratively oriented. Also, creative work in the magazine industry is characterized by ongoing processes of gradual reinvention. Other major creative challenges include the development of new ways of working, new media products and new commercial solutions.

Co-creation of what? Modes of audience community collaboration in media work

This article explores processes of co-creation in the media industry, particularly in the context of magazine media brands. We discuss the content and practices of creative collaboration between editorial teams and online audience communities. Based on two empirical case studies using analytical interviews and focus group discussions, we introduce a new model and framework for analysing co-creative processes. The model of co-creative collaboration is focused on three areas of media work: production, marketing and development. We conclude that co-creative processes between editorial teams and audience communities have a definite impact on the future of media work and media management. Importantly, the work of editorial teams is transformed from content production through creating platform concepts to coordinating, managing and nurturing audience communities.

Managing creativity in change : Motivations and constraints of creative work in a media organisation

This article is concerned with the management of creative journalistic work in a media organisation. It reports and analyses a case study conducted in one of Europes largest media corporations: the focus of the study was a development team of journalists set up and charged with creating and producing a new multi-platform media service and its content. The article discusses the ways in which the creativity of media professionals is supported and managed under the constantly changing conditions of media work and journalistic practices. The study contributes to research on creativity in the media industry, particularly the management of creativity in journalism and media work. The findings identify the key motivations and constraints in relation to creative journalistic work in the media industries under digital transformation. Specifically, media professionals are motivated by the opportunity for developing new skills and competencies as well as chances to create new journalistic products and practices. The article suggests that the skills of change management, communication management and project management are crucial for creative media work.

Audience community as a strategic resource in media work: Emerging practices

This article discusses the role of the online audience community as a strategic resource for media work. It opens up a current perspective on the audience community, which has received scarce attention in research both conceptually and empirically. The article provides an empirical analysis of the various ways in which the audience community can serve as a resource in the work of journalists. The conclusion is that the audience community can have wide-ranging strategic significance and implications for media work and media brands. In particular, observing and connecting with the audience community can help journalists acquire deeper knowledge and understanding of the audience, as well as strengthen commitment and engagement among the audience with the media brand. As a consequence of collaborating with the audience community, new journalistic roles and tasks are emerging.

Managing for Serendipity: Exploring the Organizational Prerequisites for Emergent Creativity

ABSTRACT In this article we explore the conditions for creative work in media organizations from the viewpoint of serendipity and the management of serendipity. Our study contributes to the field of media management research by theorizing change and creativity within the framework of organizational serendipity. Based on an analysis of empirical data collected with the diary method in a media organization, the article also discusses the rationale of managing for serendipity in creative media organizations from strategic, structural, and cultural viewpoints. We argue that the management of organizational serendipity should be aimed at managing for serendipity, not managing serendipity as such. In practice, this means that serendipity management should be understood as creating suitable conditions for serendipitous creative processes and facilitating creative work, motivation, and collaboration in the organization.

Seizing the serendipitous moments: Coincidental creative processes in media work

This article discusses the phenomenon of serendipity in media work and in media organizations. Based on an empirical analysis of diary material, we identify and elaborate three types of serendipitous processes in creative work, that is, serendipitous, semi-serendipitous and antiserendipitous processes. In addition, we discuss the role of lucky incidents and human capabilities in serendipity, and consider their value to creative processes in media organizations. We argue that conceptual frameworks and theories of serendipity are useful in identifying, evaluating and harnessing unpredicted and accidental creative incidents and processes. The article shows that serendipity offers valuable conceptualizations and insights for scholars and practitioners alike in the context of the rapidly changing media industry and media work.

Organising creative interaction: spontaneous and routinised spheres of team creativity

ABSTRACT The focus of this article is to develop theory and understanding about organisational creativity as a communicative phenomenon, especially from the viewpoint of creative interaction within teams. Interaction is central to creative processes, yet research concerning the subject has been scarce. Based on empirical analysis of a media organisation using the diary method and grounded theory, the article concentrates on understanding creative interaction as communication practices in an organisational context. The article contributes to the theory of creativity in organisations by introducing the spontaneous and routinised spheres of team-level creative interaction and by presenting a typology of six related communication practices.