Innovation Through Crisis: Journalism and News Media in Transition

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Table of Contents

• Cover 1
• Contents 5
• Preface 6
• Introduction. The innovation response to the Covid-19 crisis 8
• Learning from a crisis 8
• Exploring responses to opportunities and threats 10
• Taking a normative view on innovation and value creation 11
• Research objects and terminology 13
• The Norwegian case 14
• Norway and the Covid-19 pandemic 14
• The Norwegian media system and newspapers 15
• The structure of the book 16
• References 18
• Chapter 1. Theoretical perspectives on crisis, resilience, and innovation 20
• Abstract 20
• Introduction 21
• Crisis: Perception and responses from news media 22
• Crisis as threat 23
• Crisis as urgency 23
• Crisis as a catalyst for change 24
• Resilience: Coping with and recovering from the Covid-19 crisis 24
• Resilience as persistence – business as usual 25
• Resilience as adaptability – a turning point 25
• Resilience as transformability – radical renewal 26
• Innovation: Value creation, improvements, and novelty 26
• Innovation as value creation 27
• Innovation as improvements 29
• Innovation as novelty 30
• Types of innovation 31
• Building blocks of journalism innovation 32
• Resources 33
• Technology 34
• Organisation 35
• Management 35
• Culture 36
• Business model 37
• Summing up crisis, resilience, and innovation 38
• References 39
• Chapter 2. Innovations in resilience strategies during the Covid-19 pandemic 44
• Abstract 44
• Introduction 45
• Theories of innovation and resilience 46
• Innovative practices in the news media business 46
• Resilience to crisis: Bouncing back, forward, or beyond 47
• Methods and data 49
• Analytical design 50
• Results of the analysis 52
• Bouncing back by maintaining continuity 53
• Bouncing forward by adapting to a new normal 55
• Bouncing beyond by restructuring and reorientation 58
• Discussion: Robustness, adaptability, and restructuring 60
• Conclusion 62
• References 64
• Chapter 3. Positive renewal in newsrooms through crisis in crisis 66
• Abstract 66
• Introduction 67
• Theory and background – the “crisis in crisis” 68
• Method and data 70
• Making sense of the crisis for positive renewal 71
• When the pandemic hit – motivating excitement 71
• Accelerated growth – meaningful work 73
• Social responsibility – handling the news interest 75
• The backlash – enduring the crisis 76
• Modes for (re)organising: Flexibility, creativity, autonomy, and solidarity 77
• Discussion 80
• Conclusion 82
• References 82
• Chapter 4. The digital shift in news media’s revenue streams during the Covid-19 pandemic 86
• Abstract 86
• Introduction 87
• Literature 88
• Methods 90
• Findings and discussion 92
• Overview of revenue streams in newspapers over the years 92
• Accelerated digital transformation of the two-sided market model 95
• “Unused” direct subsidies and new opportunities for alternative revenues 100
• Conclusions 103
• References 105
• Chapter 5. Crisis-driven newsroom innovation 108
• Abstract 108
• Introduction 109
• Theoretical framework 110
• Method and data 112
• Results 114
• The increased need for information during a crisis 115
• The importance of individual initiative in innovation processes 116
• In-house technological expertise and knowledge 117
• Developer–journalist collaboration 118
• The common denominator of newsroom innovation in crisis: Fast pace 118
• Discussion and conclusion 120
• References 122
• Chapter 6. Exploring telework innovation’s value for news workers 124
• Abstract 124
• Introduction 125
• Value-driven service innovation among news media 127
• Benefits and challenges of telework 128
• Assessing the value creation of telework for news workers 130
• Material and method 131
• Findings 133
• New opportunities to connect versus feelings of isolation and stress 133
• Increased efficiency and flexibility versus communication difficulties 135
• Saving costs and increasing productivity versus decreasing creativity 137
• Discussion and conclusion 139
• Acknowledgements 141
• References 141
• Chapter 7. The effects of an external crisis on the prioritisation of innovations 144
• Abstract 144
• Introduction 145
• Context 146
• Unpacking the construct of resilience 146
• Dynamics of innovation and value creation 148
• Concepts of 8 × 2 types of media innovations 152
• Research questions 154
• Method 155
• Findings 157
• Cluster analysis 159
• Cluster 1: Keep calm and carry on 159
• Cluster 2: Polish the product 160
• Cluster 3: Go get new revenue 160
• Discussion 160
• Conclusion 162
• Acknowledgements 162
• References 163
• Conclusion. Making sense of a crisis 166
• Abstract 166
• Lessons learned from an unprecedented crisis 167
• News media’s ability to innovate and cope with the Covid-19 crisis 168
• News media’s ability to bounce back, forward, and beyond amid the crisis 169
• News workers ability to reorganise to cope with the crisis 170
• News media’s ability to create economic value amid the crisis 171
• News media’s ability to innovate in response to audiences’ information needs 172
• News media’s ability to create value for employees amid the crisis 173
• New managers’ ability for “do-better” and “do-different” innovations 174
• The crisis as a catalyst for innovation 175
• The crisis as an amplifier for value creation 177
• The crisis as a test of resilience 178
• Concluding remarks and directions for further research 180
• References 182
• Back cover 184