Le budget dédié au marketing sur les réseaux sociaux est en forte croissance depuis quelques années, soulignant l‘importance du Social Media Management dans la stratégie des entreprises. Dès lors, la mise en œuvre à grande échelle de cette pratique a nécessairement des effets sur les marchés, intentionnels ou non. Par quel mécanisme la pratique routinière du Social Media Management façonne-t-elle les marchés sur lesquels elle intervient ? Nous répondons à cette problématique à l‘aide de trois approches qualitatives : une étude ethnographique et documentaire de quatre ans est complétée par une étude historique et trois séries d‘entretiens semi-directifs avec des Social Media Managers. Trois chapitres empiriques mettent successivement en évidence la constitution historique des structures de représentations mobilisées par le marketing digital ; le mécanisme par lequel les Social Media Managers enchevêtrent quotidiennement plusieurs de ces structures au sein de leur routine ; le mécanisme par lequel la pratique routinière fait évoluer ces structures. Cette recherche contribue à la littérature sur les marchés en montrant comment des marketers façonnent ces derniers à travers leurs actions routinières. Ce travail donne aux managers des outils permettant d‘étudier et de mobiliser différentes structures culturelles dans leur stratégie digitale, notamment sur les médias sociaux. / Investments dedicated to Social Media Marketing have been growing for a few years, outlining the importance of Social Media in the marketing strategy. These massive investments must cause changes on markets, either intentional or not. How are markets made up by routine marketing practices such as Social Media Management? We study the impact of routine marketing practices on markets through an application to Social Media Management. We use three qualitative methods: a four years netnographical and documentary analysis, a historical study and three sessions of interviews with Social Media Managers. Three empirical chapters outline the historical constitution of representation structures involved in digital marketing practices; the mechanism through which Social Media Manager intertwine different of these structures into their routines; the mechanism through which routines make these structures evolve. We contribute to the literature on market by showing how marketing managers enact routines that make up markets. We give managers tools to study and use different cultural structures in their digital strategy, especially on Social Media.

Thesis (M. S.)--Oklahoma State University, 2005. / Vita. Includes bibliographical references (p.76-85).

In order to survive in a hyper-competitive media marketplace, managers must constantly evaluate new technologies and their potential impact on the industry. Using theories on innovation management in organization, this study examined the processes used by managers at daily newspaper in the U.S. during the time period of 1992-2005 to plan for publishing content online. Fourteen subjects, all of whom held management positions during this time, were interviewed at length about their experiences. Their responses reveal that the processes were generally haphazard. This was a result of several factors, some of which were external to the newspaper industry, and others which were cultural, internal forces. Despite a general level of disorganization in the processes, the responses do identify some practices that can be used as blueprints for media organizations that wish to rethink their approach to potentially disruptive technologies.

This thesis is about new digital moving image recording technologies and how they augment the distribution of creativity and the flexibility in moving image production systems, but also impose constraints on how images flow through the production system. The central concept developed in this thesis is ‘creative space’ which links quality and efficiency in moving image production to time for creative work, capacity of digital tools, user skills and the constitution of digital moving image material. The empirical evidence of this thesis is primarily based on semi-structured interviews conducted with Swedish film and TV production representatives.This thesis highlights the importance of pre-production technical planning and proposes a design management support tool (MI-FLOW) as a way to leverage functional workflows that is a prerequisite for efficient and cost effective moving image production.

Der Aufbau und das Management von Online Communities hat in den vergangenen Jahren für Unternehmen erheblich an Bedeutung gewonnen. Grund dafür ist die steigende Popularität und Nutzung neuer Technologien, insbesondere Social Media, mit deren Hilfe virtuelle Gemeinschaften im Unternehmenskontext aufgebaut und gepflegt werden können. Besonders populär ist die Anwendung in den Bereichen Marketing und PR. Hier werden vor allem die Kommunikation und Vernetzung mit Kunden gefördert. Auch im Innovationsmanagement, gerade bei Open-Innovation-Projekten, werden vielfach Community-Ansätze gewählt, um das Wissen und die Ideen externer Stakeholder nutzbar zu machen. Nicht zuletzt finden Communities auch innerhalb von Unternehmen, vor allem bei Organisationen mit einer großen Anzahl an Mitarbeitern, Anwendung. Mit Hilfe von Social Intranets vernetzen sich Mitarbeiter, die Zusammenarbeit und das Wissensmanagement werden gefördert. Interne Communities sind oftmals ein wesentlicher Bestandteil der digitalen Transformation, weil sie Change-Prozesse auf verschiedenen Ebenen unterstützen. [Aus dem Volltext.]

<p>Authors: Lars Johansson & Johan Pettersson</p><p>Title: “There is way to much sports in the athletics” – A study of Swedish sports</p><p><p>Football has gone from being a hobby and a popular pastime into a billion-dollar industry, and clubs around Europe are therefore operated more and more like regular companies. Sweden's position in the UEFA rankings is a modest 23 rd place, behind nations such as Austria, Switzerland and Belarus. The economic climate in Sweden is often highlighted as a strong factor. When we started our study we agreed that this could be a major contributing factor to this relatively modest rank, but believed that there were also other factors that played a big role. We therefore carried out a quantitative study to identify the Swedish sports manager’s skills of running their clubs as companies within the creative industry. Our theoretical framework was built on organization and leadership theories in general, and in the creative industries in particular and resulted in a four-leg model of sport management requirements: Apart from organizational structure, managerial skills, communicative skills and sport skills were all deemed necessary. Empirical data were collected to see how well the Swedish sports managers' profile fit into our theoretical model. According to our studies, the organizations and sports managers' held-views that were consistent with our theories. Our study suggests that although the sports managers distributed their time equally between the three areas of skills identified (economical, communicational and production knowledge) their competences were unequally divided between the areas.</p></p>

<p> </p><p>There is an ongoing reorganization within media industries today as they adapt to new and changing demands - the environment is changing fast and the organizations with it. The development of new technology is contributing to new forms of media distribution in the present media industry. The structure of media organizations is getting flatter and the co-workers are getting a new and bigger role. All this is bringing new challenges for the leaders of the organization. Caught in the middle of these new structures is the middle manager who now is facing different demands from all sides. This thesis investigates how the middle manager in media organizations is handling these new and changing demands. Questions have been raised on how the role of middle manager will develop when the co-worker is getting a bigger role and the structures are getting flatter and this thesis investigates the future roll of middle managers. The method that has been used is qualitative interviews with middle managers at different positions and in different organizations. The focus of the interviews has been on the changing surrounding environments for the organizations, the new technology, the new role of co-workers, and their experiences of middle management in media organizations. My conclusions are that the middle manager will be continuously required in the future. They face many new demands, but these can be handled by good communication but also thru experience as well as adaptableness and distinctness. When co-workers are assigned a new role, where they will be either multi-journalists or specialists, it is of most importance for the middle manager to recruit the right people to the organization. It is also of importance that the middle manager adapts the management to the specific requirements of the individual co-worker, and hence that the co-worker is allowed to be more involved in the leadership process. Furthermore I think that the middle management in media organizations will develop into a different and new role in the future, and as such be more operative. The middle manager will operate more like a team-leader or a coach and this can only happen if the administrative work assigned elsewhere.</p><p> </p>

Authors: Lars Johansson &amp; Johan Pettersson Title: “There is way to much sports in the athletics” – A study of Swedish sports Football has gone from being a hobby and a popular pastime into a billion-dollar industry, and clubs around Europe are therefore operated more and more like regular companies. Sweden's position in the UEFA rankings is a modest 23 rd place, behind nations such as Austria, Switzerland and Belarus. The economic climate in Sweden is often highlighted as a strong factor. When we started our study we agreed that this could be a major contributing factor to this relatively modest rank, but believed that there were also other factors that played a big role. We therefore carried out a quantitative study to identify the Swedish sports manager’s skills of running their clubs as companies within the creative industry. Our theoretical framework was built on organization and leadership theories in general, and in the creative industries in particular and resulted in a four-leg model of sport management requirements: Apart from organizational structure, managerial skills, communicative skills and sport skills were all deemed necessary. Empirical data were collected to see how well the Swedish sports managers' profile fit into our theoretical model. According to our studies, the organizations and sports managers' held-views that were consistent with our theories. Our study suggests that although the sports managers distributed their time equally between the three areas of skills identified (economical, communicational and production knowledge) their competences were unequally divided between the areas.

There is an ongoing reorganization within media industries today as they adapt to new and changing demands - the environment is changing fast and the organizations with it. The development of new technology is contributing to new forms of media distribution in the present media industry. The structure of media organizations is getting flatter and the co-workers are getting a new and bigger role. All this is bringing new challenges for the leaders of the organization. Caught in the middle of these new structures is the middle manager who now is facing different demands from all sides. This thesis investigates how the middle manager in media organizations is handling these new and changing demands. Questions have been raised on how the role of middle manager will develop when the co-worker is getting a bigger role and the structures are getting flatter and this thesis investigates the future roll of middle managers. The method that has been used is qualitative interviews with middle managers at different positions and in different organizations. The focus of the interviews has been on the changing surrounding environments for the organizations, the new technology, the new role of co-workers, and their experiences of middle management in media organizations. My conclusions are that the middle manager will be continuously required in the future. They face many new demands, but these can be handled by good communication but also thru experience as well as adaptableness and distinctness. When co-workers are assigned a new role, where they will be either multi-journalists or specialists, it is of most importance for the middle manager to recruit the right people to the organization. It is also of importance that the middle manager adapts the management to the specific requirements of the individual co-worker, and hence that the co-worker is allowed to be more involved in the leadership process. Furthermore I think that the middle management in media organizations will develop into a different and new role in the future, and as such be more operative. The middle manager will operate more like a team-leader or a coach and this can only happen if the administrative work assigned elsewhere.

Under the influence of digital technology and deregulation of media, cross-media groups are formed in communications industry, which integrate the content of different media by the means of knowledge management in order to achieve the purpose to lower the cost and synergy. The purpose of this research is to set up the model of knowledge management which is suitable for communications industry, and evaluating the barriers may confront in the process of knowledge management. Arthur Andersen Business Consulting extracts five key factors in knowledge management: training, leadership, culture, technology and measurement, and the media feature is added to form the structure of this research. The participants of this study is the ¡§editor's platform¡¨ in Eastern Broadcasting, the employees and mid-management in TV news department, wed news department and broadcasting news department. With the methodology of sequential mixed method designs, the questionnaire is designed by the results of interviews. The structure of the questionnaire is based on the Arthur Andersen Knowledge Management Assessment Tool (KMAT), the participants are asked to evaluating the importance and performance of each item, to know the ability of knowledge management by six factors (training, culture, leadership, media's features, technology and measurement), helping the organization to understand the efficiency of knowledge management. The result of this study shows that the staff emphasize on the factor training, the measurement on the contrast; the technology factor is considered to be best performance, while the leadership part is the worst one. In the barriers of knowledge management, shows that the case company has not promoted the whole knowledge management yet at present; in editor¡¦s platform section, shows though staff clasp negative view to editor¡¦s platform, but there is not apparent improvement. The suggestions of this research is to emphasize on the exchange of tacit knowledge, set up the style of leadership from lower to upper, set up cross-media work group as an experiment, change the information platform interface into a window interface, and interact with staff to set up the index that the measurement of knowledge management.