Paul Clemens Murschetz, Afshin Omidi, John J. Oliver, Mahyar Kamali Saraji and Sameera Javed
Dynamic capabilities (DCs) help media firms adapt to rapidly changing environments. The purpose of this study is to provide a comprehensive literature review of studies of DCs in…
Abstract
Purpose
Dynamic capabilities (DCs) help media firms adapt to rapidly changing environments. The purpose of this study is to provide a comprehensive literature review of studies of DCs in strategic management research with a view to understanding its implications for the management of media organizations. Essentially, it fertilizes on the idea that the concept of DC is useful and vital for answering various critical questions regarding the challenges that media organizations are currently facing.
Design/methodology/approach
This study builds on a systematic literature reviewing design as the research methodology. It aims to identify, critically evaluate, and integrate factors, dimensions, and findings on studies of DCs in strategic management research and builds knowledge transfers to the field of strategic management research in the media industry.
Findings
The study shows that the DC framework helps media firms effectively respond to changing environments. The conceptual DC framework has implications for media strategy practice. Results indicate a considerable growth in the number of papers published related to the DCs in media organizations from 2003 to 2018.
Originality/value
The study qualifies the relevance and validity of the DC framework in strategic management research for the field of strategic media management. It explores a research agenda in this domain by precisely explaining the significant trends in the theory of DC to shape managerial strategies in the media industry.
Details
Keywords
Florian Haumer, Laura Schlicker, Paul Clemens Murschetz and Castulus Kolo
This study strives to improve one’s understanding of tailored messaging as an organizational communication strategy that amplifies processes of organizational change at an…
Abstract
Purpose
This study strives to improve one’s understanding of tailored messaging as an organizational communication strategy that amplifies processes of organizational change at an individual level of personality traits.
Design/methodology/approach
A scientific experiment was conducted to test the effects of tailored messages on self-reported employee engagement during an organizational change process.
Findings
The results show that tailored messaging improves employee engagement for change when messages fit the specific needs of different personality types. Conversely, message tailoring can lower employee engagement when messages do not match personality types. Further, message tailoring has different impacts at different stages of a change project.
Research limitations/implications
An employee's ability to change as a function of his professional skill set as well as the project type (e.g. digital transformation project, post-merger integration project, leadership change project) should not be neglected in an overall model that aims to explain the success factors of change management.
Practical implications
Obviously, proper targeting, timing, as well as the implementation of a valid, legal and feasible method for identifying an employee's personality as well as other individual characteristics are equally important and challenging to improve change management outcomes.
Originality/value
This study adds value to the discussion on the efficacy of message tailoring as a communication strategy for organizational change.