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This paper analyses the media ownership of professional sports teams. The theory of vertical integration is used to identify internal efficiency gains, lower uncertainty and increased market power as general explanations. The industryspecific reasons are examined, particularly the importance of securing access to broadcasting rights. The potential implications for teams, leagues and fans are discussed. It is suggested that media ownership of teams may undermine the sporting and financial viability of leagues thus necessitating intervention by sports administrators and government regulators.

The purpose of this study is to clarify business-to-business (B2B) firms’ strategies of social media marketing communication. The study aims to explore the factors contributing to the formation and adoption of integration strategies and identify who the B2B firms target.

A multiple case study approach is used to compare four multinational corporations and their practices. Face-to-face interviews with key managers, and extensive readings and observations of the firms’ websites and social media platforms have been conducted.

The study results in a model, illustrating different processes of selection, adoption and integration involved in the development of social media communication strategy for B2B firms. Major factors involved in determining the platform type, and strategies used within different phases and processes are identified.

As the chosen methodology may limit generalizability, further research is encouraged to test the model within a B2B context especially within small and medium enterprises as only large multinational corporations were investigated in this study.

The paper provides insight into how B2B marketers can align social media with their firms’ goals through the strategic selection of platforms to reach the targeted audience and communicate their message.

The study uncovers the benefits gained by B2B firms’ through interaction with individuals on social media. This is a significant contribution as the value of such interaction was previously undefined and acted as a barrier for adopting social media in some B2B firms.

For several hundreds of years printing has been the only effective channel for spreading mass communication. During the 1900s several new media channels have been invented and, with the addition of the Internet, this has both changed the way media is consumed and has increased the competition between different channels. This qualitative case study of 37 firms reports on how relationships are used in the printing industry to relieve some of the impact of the competitive forces from new, and easily accessible, media as a means for marketing and, furthermore, on the impact on the printing industry as an industry. The results from the case study show that there are both internal and external effects of forming relationships and those vertical, as well as horizontal, relationships are of great importance to create a sustainable competitive situation for the printing industry. Relationships are used to increase both the strategic flexibility of the firm and the flexibility of the print media channel. Furthermore, the study illustrates that the printing industry, and print as a medium of communication, is drifting gradually away from the actual customer due to the new paradigm of value creation.

The aim of this paper is to provide a structured collection of case studies organized around the core discussion of how to address the subject of digital media in schools of design in general and architecture in particular. By means of these case studies it will be possible to understand the trajectory that we have followed in the Department of Architecture at Texas A&M University, having as main goal the incorporation of digital media instruction in design curricula and to assess whether our instructional methods and strategies are in tune with our present understanding of the role of digital media in design. The case studies have been organized following three main contextual themes, namely: shaping our understanding of the role of digital media in design, incorporating digital media in the design studio, and adapting to the availability of new technology. The paper includes the identification of critical issues, among them: polarization between traditional and digital media, solutions for continuous learning and update, and pervasive accessibility of digital means. The paper states conclusions and identifies the opportunities and challenges that we foresee in the near future based on the implementation of multidisciplinary integration and the development of multimodal and media-rich design environments.

New media has emerged as a significant dimension of branding and global sports sponsorship because it provides the capability to communicate with consumers worldwide via a multitude of digital platforms. This paper discusses the results of a systematic review of the development of global sports sponsorship and the importance of new media integration to the sector for the future. Results indicate that a new paradigm is emerging which involves thematically linked, integrated, strategic global marketing initiatives driven by new media applications, which have enhanced the value of sports sponsorship.

This chapter presents results of a qualitative study among European champions in social media management. It aims to describe a strategic process and its implications for social media strategic management.

The chapter is based on four in-depth case studies involving both primary and secondary data analysis and interviews.

Social media management is governed by similar principles as corporate communication management. However, there is an important role of personal preferences of senior executives for an effectiveness of the strategic process.

The model allows describing the social media management in the multinational companies. Organizational learning process drawn in this chapter can be directly applied in the multinational companies from various industries.

Social media create an environment in which established actors need to learn how to communicate socially. Sophistication of the tools requires sophistication of the strategies and processes.

This chapter analyzes companies from various industries which are considered successful in social media strategic management. It creates a model which is applicable in various industries. It provides also insights into social media strategies from the research among social media global leaders.

The crossroads between new media (predominantly the Internet) and marketing communications is a topic of growing interest and importance. Several themes are addressed in this paper including the involvement of the advertising agency, the role and features of Web sites, the measurement of effectiveness, Internet advertising and e‐commerce and the management of new media marketing communications. The author presents empirical evidence from a comprehensive study amongst UK marketers on contemporary practice, and proffers advice on best practice.

This paper aims to investigate small and medium enterprises’ (SMEs) adoption of social media platforms and how they integrated them within their marketing strategies during the COVID-19 outbreaks. Dynamic capabilities – observed as the interplay between sensing, seizing and reconfiguration capabilities – represent the principal theoretical framework used in this research to explain challenges in social media adoption and their effects on these businesses.

This study adopts the grounded theory approach to analyze semistructured interviews with 19 key informants from Italian SMEs belonging to diversified industries.

The findings of this research are summarized in a holistic framework that explores three types of capabilities (i.e. sensing, seizing and reconfiguration capabilities) and the marketing outcomes of social media adoption among SMEs.

This study attempts to unpack the specific dynamic capabilities that allowed SMEs to be successful in social media adoption during COVID-19 outbreaks.

The purpose of this paper is to deliver a summary of the influential work regarding value co-creation in the context of social media. Although, research on the role of social media in co-creation and new product development is growing field; the extant literature is still in developing stage, which needs systematization and categorization to comprehend its current stage and previous research.

For this purpose, existing literature on social media and co-creation was studied. Initially, a citation analysis was conducted of influential papers correlated with the topic to identify three streams of research. Later, thematic analysis was carried out to explore specific themes within these categories.

Through citation analysis three research streams namely customer’s co-creation on new product development, firm specific capabilities for knowledge sharing, absorption and processing and new opportunities were identified. Later, total four categories were identified through thematic analysis which contains different sub-themes such as test of theories, proposed theoretical frameworks, lead users characteristics, customer’s motivation and experience regarding co-creation, online communities of customers and open innovation.

This study also categorizes and systemizes the extant literature exploring role of social media in value co-creation. Such systematic review of the extant literature will help the academicians to understand the previous stream of work and pursue a particular line of enquiry in furthering the understanding of interaction between social media and co-innovation.

This work is particularly useful for practitioners as more firms are moving the business online. These firms are actively using social media and user-generated content to gain insight into customer’s preferences. By increasing the participation of customers and lead users through online communities, firms can also increase customer’s commitment.

The paper adds to the extant literature by identifying research streams and themes in the extant literature on the role of social media in value co-creation. Later, these themes are abductively linked to develop a theoretical framework.

The main purpose of this paper is to investigate how social media can provide important platforms to facilitate organisational learning and innovation in new product development (NPD) process.

Using a multiple case-study approach, this study assesses qualitative data collected via 56 interviews from 13 world-leading Chinese companies in the high-technology industry.

The study identified three distinct types of organisational learning mechanisms for firms to extract potential innovation inherent in social media. It further determined various organisational enablers that facilitate the connections between these mechanisms and NPD performance.

This research contributes to the emerging literature on digital product development and organisational learning. The cases were conducted in the Chinese context, hence, the results may not be fully generalisable to other organisations, industries and countries without appropriate re-contextualisation.

The empirical evidence showcases the various mechanisms adopted by managers in different NPD phases. It identifies several technological and organisational adaptations that managers can apply to smartly scale their social presence and facilitate NPD.

Despite the exponential growth of social media use in identifying and interacting with external stakeholders, managerial practice and academic research have paid little attention to how social media can be leveraged for NPD. The value of this research comes from applying a qualitative method to gain in-depth insights into the mechanisms for leveraging social media to facilitate innovation in NPD.