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This chapter examines key drivers of variation in adaptive capacity of project network organizations (PNOs). PNOs are defined as strategically coordinated sets of longer-term, yet project-based relationships, which provide for both stability and change in volatile project businesses. While prior research has emphasized the adaptive role of flexible structures and agency, the author focuses on the role of project variety and contextual embedding and disembedding in building adaptive capacity. Comparing two PNOs in TV movie production, the author argues that differences in adaptive capacity are a function of inter-context connectivity, that is, the level of task and team linkages among diverse project contexts, and the degree to which network ties and relational practices have “dual quality” in being valuable both within and beyond specific project contexts. Findings have important implications for project, network, and organization research.

The purpose of this paper is to build a symbiotic evolution model to analyze the symbiotic modes and dynamic equilibrium of mobile internet platform innovation ecosystem (MIPIE) in order to explore its evolutionary path.

From a symbiosis theory perspective, the authors studied the dynamic evolution stages and symbiotic mode of MIPIE. By adopting logistic model, the symbiotic evolution model of MIPIE is established. After calculating the steady conditions and equilibrium point of this model, numerical simulation was done with MATLAB software to illustrate the impact of symbiotic parameters on evolution path in this ecosystem.

The symbiotic evolution mode of MIPIE experienced parasitism, commensalism to asymmetric mutualism, and symmetry mutualism or independence. In given conditions, the dynamic evolution of MIPIE eventually tends to a steady equilibrium point. The evolutionary consequence of innovative subjects is not only determined by the natural growth rate, but symbiotic modes can also affect the evolutionary path. Different symbiotic modes result in different evolutionary paths.

Improved understanding of symbiosis in MIPIE could help policy makers to promote value co-creation and dynamic interests balance while facilitating the cooperation of others for successful platform ecosystem management.

The logistic model introduced here bridge theory and practice while establishing a stronger link between symbiosis theory and platform ecosystem management.

Investigates TV on the Internet, acknowledging it cannot rewrite the economic rulebook, stating it will be under great pressure to syndicate entertainment to and from other media. Concludes that, so far, Internet‐original entertainment programming shows great creative promise, but the economic challenges will not be easy to overcome.

Organizational networks are generally considered major antecedents of mutual influence in adopting similar practices, typically via a structure of dense ties, or closure. We propose that under conditions of competitive interdependence, closure may be associated with links established to access resources and knowledge and become a possible source of differentiation rather than imitation. We test these and other antecedents of imitative behavior and performance in the Italian TV industry with 12 years of data on 501 productions. We find that network closure is associated with lower imitation, centrality, but not status, leads to imitation, and that imitation lowers performance.

Strategy.

This case can be used on a strategic management course in the second year of an MBA programme, any special elective course on the media and entertainment industry and in executive education programmes to demonstrate the application of strategic management concepts and frameworks.

The Indian film industry was the largest in the world and the seventh largest in terms of revenue. Significant number of movies were made in languages such as Bengali, Marathi, Telugu, Tamil, Malayalam and Kannada, with Hindi commanding the highest number. The film industry in Karnataka made movies in the Kannada language. The industry was plagued by a host of issues with the industry contributing just 2 per cent of the revenues and box office success rate at just around 25 per cent. The state government had set up Karnataka Chalanachitra Academy with the objective of promotion and development of the movie industry in Karnataka. The Chairman of the academy, Shailesh Singh, was extremely concerned about the poor success rate of Kannada movies and was contemplating various options of reviving the ailing Kannada movie industry.

The expected learning outcomes are as follows: application of strategic management frameworks in the context of the movie industry; analysis of industry issues from the long-term and short-term perspectives; study of different entities in the movie industry and the roles they play and their interdependence; applying learning to suggest survival strategies in an extremely competitive market; and insights into the role of government in the media/entertainment industry.

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CSS 11: Strategy.

Television became a possible medium for advertising in the late 1930s but its emergence as a major medium dates from 1947. Arguments about the likely effectiveness of television as a source of entertainment attracting large numbers of viewers were coloured by fears of responses to ill‐devised uses by advertisers of the presentation of products or services. The profitability of television selling was forshadowed in 1947.