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Businesses increasingly find themselves competing in highly dynamic markets, making visibility of the future limited and the strategic way forward ambiguous. The purpose of this paper is to present the findings from a survey of UK media executives and identify their outlook for the industry, and an evaluation of their usage and satisfaction with the tools that they use to manage their businesses.

The survey sampled 24 UK media executives who had responsibility for strategy and other functional areas of their business.

The survey found four strong themes amongst media executives. These were related to the launch of new products and services, seeking innovation through collaborative partnerships, leveraging their brand and content through new platforms, and uncertainty regarding the future direction of the industry.

The paper will provide media executives with a better understanding of the management tools at their disposal and how these can be used to improve performance in a number of key areas. Non‐media executives will be able to draw on the paper's findings to see how other firms are managing turbulent and uncertain market conditions.

This is the first survey of the UK media industry in terms of examining the strategic tools that are being used to manage media firms through turbulence and uncertainty.

The purpose of the paper is to highlight the use of equity participation as an emerging strategic collaboration response to the turbulent conditions caused by digital disruption in the UK broadcast media industry.

The research is based on quantitative content analysis of 169 reported instances of strategic collaboration in the period 2010-2016.

The findings show that equity participation, as a collaborative strategy in the UK media industry, has emerged to become the predominant form of collaboration, compared to traditional forms of collaboration. The findings show that, for equity participation, a majority of stated motivations of both partners are to gain access to complementary capabilities and to reduce barriers to market entry. For the lead partner, this form of collaboration provides the capabilities to allow the other, often smaller partner, to maintain creative autonomy and agility while gaining access to the resources, content, talent and people expertise that strengthens both partners’ strategic positions.

For strategy managers, the research highlights the benefits of equity participation as a collaborative strategy in terms of dynamic response and risk-sharing, based on an industry experiencing turbulent conditions as a result of digital disruption.

Looks at recent research into children’s media consumption, highlights the importance of media literacy, and reports on an industry‐related media education programme; the research is tending to show that children are deciding what and when they watch television and other media. Develops, on the basis of these findings, a model of self‐supervised media engagement which is characterised by a lack of adult mediation. Argues that media literacy is important because it helps children become critical viewers of advertising and programming on their own; media literacy involves information processing skills and as such may be the most important life skill in the age of the internet. Introduces the UK Media Smart programme, which is industry funded and since 2002 has provided educational materials to help children think critically about advertising and other media issues.

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.

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.

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.

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.

The purpose of this paper is to develop a more comprehensive understanding of why social inequalities and discrimination remain in the creative industries.

The paper synthesizes existing academic and industry research and data, with a particular focus on the creative media industries.

The paper reveals that existing understanding of the lack of diversity in the creative industries’ workforce is conceptually limited. Better understanding is enabled through an approach centred on the creative industries’ model of production. This approach explains why disadvantage and discrimination are systemic, not transitory.

The findings suggest that current policy assumptions about the creative industries are misguided and need to be reconsidered. The findings also indicate how future research of the creative industries ought to be framed.

The paper provides a novel synthesis of existing research and data to explain how the creative industries’ model of production translates into particular features of work and employment, which then translate into social inequalities that entrench discrimination based on sex, race and class.

This chapter draws together three strands of literature on clustering, entrepreneurship and international business, and examines the relationships between these three phenomena in promoting firm formation and growth within clusters. The evidence drawn on includes econometric models based on the unique International Trade in Services Film and Television dataset, an indepth interview survey and other questionnaire survey data. The key conclusions are firstly that strong clusters promote entrepreneurship, which in turn promotes cluster strength in a self-reinforcing manner. Secondly, some firms are better able than others to benefit from cluster locations due to their superior firm competencies and absorptive capacity. Thirdly, cluster strength and internationalisation are mutually reinforcing. Cluster strength contributes to the ability of entrepreneurial firms to expand overseas via export sales, licensing and FDI. Evidence is presented that indicates firms have a greater intensity of export and import activity if they have resource strengths, some of which are derived from their membership of a strong cluster. Strong clusters also attract multinational firms and in the case of the London media cluster, although those multinationals appear somewhat less embedded than non-multinational enterprises (MNEs), they are nevertheless quite strongly embedded. This means that there is a second important cluster feedback loop as spillovers from MNEs to local firms enhance cluster strength, which attracts further multinationals. The acquisition of high performing firms by overseas MNEs does not appear to have reduced either their performance or their embeddedness in a cluster. Fourthly, the nature of internationalisation strategies is conditioned by firm and industry characteristics. In particular, the extent to which tacit knowledge is embodied in a product emerges as being influential in terms of decisions on which internationalisation mode to use. Finally, the resource-based view of the firm emerges as a useful integrative framework for understanding the interplay between clusters, entrepreneurship and internationalisation strategies.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The competitive environment is improving, but the high levels of turbulence mean that an increasing number of media firms believe that they are adapting too slowly to change.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This is the first of a series of articles about different host services' efforts to reach fresh users. The author has recently left the Marketing Department of British Telecom Business Information Services, which is responsible for promoting a portfolio of online databases via BT messaging services. The article places in context this year's launch of Freeway, an offline software package for assisting search of FT PROFILE.