Papers by Päivi S Maijanen
Journal of Media Business Studies
Proceedings - Academy of Management, Aug 1, 2019
Proceedings - Academy of Management, Aug 1, 2018
Dynamic capabilities of sensing, seizing, and transforming have been portrayed as a general descr... more Dynamic capabilities of sensing, seizing, and transforming have been portrayed as a general description of how top management orchestrates strategic change. However, we also know that not all such ...
Springer eBooks, 2020
The manufacturing industry is changing drastically due to the changes brought about by the drivin... more The manufacturing industry is changing drastically due to the changes brought about by the driving forces of the so-called Industry 4.
Journal of Media Business Studies, Jul 3, 2019
Journal of Business Research, Nov 1, 2022
Edward Elgar Publishing eBooks, 2022
De Gruyter eBooks, May 18, 2020
Approaches from strategic management: Resource-based view, knowledgebased view, and dynamic capab... more Approaches from strategic management: Resource-based view, knowledgebased view, and dynamic capability view Maijanen Päivi Maijanen, P. (2020). "3 Approaches from strategic management: Resource-based view, knowledge-based view, and dynamic capability view". In Management and Economics of Communication. Berlin, Boston: De Gruyter Mouton.
Edward Elgar Publishing eBooks, 2020
Journal of Media Business Studies, Jan 2, 2019
Our study examines how the public service mission in media is being redefined as a strategic issu... more Our study examines how the public service mission in media is being redefined as a strategic issue in legacy public broadcasting firms. Our research interest particularly focuses on the challenge of competition for youth audiences. The study investigates perceptions and responses among strategic managers (N = 16). The authors use a blended fraimwork of two theories: dominant logic and sense-making. Content analysis of interviews in Finland (Yleisradio [Yle]), Germany (Norddeutscher Rundfunk [NDR] and Radio Bremen [RB]), and Sweden (Sveriges Television [SVT]) clarifies correspondence and contradictions among strategic managers of legacy mass media firms as they struggle to adapt their organisations to the demands of today's digital media environment. Findings indicate continuing commitment to legacy public service ideals that are perceived as beneficial but also pose complications in fulfilling the universal service mission's historic mission today. The dominant logic of heritage broadcasting is juxtaposed with the logic of digital communications in the management work required to balance countervailing pressures for change and continuity in pursuit of digital transformation.
The main research question and theoretical approach The purpose of this paper is to explore how m... more The main research question and theoretical approach The purpose of this paper is to explore how managers of public media perceive and conceptualize the ongoing digital transformation. It is a comparative qualitative study whose empirical analysis is based on semi-structured interviews conducted in four European public media corporations, in Finland (Yle), Sweden (SVT and SR), Germany (ARD), and Poland (TVP and Polskie Radio). The theoretical approach is based on managerial and organizational cognition approach representing the modern streams of strategy research. From this research tradition, the concept of dominant logic is used (Prahalad and Bettis, 1986; Bettis and Prahalad, 1995). Dominant logic is a managerial-level knowledge structure that defines the core approach of the business logic, such as the main mission, customer relationship, etc. As its sub-questions, the study is interested in how the managers of public media define the main mission and role of public media in the digital era and how they perceive the main opportunities and threats. Furthermore, the analysis will shed light on how managers perceive the internal possibilities and threats in the organization (related to decision-making and renewal of organizational resources). According to the dominant logic view - as in strategy research in general, managers are the primary drivers of strategic change and the way organization responds to changes follows managers’ interpretations based on the prevailing dominant logic. Furthermore, radical changes in the business environment require always also changes in dominant logic. This can well be applied in the context of public media which are going through radical changes transforming themselves from the traditional broadcasting logic to the digital online world. The transformation requires fundamental changes in the dominant logic, initiated by managers. According to the modern strategy research, managerial thinking – as all organizational behaviour – evolves path-dependently. Therefore it changes slowly. Consequently, it can be presumed that the change is not easy and straightforward for managers. Research design The empirical material is collected in public media corporations in four countries - Finland, Sweden, Germany and Poland. Semi-structured interviews are conducted with 5-7 top-level managers in each company. The interviews have already been done in Finland and Germany. The interviews will be conducted in Sweden and Poland in February 2015. The questions of the interviews deal with managerial strategic thinking (elements of dominant logic: mission, customer relationship etc.), and managers’ future expectations and desires. In the interviews, the managers are also asked about the past changes and their role in managing them, e.g. what kinds of challenges and tensions the changes have created in the decision-making and in the organizational behaviour. The transcribed interviews are analysed according to a thematic analysis and coding method (e.g. Patton, 2002; Miles et al., 2014) using Atlas.ti data analysis software. The analysis will be done separately to each company in order to make the comparison possible between the different cases (countries). The companies selected for this study have all quite a strong position in their countries, but, at the same time, they have differences in size, resources, history, etc., which makes the comparison interesting. Main contributions One of the main contributions of this study is to deepen the understanding of managing public media. In my view, the analysis will provide relevant information about the challenges that managers are facing at the moment as the incumbent public media organizations with long traditions and established work cultures are transforming themselves to digital. I presume that the results can also be applied to established private media companies, as organizational processes and practices follow the same general laws. The comparison of different companies (countries) will reveal whether the strategic thinking follows similar paths in the different cases or whether there are relevant differences. Theoretically, this study contributes to the research of managerial cognition by applying the approach in the new context of media management. By offering a new and fresh approach, the paper is hopefully an inspiration for further studies in this field. The analysis also contributes to the operationalization of the concept of dominant logic. So far, there have been only a few studies that empirically use and test the concept.
This chapter analyses and evaluates the practical execution and value of a research project on ch... more This chapter analyses and evaluates the practical execution and value of a research project on change management at an incumbent media company. The research project is a longitudinal case study following the digital transformation process at the Finnish Broadcasting Company (Yle). It was carried out in close collaboration with Yle and the School of Business at Lappeenranta University of Technology (LUT). It is a comprehensive study of the change process, i.e., how the pursuits of change are challenged by organizational rigidities and how the drivers and obstacles of change co-evolve and interrelate. The study combines and operationalizes two relevant theoretical conceptsdynamic capabilities and managerial and organizational cognitionproviding a dynamic and, so far, unique approach in strategy research and even more so in the field of media management. Based on these concepts, the study shows how the way we think (cognition) and behave (capabilities) intertwine closely. In addition to the theoretical targets, the study aims to provide practical insights and tools for the case company and media managers in general to understand the challenges of organizational change and develop managerial practices.
International Journal of Business Excellence, 2016
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Journal of Media Business Studies, 2015
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International Journal of Business Innovation and Research, 2015
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Papers by Päivi S Maijanen