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This article examines social media companies' responsibility in addressing cyberbullying among children. Through an analysis of companies' bullying policies and mechanisms that they develop to address bullying, I examine the available evidence of the effectiveness of the current self-regulatory system. Relying on the privatization-of-the-digital-public-sphere framework, this article signals concerns regarding transparency and accountability and explains the process through which these policies develop and can influence the perceptions of regulators about what constitutes a safe platform. The article is based on a qualitative analysis of 14 social media companies' policies and interviews with social media company representatives, representatives of nongovernmental organizations, and e-safety experts from the United States and the European Union.

Media firms as economic and business entities -- Business models, workflows, and value chains in media firms -- Distribution and retail sales of media -- economic forces affecting media -- The influence of the general economy on media -- Audiences and consumers -- Media, advertisers, and advertising -- Competition in media markets -- Concepts in media financing and financial management -- Capital markets and media firms -- The development of large media companies -- Trade and globalization in media products and services -- Indicators of financial and economic health of media firms

Estrategias de crecimiento de las empresas de medios: análisis de eficienciaEstratégias de crescimento das empresas de mídia: análise de eficiênciaThis paper analyzes the media and entertainment companies' main strategic options about what to do for growing—internationalization or diversification—and how to do it—organic and inorganic growth—in a context of ever growing competition. We identify correlations between those strategies and three basic pillars of managers' decision-making process: growth, profitability, and indebtedness. We conclude that mergers and acquisitions can generate rapid growth, but they are expensive in terms of Return on Investment Capital (ROIC) and they usually increase the leverage of the company. Therefore, the inorganic path could not be the best option for companies with difficulties to get access to capital or for very cyclical businesses. In addition, we identify that vertical integration generates a lower ROIC than horizontal integration, and we show how internationalization strategies increase the profitability of audiovisual companies. We analyze the basic indicators of 50 listed companies in the sector that meet three criteria necessary for our study: data transparency, sufficient size of the company, and a certain trajectory that would allow us to study the consequences of the chosen strategies over long periods of time, at least 15 years. We study the firms' evolution from 2010 to 2016 with metrics from the Thomson Reuters database. In that last year, they accounted for 88 percent of global television revenue.To reference this paper / para citar este artículo / para citar este artigoMedina, M., Sánchez-Tabernero, A., & Larrainzar, A. (2020). Growth strategies of media companies: Efficiency analysis. Palabra Clave, 23(1), e2317. DOI: https://doi.org/10.5294/pacla.2020.23.1.7Recibido: 12/11/2018Aceptado: 13/02/2019Online: 13/12/2019* Spanish Government fund: Reasons to consume fiction and entertainment audiovisual contents in the Spanish market CSO2015-64615-R (MINECO/FEDER) ; Estrategias de crecimiento de las empresas de medios: análisis de eficienciaEstratégias de crescimento das empresas de mídia: análise de eficiênciaEste artículo analiza las principales opciones estratégicas de las empresas de medios y entretenimiento sobre qué hacer para crecer — internacionalización o diversificación — y cómo hacerlo — crecimiento orgánico e inorgánico — en un contexto de competencia cada vez mayor. Identificamos correlaciones entre dichas estrategias y tres pilares básicos del proceso de toma de decisiones de los gerentes: crecimiento, rentabilidad y endeudamiento. Se concluye que las fusiones y las adquisiciones pueden generar un rápido crecimiento pero son costosas en términos de Retorno sobre el Capital de Inversión (ROIC) y generalmente aumentan el apalancamiento de la empresa. Por consiguiente, la vía inorgánica no podría ser la mejor opción para las empresas con dificultades para acceder al capital o para negocios muy cíclicos. Adicionalmente, se identifica que la integración vertical genera un ROIC más bajo que la integración horizontal, y se muestra cómo las estrategias de internacionalización aumentan la rentabilidad de las empresas audiovisuales. Se analizan los indicadores básicos de 50 empresas cotizadas en el sector que cumplen con tres criterios necesarios para nuestro estudio: transparencia de datos, tamaño suficiente de la empresa y una cierta trayectoria que nos permitiría estudiar las consecuencias de las estrategias escogidas durante largos períodos de tiempo, al menos 15 años. Se estudia la evolución de las empresas entre los años 2010 y 2016 con métricas de la base de datos de Thomson Reuters. En ese último año, representaron el 88 por ciento de los ingresos mundiales de televisión.To reference this paper / para citar este artículo / para citar este artigoMedina, M., Sánchez-Tabernero, A., & Larrainzar, A. (2020). Growth strategies of media companies: Efficiency analysis. Palabra Clave, 23(1), e2317. DOI: https://doi.org/10.5294/pacla.2020.23.1.7Recibido: 12/11/2018Aceptado: 13/02/2019Online: 13/12/2019* Spanish Government fund: Reasons to consume fiction and entertainment audiovisual contents in the Spanish market CSO2015-64615-R (MINECO/FEDER) ; Estrategias de crecimiento de las empresas de medios: análisis de eficienciaEstratégias de crescimento das empresas de mídia: análise de eficiênciaEste artigo analisa as principais opções estratégicas das empresas de mídia e entretenimento sobre o que fazer para crescer — internacionalização ou diversificação — e como fazê-lo — crescimento orgânico e inorgânico — em um contexto de crescente concorrência. Identificam-se correlações entre essas estratégias e três pilares básicos do processo de tomada de decisões dos gerentes: crescimento, rentabilidade e endividamento. Conclui-se que as fusões e as aquisições podem gerar crescimento rápido, mas são caras em termos de Retorno do Investimento (ROIC) e geralmente aumentam a alavancagem da empresa. Portanto, o crescimento inorgânico não poderia ser a melhor opção para empresas com dificuldades de acesso ao capital ou para negócios muito cíclicos. Além disso, identifica-se que a integração vertical gera um ROIC menor que a integração horizontal e mostra-se como as estratégias de internacionalização aumentam o rendimento das empresas audiovisuais. Analisam-se os indicadores básicos de 50 empresas listadas no setor que atendem a três critérios necessários para o nosso estudo: transparência de dados, tamanho suficiente da empresa e uma trajetória que nos permitiria estudar as consequências das estratégias escolhidas por longos períodos de tempo, pelo menos 15 anos. Estuda-se a evolução das empresas entre 2010 e 2016 com métricas do banco de dados Thomson Reuters. Nesse último ano, representaram 88% da receita mundial de televisão. To reference this paper / para citar este artículo / para citar este artigoMedina, M., Sánchez-Tabernero, A., & Larrainzar, A. (2020). Growth strategies of media companies: Efficiency analysis. Palabra Clave, 23(1), e2317. DOI: https://doi.org/10.5294/pacla.2020.23.1.7Recibido: 12/11/2018Aceptado: 13/02/2019Online: 13/12/2019* Spanish Government fund: Reasons to consume fiction and entertainment audiovisual contents in the Spanish market CSO2015-64615-R (MINECO/FEDER)

This paper analyzes the media and entertainment companies' main strategic options about what to do for growing—internationalization or diversification—and how to do it—organic and inorganic growth—in a context of ever growing competition. We identify correlations between those strategies and three basic pillars of managers' decision-making process: growth, profitability, and indebtedness. We conclude that mergers and acquisitions can generate rapid growth, but they are expensive in terms of Return on Investment Capital (ROIC) and they usually increase the leverage of the company. Therefore, the inorganic path could not be the best option for companies with difficulties to get access to capital or for very cyclical businesses. In addition, we identify that vertical integration generates a lower ROIC than horizontal integration, and we show how internationalization strategies increase the profitability of audiovisual companies. We analyze the basic indicators of 50 listed companies in the sector that meet three criteria necessary for our study: data transparency, sufficient size of the company, and a certain trajectory that would allow us to study the consequences of the chosen strategies over long periods of time, at least 15 years. We study the firms' evolution from 2010 to 2016 with metrics from the Thomson Reuters database. In that last year, they accounted for 88 percent of global television revenue.

CONTENTS Cinzia dal Zotto, What is the New Economy? 3-9. J. Bradford DeLong and A. Michael Froomkin, Background, Questions, and Speculations for Tomorrow's Economy. 11- 38. Aaron Braaten, The Anticipated Effect of the SuperNet on Alberta's Media Industry. 41-54. Tobias Fredberg and Susanne Olilla, Big Brother: Analyzing the Media System Around a Reality TV Show. 55-71. Benedetta Prario and Giuseppe Richeri, Integration Strategies of a Niche Communication Company: The Case of Gambero Rosso. 73-85. Xin Xun Wu and Ji Yin Chen, The Changing Structure of Media Organizations and its Meaning During the Transformation of the Social and Economic System in China. 87-99. Jacqueline Pennings, Hans van Kranenburg and John Hagedoorn, Past, Present, and Future of the European Telecommunications Industry. 103-123. Giuseppe Pagani, Benedetta Prario, Fabiana Visentin and Yvonne Zorzi, The Key of Success, the Cause of Failure: A Comparative Analysis of Two UK Digital Television Companies. 125-137. Marco Gambaro, Growth in a Convergent World: The Bundle of TV and Telephone Services on the Fiber Optic Network, 139-153. Daeho Kim, The Impact of Digital Convergence on Broadcasting Management in Korea: Telecommunications Firms' Entry into the Broadcasting Industry. 155-166. Franz Lehner, Will Peer-to-Peer Technologies Create New Business? 169-184. Yingzi Xu, The Successful Model of Overseas Investment in Chinese New Media Companies. 185-194. Robert C. Burns and T.Y. Lau, Censorship, Government, and the Computer Game Industry. 195-210. Cinzia dal Zotto, Managing Growth in Young Firms: A Matter of Theory or a Question of Practice? 211-233.

This book investigates regulatory and social pressures that social media companies face in the aftermath of high profile cyberbullying incidents. The author's research evaluates the policies companies develop to protect themselves and users. This includes interviews with NGO and social media company reps in the US and the EU. She triangulates these findings against news, policy reports, evaluations and interviews with e-safety experts. This book raises questions about the legitimacy of expecting companies to balance the tension between free speech and child protection without publicly revealing their decision-making processes. In an environment where e-safety is part of the corporate business model, this book unveils the process through which established social media companies receive less government scrutiny than start-ups. The importance of this research for law and policy argues for an OA edition to ensure the work is widely and globally accessible to scholars and decision makers.

This book investigates regulatory and social pressures that social media companies face in the aftermath of high profile cyberbullying incidents. The author's research evaluates the policies companies develop to protect themselves and users. This includes interviews with NGO and social media company reps in the US and the EU. She triangulates these findings against news, policy reports, evaluations and interviews with e-safety experts. This book raises questions about the legitimacy of expecting companies to balance the tension between free speech and child protection without publicly revealing their decision-making processes. In an environment where e-safety is part of the corporate business model, this book unveils the process through which established social media companies receive less government scrutiny than start-ups. The importance of this research for law and policy argues for an OA edition to ensure the work is widely and globally accessible to scholars and decision makers.

This book investigates regulatory and social pressures that social media companies face in the aftermath of high profile cyberbullying incidents. The author's research evaluates the policies companies develop to protect themselves and users. This includes interviews with NGO and social media company reps in the US and the EU. She triangulates these findings against news, policy reports, evaluations and interviews with e-safety experts. This book raises questions about the legitimacy of expecting companies to balance the tension between free speech and child protection without publicly revealing their decision-making processes. In an environment where e-safety is part of the corporate business model, this book unveils the process through which established social media companies receive less government scrutiny than start-ups. The importance of this research for law and policy argues for an OA edition to ensure the work is widely and globally accessible to scholars and decision makers.

German journalism is facing major challenges including declining circulation, funding, trust, and political allegations of spreading disinformation. Increased media literacy in the population is one way to counter these issues and their implications. This especially applies to the sub-concept of journalism literacy, focusing on the ability to consume news critically and reflectively, thus enabling democratic participation. For media companies, promoting journalism literacy seems logical for economic and altruistic reasons. However, research on German initiatives is scarce. This article presents an explorative qualitative survey of experts from seven media companies offering journalistic media education projects in German schools, focusing on the initiatives' content, structure, and motivation. Results show that initiatives primarily aim at students and teachers, offering mostly education on journalism (e.g., teaching material) and via journalism (e.g., journalistic co-production with students). While these projects mainly provide information on the respective medium and journalistic practices, dealing with disinformation is also a central goal. Most initiatives are motivated both extrinsically (e.g., reaching new audiences) and intrinsically (e.g., democratic responsibility). Despite sometimes insufficient resources and reluctant teachers, media companies see many opportunities in their initiatives: Gaining trust and creating resilience against disinformation are just two examples within the larger goal of enabling young people to be informed and opinionated members of a democratic society.

This article contributes to theoretical discussions in the field of transnational media management research. We argue that investigating media companies' activities abroad from a strategy-as-practice perspective can overcome shortcomings implied in research predominantly focusing on strategies applied by entire companies. This is especially valid in times of digitization where changing technological frameworks force media companies to internationalize and restructure their business models. Based on a comparative qualitative analysis of interviews with 34 international senior media managers, this article provides a typology of cross-border activities related to three types of motivations: economic, organizational and socio-political. Relating activities and motivations provides a useful heuristic to systematically compare activities of most diverse media companies beyond objectives such as profit and growth. This sheds light on processes of digitization as related to numerous emerging organizational activities abroad with yet unclear economic trade-offs.

This research scrutinises the strategies that three of South Africa's largest mainstream media companies, namely, Media24, Independent News and Media, and Arena Holdings use to attract younger audiences, particularly Generation Z. The main question under focus is: Are South African media companies innovating adequately in their news media content and platforms to attract young audiences? The research examines the issue from both the discourses of the digital news editors of the media companies and a sample of young people interviewed about their news consumption. The rationale for this study is that Generation Z as active users of the various forms of the media have the potential to influence the way in which the media package and disseminate news. Therefore, it is important to study this rising segment of audiences as young people's consumption behaviour and spending patterns shape the businesses of media institutions to adjust their news strategies quickly.