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    188宝金博页面版: s0219877006000673

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    内容提示： March 2, 2006 17:5 WSPC/ws-ijitm 00067International Journal of Innovation and Technology ManagementVol. 3, No. 1 (2006) 83–105c ? World Scientif i c Publishing CompanyALWAYS THE LITTLE BROTHER?DIGITAL-PRODUCT INNOVATION IN THE MEDIA SECTORHANNA-KAISA ELLONENLappeenranta University of Technology, Department of Business AdministrationPO Box 20, FIN-53851, Lappeenranta, Finlandhanna-kaisa.ellonen@lut.f iPIIA KARHUSt. Gallen University, Department of Business AdministrationDufourstrasse 50, CH-9000 St.Gallen,...

    文档格式：PDF | 页数：23 | 浏览次数：4 | 上传日期：2020-08-08 10:37:57 | 文档星级：
    March 2, 2006 17:5 WSPC/ws-ijitm 00067International Journal of Innovation and Technology ManagementVol. 3, No. 1 (2006) 83–105c ? World Scientif i c Publishing CompanyALWAYS THE LITTLE BROTHER?DIGITAL-PRODUCT INNOVATION IN THE MEDIA SECTORHANNA-KAISA ELLONENLappeenranta University of Technology, Department of Business AdministrationPO Box 20, FIN-53851, Lappeenranta, Finlandhanna-kaisa.ellonen@lut.f iPIIA KARHUSt. Gallen University, Department of Business AdministrationDufourstrasse 50, CH-9000 St.Gallen, Switzerlandpiia karhu@hotmail.comReceived 13 July 2005Revised 16 November 2005Accepted 21 November 2005This article concerns digital-product innovation within the media sector. From previ-ous literature we identify eight factors af f ecting innovation work. Using material fromnarratives collected from experts within the media industry, we then present a specif i cframework that summarizes the factors af f ecting digital innovations either negatively orpositively. We identify three underlying phenomena in the Finnish media sector thatexplain its specif i c features: First, it is a small market with a long history, second, digitalinnovations are in the underdog position and thirdly, the brand positions are strong.Keywords: Media; digital innovations; innovation.1. IntroductionOver the past few decades, the media industry has been confronted by turbulent,complex and rapid change, high and multivariate competition, new forms of pro-duction and distribution, and perhaps most radically, entirely new types of prod-ucts [Küng (2004); Chan-Olmsted (2006)]. Digitalization is strongly inf l uencing theindustry: it is changing the existing market dynamics and existing activities, andrequires new strategies [see for example Doyle (2002); MTT (2005)]. Small playersare expected to dominate the media-innovation landscape, as they can be moreinnovative, creative and dynamic. This was also the case with the Internet hype.[IPTS (2002)] Küng [2003] shares this view, and states that a particularly notewor-thy aspect of the Internet era is the lack of success of the large media companies’Internet activities, despite their strategic priority and resources.These large media companies need creativity and innovation to meet the chal-lenges of digitalization, however, since the market is about to change. The Institutefor Prospective Technological Studies [IPTS (2002)] anticipates that three demand-related drivers will overturn media market structures: First, anyone can become a83Int. J. Innovation Technol. Management 2006.03:83-105. Downloaded from www.worldscientific.comby ZHEJIANG INSTITUTE OF COMMUNICATION AND MEDIA on 10/07/14. For personal use only.

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