Case study: Strategy formation process in Canal 22 - Facing the challenging milieu of disruptive change in the media industry
Pamplona Hernandez, Alejandra (2016)
2016
Master's Degree Programme in Media Management
Viestinnän, median ja teatterin yksikkö - School of Communication, Media and Theatre
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Hyväksymispäivämäärä
2016-06-13
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:uta-201606151914
https://urn.fi/URN:NBN:fi:uta-201606151914
Tiivistelmä
The purpose of this master s thesis is to research the strategy formation process in Canal 22: how the strategy formation process is and why the process is as it is. Because the study deals with the how and why aspects, the researcher has chosen a longitudinal single-case study as the appropriate research methodology.
The unit of analysis the case is the strategy formation process in Canal 22. Canal 22 is a Mexican cultural public (service) media company. The case is longitudinal because strategy formation, as a process, deals with change. Thus, the case is studied from 1993 to September 2015. Mintzberg's 5Ps of strategy and the 10 schools of thought about strategy formation are some the models included in the theoretical framework.
The research proposition states that Canal 22's strategy formation process has aspects that can be improved. Improvements in the process would increase possibilities to enhance the company's performance. Performance is understood as the company's success to carry out its mission, while maintaining, or increasing, its relevance as a media company, which is affected by the structural change that the Mexican media industry has been going through.
The findings show that there is not an agreement of what should be the scope of the channel's contents and products based on its cultural character. Thus, there is contention of whether politics, current news affairs, and critique should belong to the cultural offer of the channel or not. Also, among the members of the organization different and opposing values are embraced. This generates conflict, which in turn affects the strategy formation process.
The conclusion is that the strategy formation process in Canal 22 can be improved. According to the findings, Canal 22 would benefit if it had greater autonomy as an entity, if it depended less on federal budget, and if an autonomous planning council, independent of the six-year federal changes, was created. The researcher's additional recommendations are three. First, define the organization mindset. Second, employee engagement and independence on decision-making should be increased. And finally, boost an organizational culture of openness.
The unit of analysis the case is the strategy formation process in Canal 22. Canal 22 is a Mexican cultural public (service) media company. The case is longitudinal because strategy formation, as a process, deals with change. Thus, the case is studied from 1993 to September 2015. Mintzberg's 5Ps of strategy and the 10 schools of thought about strategy formation are some the models included in the theoretical framework.
The research proposition states that Canal 22's strategy formation process has aspects that can be improved. Improvements in the process would increase possibilities to enhance the company's performance. Performance is understood as the company's success to carry out its mission, while maintaining, or increasing, its relevance as a media company, which is affected by the structural change that the Mexican media industry has been going through.
The findings show that there is not an agreement of what should be the scope of the channel's contents and products based on its cultural character. Thus, there is contention of whether politics, current news affairs, and critique should belong to the cultural offer of the channel or not. Also, among the members of the organization different and opposing values are embraced. This generates conflict, which in turn affects the strategy formation process.
The conclusion is that the strategy formation process in Canal 22 can be improved. According to the findings, Canal 22 would benefit if it had greater autonomy as an entity, if it depended less on federal budget, and if an autonomous planning council, independent of the six-year federal changes, was created. The researcher's additional recommendations are three. First, define the organization mindset. Second, employee engagement and independence on decision-making should be increased. And finally, boost an organizational culture of openness.