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This book explores a major media management topic on the basis of case study research conducted in European, US and Brazilian media companies. More specifically, it examines the dynamics of employee engagement, aiming at organizational development through change. The book contemplates the discipline of Media Management through a management lens and focuses on the concept of employee involvement and its value with regard to successfully introducing change and achieving organizational development. It concentrates on providing the necessary information and organizational arrangements from the points of view of media managers and employees and highlights how this involvement can encourage employees to create and innovate. The book is directed towards researchers and students, as well as practitioners/professionals involved with media organizations.

Inhaltsverzeichnis

Frontmatter

1. Introduction

Abstract
Media management refers to the management of media organizations, that is the application of different management processes to media organizations. However, in media management studies there is a mainstream management’s neglect due to the fact that both mainstream management scholars have largely neglected the media industry and media management researchers have focused mainly on media and not on management. In order to make a small step towards filling this gap the author focused on the dynamics of a major mainstream management construct, employee engagement, aiming to develop media management theory that is original and practically useful, using the qualitative method of inductive case study research conducted in several media organizations around the world.
Stavros Georgiades

2. Employee Engagement and Organizational Change

Abstract
This chapter critically reviews previous literature on employee engagement in an organizational change context by first explaining how employee engagement can help achieve sensemaking, creativity and as a result a successful organizational change, and by then considering the way management can use communication and participation practices to engage employees.
Stavros Georgiades

3. Communication Process to Achieve Employee Engagement

Abstract
Although there is a great deal of literature about the importance of gaining employee engagement and the necessary sensemaking to implement change successfully, the existing theoretical views have not dealt adequately with the way managers who are actually responsible think and how they act in order to achieve employee engagement and contributions via the provision of information to employees. The purpose of this chapter is to eliminate this lacuna.
Stavros Georgiades

4. Organizational Arrangements for Participation Leading Towards Employee Engagement

Abstract
Despite Lewin’s (1943) pronouncement about the practicality of a good theory, if managers and academics think about employee engagement differently, even if an underlying theory is correct, then managers might not use it. To see how wide the gap might be, the author presents the results of a single case study designed to increase our understanding of how at least some managers think about the way organizational arrangements for participation can lead towards employee engagement. This lacuna is noteworthy given an apparent consensus about the value of employee engagement to achieve employee sensemaking and successfully introduce change.
Stavros Georgiades

5. Employee Engagement Implementation Leading Towards Employee Creativity

Abstract
There is little empirically grounded theoretical account of how employees think about the way management can operationalize their engagement by focusing on the development of meanings and action that can lead towards the necessary sensemaking and help achieve employee creativity as a result. Consequently, the purpose of this chapter is to eliminate this lacuna and thus contribute towards a richer theory on the process behind the implementation of employee engagement, highlighting the importance of several organizational arrangements that can help management achieve employee creativity.
Stavros Georgiades

6. Assessing Employee Creativity

Abstract
Employee engagement can lead towards employee creativity through sensemaking. A major issue for management is to be able to assess employee creativity aiming to identify creative employees and take maximum benefits from their value-creative potential. However, there exists little agreement on universally accepted or empirically established standards for evaluating creative potential because previous studies failed to consider data collected in a dynamic context. In an attempt to fill this gap this study focuses on one important research question. When assessing the creative potential of employees in real world organizational settings, what characteristics can management actually attend to and use?
Stavros Georgiades

7. Conclusion

Abstract
In order to fill the gap identified in Chapter 1, the author suggested that media management needs a way of thinking that aims to apply mainstream management constructs to media organizations in order to develop media management theory that is original and useful. This book aims to advance our understanding incrementally and develop theory that is practically useful for people who manage media organizations. To achieve this aim the author focused on the dynamics of a major mainstream management construct, employee engagement, and considered its value to achieve the necessary employee sensemaking in order to introduce change successfully and attain organizational development and employee creativity.
Stavros Georgiades
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