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Strategic management

Author

Listed:
  • Nabyla Daidj

    (IMT-BS - DSI - Département Systèmes d'Information - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris], LITEM - Laboratoire en Innovation, Technologies, Economie et Management (EA 7363) - UEVE - Université d'Évry-Val-d'Essonne - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris])

Abstract

Firms operate in a more and more complex, dynamic, less predictable environment especially in the media and entertainment industry. The digital transformation is an emblematic example of this more complex reality. This situation requires to follow various strategic approaches and to develop new patterns of strategic thinking. There are several strategic models and tools. Most of them have advantages and disadvantages and have evolved. Ten years after the publication in 2007 of a paper written by Lucy Küng and entitled: "Does Media Management Matter?", the question remains a highly topical issue. Consequently, the goal of this chapter is to present some key strategic management tools, to understand how they have evolved since the end of the 1990s and to analyze how they can be applied to the media sector. This chapter analyses also the impact of the digital transformation on strategy and business model in the media and entertainment industry. Digital transformation is a concept which has attracted attention both from practitioners and academics. It is closely linked to other "classical" concepts in the strategy field including value creation and capture, value chain (reconfiguration), business and revenue model (evolution), networks (renewed linkages).

Suggested Citation

  • Nabyla Daidj, 2018. "Strategic management," Post-Print hal-01787684, HAL.
    • Handle: RePEc:hal:journl:hal-01787684
    DOI: 10.4324/9781315189918
    as

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