Media Trends in the Nordic Countries
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Cultura Y Modelo Nórdico Para La Sociedad De La Información
INFORME CULTURA Y MODELO NÓRDICO PARA LA SOCIEDAD DE LA INFORMACIÓN Grupo de investigación 940665 CULTURA Y MODELO NÓRDICO PARA LA SOCIEDAD DE LA INFORMACIÓN Investigadores: Mariano CEBRIÁN Javier MAESTRO Fernando GALLARDO Julio LARRAÑAGA Juan José FERNÁNDEZ Eva LIÉBANA Ángel RUBIO Niels Ole FINNEMANN Helge RÖNNING Kirsti BAGGETHUN INDICE INTRODUCCIÓN 1. Planteamiento y objetivos de la investigación 2. Plan de explotación, difusión y divulgación de los resultados de la investigación CAPITULO 1: DELIMITACIONES SOBRE SOCIEDAD DE LA INFORMACIÓN 1. Concepción de la Sociedad de la Información 1.1. Alcance del sintagma “Sociedad de la Información” 1.2. Complejidad de la Sociedad de la Información 1.2.1. Desarrollo de infraestructuras. Protocolo Internet 1.2.2. De la convergencia de bits a la divergencia de los símbolos 1.2.3. Estructuras organizativas y usuarios 1.2.4. Contexto económico, político, social, cultural y educativo 2. Dimensiones y procesos de globalización 3. La Sociedad de la Información de los países europeos dentro de la globalización 3.1. Creación del dominio .eu 3.2. Fusiones desde la Unión Europea: Nokia-Siemens 4. Perspectiva española CAPÍTULO 2: POLÍTICAS DE I+D EN LOS PAÍSES NÓRDICOS 1. Algunas consideraciones introductorias 2. La política de innovación en la Sociedad de la Información y del Conocimiento 3. Entorno y espíritu empresarial 4. Los objetivos de las políticas de I+D en los Países Nórdicos Dinamarca Finlandia Islandia Noruega Suecia CAPÍTULO 3: REDES, INFRAESTRUCTURAS Y OTRAS DOTACIONES LIGADAS AL DESARROLLO DE LA SOCIEDAD DE LA INFORMACIÓN. (Una comparación de España con los países nórdicos) 1. Redes básicas de telecomunicaciones 1.1. -
Drama Directory
2015 UPDATE CONTENTS Acknowlegements ..................................................... 2 Latvia ......................................................................... 124 Introduction ................................................................. 3 Lithuania ................................................................... 127 Luxembourg ............................................................ 133 Austria .......................................................................... 4 Malta .......................................................................... 135 Belgium ...................................................................... 10 Netherlands ............................................................. 137 Bulgaria ....................................................................... 21 Norway ..................................................................... 147 Cyprus ......................................................................... 26 Poland ........................................................................ 153 Czech Republic ......................................................... 31 Portugal ................................................................... 159 Denmark .................................................................... 36 Romania ................................................................... 165 Estonia ........................................................................ 42 Slovakia .................................................................... 174 -
Converged Markets
Converged Markets - Converged Power? Regulation and Case Law A publication series of the Market power becomes an issue for European and media services and enabling services, platforms and European Audiovisual Observatory national law makers whenever market players acquire a converged services, and fi nally distribution services. degree of power which severely disturbs the market balance. In this sense, the audiovisual sector is no The eleven countries were selected for this study because exception. But this sector is different in that too much they either represented major markets for audiovisual market power may not only endanger the competitive media services in Europe, or because they developed out- parameters of the sector but may also become a threat side the constraints of the internal market, or because they had some interesting unique feature, for example to the freedom of information. It is this latter aspect the ability to attract major market players despite lacking which turns market power into a particularly sensitive an adequately sized market. issue for the audiovisual sector. National legislators and regulators backed by national courts seek solutions The third part brings in the economic background in the adapted to this problem. form of different overviews concerning audience market shares for television and video online. This data puts the This IRIS Special issue is deals with the regulation of legal information into an everyday context. market power in the audiovisual sector in Europe. The fourth and fi nal part seeks to tie together the common The fi rst part of this IRIS Special explores the European threads in state regulation of media power, to work Union’s approach to limiting media power, an approach out the main differences and to hint to some unusual still dominated by the application of competition law. -
Rolling News As Disruptive Change a Managerial Perspective on TV 2 and VG in Norway
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Göteborgs universitets publikationer - e-publicering och e-arkiv Nordicom Review 33 (2012) 1, pp. 67-81 Rolling News as Disruptive Change A Managerial Perspective on TV 2 and VG in Norway Maria Theresa Konow Lund & Roel Puijk Abstract In the present article, we compare the models that the management in two leading com- mercial Norwegian media organizations, one with a foothold in the written press, Verdens Gang (VG), and one in television, TV 2, have used in dealing with the disruptive change in news caused by the introduction of rolling news. Both started with an experimental internal phase but later used different models to organize their news production. By establishing a spin-off, separate from the printed newspaper, VG retreated from synergies between online and offline productions, but gained by having two organizations dedicated to the processes and values of each medium. Their online services are financed by advertisements alone. The commercially financed television channel, TV 2, used an acquisition model, but encountered problems with integrating the parts. Today, their strategy involves a proliferation of digital TV channels, financed by a combination of advertisements and payment from viewers. Not only their Internet site, but particularly their 24/7 news channel Nyhetskanalen is a central element in the production of continous news. Keywords: convergence, continuous news, disruptive change, management Introduction Market leaders often experience difficulties adjusting to what Christensen and Overdorf (2000) call ‘disruptive change’. Implementing innovative activity in an area that requires not only investments but also changes in competencies, organizational processes and values is often difficult to realize within established organizations. -
Udenrigsminister Per Stig MØLLER Asiatisk Plads 2 DK - 1448 København K
EUROPEAN COMMISSION Brussels, 04.VIII.2008 C(2008)4224 final In the published version of this decision, some information PUBLIC VERSION has been omitted, pursuant to articles 24 and 25 of Council Regulation (EC) No 659/1999 of 22 March 1999 laying WORKING LANGUAGE down detailed rules for the application of Article 93 of the EC Treaty, concerning non-disclosure of information This document is made available for covered by professional secrecy. The omissions are information purposes only. shown thus […]. Subject: N 287/2008 - Denmark Rescue aid to TV2 Danmark A/S I am pleased to inform you that the European Commission has assessed the Rescue aid to TV2 Danmark A/S notified by the Danish authorities and decided to consider the aid to be compatible with the EC Treaty. I. PROCEDURE (1) By letter registered on 16 June 2008, the Danish authorities notified to the Commission, pursuant to Article 88 (3) of the EC Treaty, their intention to grant a state loan to TV2 Danmark A/S as rescue aid for a firm in difficulty. Further information and documents were submitted thereafter by the Danish authorities, ultimately, on 18 July 2008. II. CONTEXT The activities of TV2 Danmark A/S (2) TV2 Danmark A/S is the parent company of the TV 2 Group, which has interests in twenty different companies involving fully owned subsidiaries, associates, joint ventures and minority holdings. TV2 Danmark A/S operates the public television channel TV 2 as well as a number of commercial channels including TV2 Zulu, TV2 Udenrigsminister Per Stig MØLLER Asiatisk Plads 2 DK - 1448 København K Commission européenne, B-1049 Bruxelles – Belgique - Europese Commissie, B-1049 Brussel – België Telefon: 00-32-(0)2-299.11.11. -
Drama Directory 2014
2014 UPDATE CONTENTS Acknowlegements ..................................................... 2 Latvia .......................................................................... 122 Introduction ................................................................. 3 Lithuania ................................................................... 125 Luxembourg ............................................................ 131 Austria .......................................................................... 4 Malta .......................................................................... 133 Belgium ...................................................................... 10 Netherlands ............................................................. 135 Bulgaria ....................................................................... 21 Norway ..................................................................... 145 Cyprus ......................................................................... 26 Poland ........................................................................ 151 Czech Republic ......................................................... 31 Portugal .................................................................... 157 Denmark .................................................................... 36 Romania ................................................................... 160 Estonia ........................................................................ 42 Slovakia ................................................................... -
Rolling News As Disruptive Change a Managerial Perspective on TV 2 and VG in Norway
Nordicom Review 33 (2012) 1, pp. 67-81 Rolling News as Disruptive Change A Managerial Perspective on TV 2 and VG in Norway Maria Theresa Konow Lund & Roel Puijk Abstract In the present article, we compare the models that the management in two leading com- mercial Norwegian media organizations, one with a foothold in the written press, Verdens Gang (VG), and one in television, TV 2, have used in dealing with the disruptive change in news caused by the introduction of rolling news. Both started with an experimental internal phase but later used different models to organize their news production. By establishing a spin-off, separate from the printed newspaper, VG retreated from synergies between online and offline productions, but gained by having two organizations dedicated to the processes and values of each medium. Their online services are financed by advertisements alone. The commercially financed television channel, TV 2, used an acquisition model, but encountered problems with integrating the parts. Today, their strategy involves a proliferation of digital TV channels, financed by a combination of advertisements and payment from viewers. Not only their Internet site, but particularly their 24/7 news channel Nyhetskanalen is a central element in the production of continous news. Keywords: convergence, continuous news, disruptive change, management Introduction Market leaders often experience difficulties adjusting to what Christensen and Overdorf (2000) call ‘disruptive change’. Implementing innovative activity in an area that requires not only investments but also changes in competencies, organizational processes and values is often difficult to realize within established organizations. For news organiza- tions, the production of rolling news represented a disruptive change. -
ADB to Supply Its Latest DVB-T Digital Video Recorder to Grundig For
ADB to supply its latest ADB AND GRUNDIG ENABLE THE LAUNCH OF FIRST NORWEGIAN DVB-T digital video PUSH-VOD OFFERING BY RIKSTV recorder to Grundig for RiksTV’s new offering in 30 October 2008 – Geneva, Switzerland : Advanced Digital Broadcast Norway (www.adbglobal.com ), a leading supplier of technology to the global digital television industry, announced today that it will supply its latest DVB-T digital video recorder platform for the Norwegian market under its agreement with Grundig ( www.grundig.de ). The DTR 8860 VOD is the first- to-market to fully support RiksTV’s ( www.rikstv.no ) push-VOD service, which is using the pVOD solution from Osmosys ( www.osmosys.tv ). ADB and Grundig have already been successful in the Norwegian market since they announced their partnership in 2007 with two non-DVR products: the DTR 8720, and the DTR 8740, which provides pause live TV features. RiksTV plans to launch its new push-VOD service in early 2009. Those DVR’s already in customer homes by then will be upgraded via a simple software download. All products shipped in 2009 will come fully integrated with the push-VOD applications. “With our technology partnership with ADB, Grundig has continually proved its ability to deliver superior quality high definition set-top boxes to the market in a timely manner and at the right price point” says I. Tolga Akar, Chief Marketing Officer at Grundig. “We are very happy to work together with ADB for this latest product launch that will see the first deployment of push-VOD ready digital video recorders in the Norwegian marketplace. -
Mediamarkkinoiden Tila Ja Kilpailukyky Suomalaisen Median Kansainvälinen Vertailu, Taloudellinen Tila Ja Kilpailuedellytykset
Jonas Seemer, Antti Halonen ja Pekka Passi Mediamarkkinoiden tila ja kilpailukyky Suomalaisen median kansainvälinen vertailu, taloudellinen tila ja kilpailuedellytykset Marraskuu 2016 Valtioneuvoston selvitys- ja tutkimustoiminnan julkaisusarja 50/2016 KUVAILULEHTI Julkaisija ja julkaisuaika Valtioneuvoston kanslia, 24.11.2016 Tekijät Jonas Seemer, Antti Halonen ja Pekka Passi Julkaisun nimi Mediamarkkinoiden tila ja kilpailukyky – suomalaisen median kansain- välinen vertailu, taloudellinen tila ja kilpailuedellytykset Julkaisusarjan nimi ja Valtioneuvoston selvitys- ja tutkimustoiminnan julkaisusarja 50/2016 numero Asiasanat Sähköinen media, lehdistö, julkinen media, mediasääntely Julkaisun osat/ muut tuotetut versiot Julkaisuaika Marraskuu, 2016 Sivuja 108 Kieli FIN Tiivistelmä Suomen media-ala on tällä hetkellä ennennäkemättömien muutospaineiden edessä. Mediankäyttäjien kulutustottumukset ovat olennaisesti muuttuneet, miltei jokaisesta valtamediasta on tullut kaksisuuntai- nen, ja vielä 2000-luvun alussa miltei sisämarkkinana säilyneestä Suomen media-alasta on muodostu- nut kansainvälisten suuryritysten pelikenttä. Toimialan elinvoimaisen tulevaisuuden varmistamiseksi tarvitaan päätöksentekijöiltä uusia linjauksia kansallisella tasolla. Lisäksi Suomelta vaaditaan aktiivista vaikuttamista EU-tason foorumeissa ja toimialan keskeisiltä yrityksiltä vaaditaan uudenlaista yhteistyötä ja uskallusta tarttua uusien jakelukanavien tuomiin mahdollisuuksiin. Tämän työn keskeisenä tavoitteena on ollut tuottaa vaadittujen linjausten ja toimenpiteiden -
Rolling News As Disruptive Change a Managerial Perspective on TV 2 and VG in Norway
10.2478/nor-2013-0005 Nordicom Review 33 (2012) 1, pp. 67-81 Rolling News as Disruptive Change A Managerial Perspective on TV 2 and VG in Norway Maria Theresa Konow Lund & Roel Puijk Abstract In the present article, we compare the models that the management in two leading com- mercial Norwegian media organizations, one with a foothold in the written press, Verdens Gang (VG), and one in television, TV 2, have used in dealing with the disruptive change in news caused by the introduction of rolling news. Both started with an experimental internal phase but later used different models to organize their news production. By establishing a spin-off, separate from the printed newspaper, VG retreated from synergies between online and offline productions, but gained by having two organizations dedicated to the processes and values of each medium. Their online services are financed by advertisements alone. The commercially financed television channel, TV 2, used an acquisition model, but encountered problems with integrating the parts. Today, their strategy involves a proliferation of digital TV channels, financed by a combination of advertisements and payment from viewers. Not only their Internet site, but particularly their 24/7 news channel Nyhetskanalen is a central element in the production of continous news. Keywords: convergence, continuous news, disruptive change, management Introduction Market leaders often experience difficulties adjusting to what Christensen and Overdorf (2000) call ‘disruptive change’. Implementing innovative activity in an area that requires not only investments but also changes in competencies, organizational processes and values is often difficult to realize within established organizations. For news organiza- tions, the production of rolling news represented a disruptive change. -
UPDATE Contents
2015 UPDATE CONTENTS Acknowlegements ..................................................... 2 Latvia ......................................................................... 124 Introduction ................................................................. 3 Lithuania ................................................................... 127 Luxembourg ............................................................ 133 Austria .......................................................................... 4 Malta .......................................................................... 135 Belgium ...................................................................... 10 Netherlands ............................................................. 137 Bulgaria ....................................................................... 21 Norway ..................................................................... 147 Cyprus ......................................................................... 26 Poland ........................................................................ 153 Czech Republic ......................................................... 31 Portugal ................................................................... 159 Denmark .................................................................... 36 Romania ................................................................... 165 Estonia ........................................................................ 42 Slovakia .................................................................... 174 -
Sch. .Rs 2002 ENG Omsl-Orig
Addresses Schibsted Annual Report Aftenposten * Dagens Medisin Scanpix Scandinavia Tidningstryckarna Akersgaten 51 Apotekergaten 12 Smedjegatan 6 Aftonbladet Svenska P. O. Box 1178 Sentrum P.O. Box 6970 St. Olavs plass Box 860 Dagbladet N-0107 OSLO N-0130 OSLO S-131 25 NACKA Vandagatan 3, Akalla NORWAY NORWAY SWEDEN Box 45 Telephone: + 47 22 86 30 00 Telephone: + 47 24 14 68 70 Telephone: + 46 8 52 72 50 00 S-164 93 KISTA Finn Erik Johanessen Jacobsen, page 34: IOP, Ole Walter & CF Wesenberg, Design: Dugg design, Hege Sjursen Photo: Caroline Telefax: + 47 22 86 38 17 Telefax: + 47 24 14 68 71 Telefax: + 46 8 52 72 50 01 SWEDEN E-mail: aftenposten@ E-mail: [email protected] E-mail: [email protected] Telephone: + 46 8 703 43 00 aftenposten.no www.dagensmedisin.no www.scanpix.com Telefax: + 46 8 703 90 04 www.aftenposten.no E-mail: [email protected] Eesti Meedia Group Schibsted Aftonbladet Maakri 23a Internasjonale Bøker Verdens Gang Arenavägen 63, Globen City EE-10145 TALLIN Apotekergaten 10 Akersgaten 55 S-105 18 STOCKHOLM ESTONIA P. O. Box 1178 Sentrum P. O. Box 1185 Sentrum SWEDEN Telephone: + 372 666 2350 N-0107 OSLO N-0107 OSLO 2002 Telephone: + 46 8 725 20 00 Telefax: + 372 666 2351 NORWAY NORWAY Telefax: + 46 8 600 01 70 E-mail: mart.kadastik@ Telephone: + 47 23 10 66 97 Telephone: + 47 22 00 00 00 (adm.) + 46 8 600 01 77 eestimeedia.ee Telefax: + 47 23 10 66 44 Telefax: + 47 22 42 67 80 (editorial office) www.eestimeedia.ee E-mail: jonas.behrendt@ E-mail: [email protected] E-mail: [email protected] schibsted.no www.vg.no (news tips), lesarservice@ European Media Ventures aftonbladet.se (service) Apotekergaten 10 Schibsted Telecom 20 Min Holding www.aftonbladet.se P.