Studying the transformation of the media business model: A new framework for case studies

Resum

The journalism industry is struggling to create sustainable business models for the digital age. Prior research in the field of media economics has broadly analyzed this challenge through case studies. According to extant research on management, a business model is comprised by components whose interactions convey the logic of creating, distributing and capturing the value developed by a firm. However, many journalism scholars have focused on new revenue streams, and not only is there a lack of holistic views, but value must be considered when applying the business model concept. In response to the aforementioned problem, this paper proposes a methodological tool that future researchers may use to analyze the business model of any news company. The method is based on a questionnaire (n=16) submitted to experts specialized in media business models, and the paper proposes a global framework aimed at improving comparisons between companies and gaining a better understanding of the success patterns for sustainable business models in order to foster innovation and knowledge transfer. This framework consists of a case file, research questions for six components of the business models, and research questions for a critical assessment of the links, interactions and synergies between them.