متن زیر را پاراگراف به پاراگراف به انگلیسی خلاصه کن با ذکر عناوین و تیترها
1	Introduction

Between the economic determinations of the marketplace and the cultural discourses within media representations … lies a terrain that has yet to be fully explored and adequately theorised. (Cottle, in Cottle, 2003: 13)

The media industry is changing fundamentally and fast. This represents a very real hallenge to managers tasked with planning a strategy and implementing it uccessfully, to researchers studying the field, and to those designing and delivering cademic courses focused on the sector. This book seeks to provide assistance in everal ways. First, it maps the contours of the media industry, detailing histories, business models, value drivers and current strategic issues in the various sectors that together constitute the industry. Second, it identifies the common themes urfacing in the strategic environment and the challenges these pose, as well as particular aspects of media organisations that influence the activities of strategic hoice and implementation. Third, it explores the strategic models, concepts and pproaches that are particularly relevant to this strategic context and these types of rganisation, seeking to demonstrate their relevance through application to media industry cases and examples. Finally, it reviews the discipline of media
anagement and the body of theory within it that addresses strategic management, nd identifies a number of future research approaches and themes.

The goals therefore are clear. But the complexity of the media industry – a ammoth and diverse set of sectors that is moving ever closer to the technology
ector – and the sprawling and fragmented nature of strategic theory complicate the task. In order to cut through this complexity, the book has been written with three guiding principles in mind:

1.	In terms of the media industry, it seeks to move beyond simply describing developments to interpreting them, and to providing insights that will aid strategy-making in the media industry.
2.	In terms of strategic theory, it limits the selection covered to those that have a direct relevance for the field, and then attempts to move beyond simply outlining concepts to demonstrating their relevance through application (what consultants call showing the ‘so what’). It also deliberately seeks to work with a broader set of strategic and management theories drawn from a wider range of disciplines than is often the case in media management research.
3.	In terms of language, the goal has been to strip out jargon as far as possible. This is partly to ensure relevance for practitioners as well as scientists, and partly because researchers and students in the field of media management, as this chapter discusses, have entered the field from many different areas of scholarship – liberal arts, social science, economics, political economics, mass communications and journalism studies to name just a few – and have therefore not been exposed to mainstream management theory and are likely to find some if its usages confusing.
 
Structure of the book

At base, the field of strategy is concerned with how organisations align their internal organisations to master the demands of their external environment. There re a number of strategic and organisational levers they can employ to achieve this. These range from highly analytic planning approaches, based on exhaustive esearch and data analysis, to prescriptive and pragmatic tools, which seek to transform the inner workings of organisations through gaining a deeper nderstanding of intangible phenomena such as cultural beliefs and levels of
otivation.

This book explains and applies concepts from each of the three core areas of trategic theory: rational approaches, adaptive approaches, and interpretative ones. Central aspects of managers’ strategy ‘work’ in media organisations are explored equentially – starting with understanding the strategic environment and then
oving through analysing a company’s competitive positioning, strategic resources nd competencies, responding to technological change, options for how the rganisation is structured, increasing levels of creativity and innovation, managing ulture and mindset, and finally looking at the role of the leader, particularly in terms of shaping the ‘social architecture’ of the organisation through interpretative lements such as culture and mindset. Key concepts that are relevant for the media industries are explained, and then ‘embedded’ in case studies that explain how these theoretical constructs ‘play out’ in real-life organisations. Some cases feature in a number of different chapters, with each ‘appearance’ illustrating different dimensions of strategy in the media. This underlines the complex and multi-faceted ature of strategic management, the interlinked nature of strategic phenomena in firms, and, taken together, these cases will hopefully provide a richer and more uanced understanding of the examples presented.
 
What is media management?

The topic of strategy in the media industry is a subset of the field of media anagement. Since this is an embryonic field it is worth establishing at the outset of
this book what this currently constitutes, which areas of scholarship it emerged from, and by extension its boundaries and internal dimensions.

The core task of media management is to build a bridge between the general theoretical disciplines of management and the specificities of the media industry. This goal seems relatively clear. However, the field of media management in its present form is neither clearly defined nor cohesive. A review of the syllabi from the many media management courses that have sprung up over the last decade all ver the world exhibit an enormously diverse range of theories, topics and core eadings.

This is partly a function of relative newness. In contrast to media economics, which ince its emergence in the 1970s has acquired an established set of theoretical pproaches and an extensive body of literature, media management is still in its infancy;The International Journal of Media Managementwas established at St Gallen in 1998, theJournal of Media Business Studiesin Jönköping 2004, the European Media Management Association (EMMA) in 2003 and the International Media Management Academic Forum (IMMAA) in 2004. Media management therefore is both a new field and a rapidly growing one.

But, as mentioned in the quote at the start of this chapter, it is also an under- xplored and under-theorised field (Cottle, 2003). To date, mainstream management cholars have largely neglected the media industry. This could be because
anagerial practices and organisational patterns in the cultural industries are often t odds with established views of management (Lampel et al., 2000). It could also elate to the fact that ‘mainstream’ management researchers seldom limit their esearch to a particular sector, preferring to choose sectors and cases according to the phenomena they are investigating.

This means that the bulk of research into management and strategy in media rganisations has been carried out by researchers with scholarly roots outside the tudy of management and organisations. Chief among these are media economics, edia studies, political economics, and mass communications and journalism tudies, giving rise to a body of theory which, Albarran has observed, ‘crosses interdisciplinary lines, theoretical domains, and political systems’ (Albarran et al., 2006: 3). The range of scientific backgrounds shared by researchers active in
edia management has given rise to a rich and varied literature applying an equally diverse range of theories from various disciplines including economics, conometrics, sociology, anthropology, technology management, political science, information science and political science.

To map out the current dimensions of the field’s literature and the scope for the future development of the field, it is helpful to clarify the perspective and approach f the non-management academic disciplines that address, not always directly, the issue of management and strategy within media firms.
 
Media economics

Media management has grown up in the shadow of media economics. The latter pplies economic principles and concepts to the media industries and has dominated scholarly analysis of the media sector (Picard, 2002a). Media conomics tends to work at industry sector or market level. It looks at conditions nd structures in the media industries and markets, and focuses on the deployment f resources, particularly financial ones, to meet the needs of audiences,
dvertisers and society (Picard, 2002a). Of particular concern are revenue and cost tructures, pricing policy, the economics of the key processes of production, distribution and consumption and its effects on the behaviour of media firms, tructural analysis of the sector, national market analysis, media ownership and oncentration, competitive strategies of media firms, market structure and share, egulation, public policy and subsidy issues, consumer and advertiser demand, the impact of new technologies and consumer behaviours on the media and content industries, and the way these changes are impacting and influencing the development of media business models.

Audience economics is an extension of the media economics literature and ddresses the implications of the media industry’s dual product marketplace. It focuses on the economic dimensions and implications of audience behaviour and udience measurement, viewing media audiences as a product market with unique haracteristics and significant points of interaction with media industries (Napoli, 2003).

In terms of strategy in the media field, media economists have looked at strategy formulation and implementation by large media organisations, in particular at the ntecedents and/or consequences of change, with a focus on the environment, tructure and performance, often applying rationalist models from the Industrial Organisation (IO) School. This has provided insights into media firms’ diversification strategies (Chan-Olmsted and Chang, 2003; Dimmick and McDonald, 2003), structure, performance and strategic alignment (Albarran and Moellinger, 2002), transnational (Gershon, in Albarran et al., 2006) and ompetitive (Sjurts, 2005) strategies. A more pragmatic set of economically- influenced insights into the defining characteristics of the media industry come fro nalysts and consultants who have worked in the industries. These texts include Wolf’sEntertainment Economy(1999), Vogel’sEntertainment Industry Economics(1999), Knee et al.’sThe Curse of the Mogul(2009) and Parry’sThe Ascent of Media(2011). The media economics literature thus addresses the behaviour of media firms in aggregate, and provides valuable insights into the conomic forces affecting the sector, the influence these have on strategic options, nd the types of strategic choices media firms are making within these contexts and
hy. It therefore provides a valuable starting point for examining processes and  phenomena inside media organisations, and for understanding the non-rational processes that also influence strategic behaviour.