Unfortunately, this is the wrong question and largely misses the bigger implications of the merger and the new era of superconglomeration it invites. The problem with the conflict of interest construction, in part, is that it is too squishy. Trying to pinpoint the moment of self-censorship, or internal conflict, is like trying to photograph someone's thought processes. What we can identify, however, is that these megamergers have turned out to be a bad business strategy for journalism. Most evidence now suggests that synergy doesn't work for news organizations.
News organizations are in the business of selling subtle brands.
Newsday, for example, is distinctly different from The New York Daily News, The New York Times or USA Today. Consumers know the difference, even if they cannot always articulate it. It's not because one represents good journalism and another bad. It is a more delicate mix of characteristics like voice, tone and taste. The history of recent mergers suggests that when media companies synergize their brands, they do not add to them.