Managing Organisational Tensions in Cross‐Sector Collaboration: The Case of Mediapolis

Sari Virta, Nando Malmelin*

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

3 Citations (Scopus)

Abstract

Cross‐sector collaboration combining public (non‐commercial) and private (commercial) organisational orientations is considered an advantageous and dynamic strategic approach to shared value creation and co‐creative innovation in disruptive operational environments of media industries. However, cross‐sector collaboration features inherent complexities and organisational tensions due to the fundamental differences between the actors’ strategies and operational models. This article explores organisational tensions and dualities in media work in the cross‐sector collaboration of media clusters. The qualitative case study examines the development of the management approach and practical operations of the Finnish media cluster Mediapolis, which aims to produce value, especially through collaborative content and concept innovation. The case study builds on extensive empirical material collected since the Mediapolis project started in 2011 until 2018. The analysis focuses on the management of complexities and organisational tensions in implementing collaborative strategies at Mediapolis, as well as managing the shared operations and work of the cluster. The results reveal tensions between the core dualities in developing Mediapolis as a collaborative arrangement between the participating organisations in practice, despite shared strategic‐level aspirations. The findings elaborate on the dynamics of different organisational orientations and business logics, discrepancies between visionary planning and practical actions, and opposing organisational interests and strategies as sources for organisational tensions in collaborative contexts. The article contributes to both the theoretical and practical knowledge on organisational tensions and their management in cross‐sector collaboration in media cluster development and provides implications for managing respective complexities in media work.
Original languageEnglish
Pages (from-to)43-53
JournalMedia and Communication
Volume10
Issue number1
DOIs
Publication statusPublished - 2022
MoE publication typeA1 Journal article-refereed

Funding

Collaborative initiatives between public and private partners are typically emphasised and stipulated in pub‐ lic funding (cf. Stone et al., 2013). Also, in the case of Mediapolis, the initial development in 2011–2014 was supported by public resources and funds. These include support coordinated by the Tampere City and the Pirkanmaa Region, especially in the initiation stage, in both the Creative Tampere initiative, which aimed to enhance creative industries in the region in general and especially in two rounds of the European Union (EU) project funding. Public funding resulted in the formation of a collaborative company, i.e., Mediapolis Cooperative, in January 2016. It is a legal entity (cf. Chaddad, 2012; Ménard, 2007) comprising the main Mediapolis partners (Yle, TAMK, Technopolis, and AitoMedia at the time).

Keywords

  • Creative industries
  • Cross‐sector collaboration
  • Media cluster
  • Media industry
  • Media work
  • Mediapolis
  • Organisational tensions

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