This journal will publish a monographic section for volume 2 of number 4, corresponding to July 2021Towards digital maturity in companies and media
Submission deadline: Full papers must be submitted before 1 June 2021 to be peer-reviewed.
Publication: July 2021 (N4V2)
Editor: Gloria Jiménez-Marín (Universidad de Sevilla, Spain). firstname.lastname@example.org
Coordinators: Dr. Hada M. Sánchez Gonzales (Universidad de Sevilla, España) and Denis Renó (Universidade Estadual Paulista, Brasil)
The pandemic has accelerated the process of digital transformation in media and newspaper companies, but is there a real awareness of adaptation? The term digital transformation, from a traditional perspective, Agarwal (2020) refers to the change facilitated by the power given to digital technologies in the whole process of organization, production and business of a media. However, it should be understood as a methodology that considers the digital culture of its managers and training of its workers and not only technology as an engine of change.
Theories such as the network society (Castells, 1996), mediamorphosis (Fidler, 1997), convergence and culture (Jenkins, 2006) and, liquid modernity, (Bauman, 2013), make us understand the social, cultural and media phenomena through which journalism/communication has been passing and, in the middle of the decade of artificial intelligence (machine learning), makes us reflect on the importance of advancing in the digital transformation (Kane, 2017) as a media strategy with leadership capacity until digital maturity is achieved. This is the final learning phase of the digital transformation and to which any company should aspire in order to respond to the emerging and competitive environment. A strategic, dynamic and natural process focused on people and in four areas (Gill & VanBoskirk, 2016): technological, knowledge, cultural and organizational. Álvarez, Capelo and Álvarez (2019) highlight the last two, the organizational structure and the cultural vision of the institution as the most important. Journalistic companies, therefore, must be aware of the importance of knowing how to lead and execute the digital transformation by evaluating the degree of digital maturity achieved. However, with so many changes, the idea of retrotopia proposed by Bauman (2017) is fundamental, especially in the re-signification of journalism in the scenario of a possible normality, where looking at the past is the basis to walk again.
This special issue welcomes research that addresses the digital maturity of media and journalistic companies, a key and final aspect of their transformation. The studies could address, from a contemporary vision, how they adapt to the challenges of digitalization taking into account ethics; where they are located in the process; where they are projected in relation to technological and market trends; what are the new skills that journalists should be developing, according to the new digital reality. Finally, the commitment to leadership, evaluation and measurement of the degree of maturity achieved. Professional practice, which should think, above all, about the audience as the centre of its strategy. We are also interested in knowing what these challenges facing the post-Covi19 era mean for teaching.
Possible topics to be addressed include:
- Organizational restructuring processes, digital culture and professional routines.
- Appropriate languages for contemporary transformations.
- Perceptions of the actors of the journalistic industry, sense of ethical standards and concrete practices.
- Leadership strategy, evaluation and measurement by media and companies.
- New business models and entrepreneurial niches.
- Technological initiatives with artificial intelligence, robotization and automatic learning, etc.
- Characteristics of the trends in the creation of products and ideation of contents and services.
- Customized communication. Segmentation of active audiences and disinformation crisis.
- Management models and multi-platform strategy, distribution and marketing channels.
- Digital literacy and education in the post-Covd era19.
They will be regulated according to the journal's regulations.
Álvarez, J. Capelo, M., Álvarez, J. I. (2019). La madurez digital de la Prensa española. Estudio de caso. Revista Latina de Comunicación Social, (74), 499- 520.
Agarwal, R. (2020). Transformación digital: un camino al valor económico y social. Revista CEA, 6), 9-12. https://doi.org/10.22430/24223182.1700
Bauman, Z. (2013). Liquid modernity. New York: John Wiley & Sons.
Bauman, Z. (2017). Retrotopía. Barcelona: Paidós.
Boczkowski, P. J. (2004). The processes of adopting multimedia and interactivity in three online newsrooms. Journal of communication, (54), 2, 197-213. https://doi.org/10.1111/j.1460-2466.2004.tb02624.x
Boczkowski, P. J. (2005). Digitizing the news: Innovation in online newspapers. Cambridge, MA: MIT Press.
Castells, M. (1996). The information age: Economy, society and culture. Vol. I, The rise of the network society. Cam- bridge, MA: Blackwell.
Fidler, R. (1997) Mediamorphosis. Understanding new media. Thousand Oaks, CA: Pine Forge Press.
Gill M. & VanBoskirk, Sh. (2016). The Digital Maturity Model 4.0”. In Forrester.com. https://bit.ly/3sQqYwO
Gynnild, A. (2014). Journalism innovation leads to innovation journalism: The impact of computational exploration on changing mindsets. Journalism, (15), 6, 713-730. https://doi.org/10.1177/1464884913486393
Jenkins, H. (2006). Convergence culture: Where old and new media collide. New York: New Your University Press.
Kane, G. C. (2017). Digital Maturity, Not Digital Transformation. In MITSloan Review. 4 April. https://bit.ly/3p2DjLM
Salaverría, R.; Negredo, S. (2008). Periodismo integrado: Convergencia de medios y reorganización de redacciones. Barcelona: Sol90 Media.