Transformation of the post-covid media ecosystem. Teleworking and
the hybrid model as organisational innovation in newsrooms
Transformación del ecosistema mediático post-covid. El teletrabajo y el modelo
híbrido como innovación organizacional en las redacciones
doxa.comunicación |
nº 37, pp. 501-522
| 501
July-December of 2023
ISSN: 1696-019X / e-ISSN: 2386-3978
How to cite this article:
de Lara González, A.; Mondéjar, D. and García-Avilés, J. A. (2023). Transformation of the post-covid media ecosystem. Teleworking and the
hybrid model as organisational innovation in newsrooms.
Doxa Comunicación
, 37, pp. 501-522.
https://doi.org/10.31921/doxacom.n37a1833
Alicia de Lara González.
Lecturer and researcher at the Miguel Hernández University of Elche. Degree in Advertising
and Public Relations (University of Alicante) and in Journalism (University of Murcia). She has written articles and
participated in conferences on journalistic production, advertising and informative framing. She has enjoyed two
research stays at dierent Anglo-Saxon universities and she is the editor-in-chief of the popular science magazine UMH
Sapiens.
University Miguel Hernández, Spain
[email protected]
ORCID: 0000-0001-5556-6317
Dámaso Mondejar.
Graduated in Journalism from the Miguel Hernández University of Elche (UMH) and Master in
Digital and Data Journalism from the Nebrija University in Madrid. He is currently part of the “JoIn-DemoS” project,
an international comparison study on innovation in journalism. His work focuses on the study of the irruption of live
streaming in the eld of information, innovation and new narratives. He has worked as a journalist on the website of the
private national network laSexta, where he has written reports based on data, covered breaking news and collaborated
in editing online content.
University Miguel Hernández, Spain
[email protected]
ORCID: 0000-0001-9503-0445
José-Alberto García-Avilés.
Full Professor of Journalism at the Miguel Hernández University, where he lectures at the
Master Program in Journalism Innovation. He is Bachelor of Arts and Ph. D. in Journalism. He was visiting scholar at the
Media Studies Center at Columbia University (New York). He has published over 100 research articles and papers about
communication. His research focuses on journalism innovation, news storytelling, and quality.
University Miguel Hernández, Spain
[email protected]
ORCID: 0000-0001-7854-3476
is content is published under Creative Commons Attribution Non-Commercial License. International License
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
502 |
nº 37, pp. 501-522
|
July-December of 2023
Transformation of the post-covid media ecosystem. Teleworking and the hybrid model as organisational innovation...
ISSN: 1696-019X / e-ISSN: 2386-3978
doxa.comunicación
1. Introduction
e COVID-19 outbreak was declared an international health emergency by the World Health Organization in January 2020.
is unprecedented situation forced the change in people’s consumption habits (Park et al. Al, 2022) or education (Akhrami,
2021), and had a signicant impact on the way companies organise and perform their work (Okubo, 2022). Journalistic routines
had to change due to the restrictions imposed (Greene González et al.; García-Avilés et al., 2022). In addition, digital tools
played an important role in ensuring virtual connection and teleworking (Vyas and Butakhieo, 2021), having an impact on
content, audiences (González-Neira et al., 2023) and the audiovisual industry (Martínez and Díaz, 2021).
e pandemic accelerated the eort of media outlets to transform themselves in a context of high complexity, and made
companies and professionals face the diculties in work management and, at the same time, meet the demands of a
society susceptible to misinformation (Noain, 2021) and in need of high-quality journalism (Cherubini et al., 2021). ese
circumstances accelerated processes which, in normal situations, would have taken years or months but were adopted in
days or weeks instead (Olsen, Pickard and Westlund 2020). Innovation in processes includes aspects related to organisations,
Abstract:
e covid-19 pandemic accelerated the media’s eorts to survive
in an unprecedented crisis. In this context, teleworking, despite
having existed for decades, stood out as an ecient solution to
sustain organisational processes. is exploratory study analyses the
impact of teleworking and the introduction of hybrid formulas in two
newspaper companies in the Spanish market (
eldiario.es
and
Heraldo
de Aragón
), once the toughest stage of the pandemic was overcome.
rough participant observation and in-depth interviews with experts
and media professionals, we investigate whether the new teleworking
formulas are innovative and if they could be adopted in the future. e
results reveal that the impact of telework on news organisations has
been decisive, especially to reshape the way in which ideas are shared
and workows are established. e adaptability of the case studies to
the new organisational models has been found to be high; however,
there are some factors limiting their full adoption. e hybrid telework
model has brought unprecedented organisational change to many
newsrooms and has accelerated digital transformation. However, there
is still some uncertainty, because even in those newspapers that are
committed to the model, implementation is still being developed.
Keywords:
Telework; innovation; journalism; media organisation; hybrid model.
Resumen:
La pandemia de covid-19 aceleró los esfuerzos de los medios
de comunicación por sobrevivir en una situación de crisis sin
precedentes. En este contexto, el teletrabajo, a pesar de existir desde
hace décadas, destacó como una solución eciente para sustentar los
procesos organizativos. Este estudio exploratorio analiza el impacto
del teletrabajo y la introducción de fórmulas híbridas en dos cabeceras
del mercado español (eldiario.es y Heraldo de Aragón), una vez
superada la etapa más dura de la crisis. A través de la observación
participante y entrevistas en profundidad a expertos y profesionales
de los medios, se investiga si las nuevas fórmulas de teletrabajo son
innovadoras y se adoptarán en el futuro. Los resultados revelan
que el teletrabajo ha tenido un impacto decisivo en las empresas
periodísticas, especialmente para remodelar la forma en la que se
comparten ideas y se establecen los ujos de trabajo. Se ha constatado
una alta adaptabilidad de los casos de estudio a los nuevos modelos,
aunque algunos factores limitan su adopción total.
Palabras clave:
Teletrabajo; innovación; periodismo; organización de los medios;
modelo híbrido.
Received: 27/10/2022 - Accepted: 13/02/2023 - Early access: 10/03/2023 - Published: 01/07/2023
Recibido: 27/10/2022 - Aceptado: 13/02/2023 - En edición: 10/03/2023 - Published: 01/07/2023
doxa.comunicación |
nº 37, pp. 501-522
| 503
July-December of 2023
Alicia de Lara González, Dámaso Mondéjar and José-Alberto García-Avilés
ISSN: 1696-019X / e-ISSN: 2386-3978
activities and processes of exploration and productive development, which implies considering changes in work organisation
(Bleyen et al., 2014).
e responsiveness of the media industry shows the existence of a high degree of exibility to react to unforeseen events
(Baumann, 2013). Some papers on innovation in times of crisis have shown that innovation can arise from a disruptive
conjunction (Heinonen and Strandvik, 2020). According to Kung (2013), innovation is related to change, and, when it occurs
in a context of crisis, the result can be either destructive or creative for innovation (Archibugi et al., 2013; Banina et al. 2020).
ere is evidence that the driver for innovation in the media industry did not stop during lockdown (Meier et al., 2022).
e review of the concept of journalistic innovation by Belair-Gagnon and Steinke (2020) concludes that research has
approached journalism as an isolated object of study, without addressing social trends and external actors and how these
can stimulate such innovation. is paper addresses journalistic innovation conditioned by the environment, and oers a
perspective on how the pandemic context accelerated the implementation of hybrid work models in newsrooms. It focuses on
two cases to investigate if remote work and hybrid formulas –understood as innovation in the organisation of a media outlet–
are a plausible alternative for Spanish newsrooms once the crisis is over.
1.1. Crisis and organisational innovation
e literature on how a crisis aects innovation processes focuses on the economic level and points in two directions: the
loss of productivity (Hall, 2015) and the opportunity to focus innovation eorts towards more ecient organisations. But, to
understand the impact of a crisis, it is crucial to examine the eect on the innovation ecosystem in general terms, not only by
looking at purely economic results, but also by analysing the consequences on organisation, models and structures (Babina
et al., 2020).
Innovation in the area of organisation consists in the “application of a new organisational method in companies’ business
practices, workplace organisation, or companies’ external relationships” (OECD, 2005: 51). Organisational innovations are
enablers of technological innovations, an immediate source of competitive advantage and a prerequisite for the development
of knowledge (Armbruster et al., 2007). Sapprasert and Clausen (2012) argue that organisational innovations are related to
improving business performance based on six eects: reducing response time to customer needs, improving the quality
of goods and services, reducing unit costs, improving employee satisfaction, improving capacity, and increasing company
productivity.
After the pandemic, the focus has been placed on the need to innovate in order to adapt to the new media ecosystem (García-
Avilés et al., 2022; Cerezo, 2022: 7-8). Ebersberger and Kuckertz (2021) suggest that new companies are the ones that react
most quickly to a changing landscape. is capacity for organisational adaptation of young companies is attributed to their
exibility, which represents a competitive advantage (Nagy et al., 2014), and enables them to respond in advance to changes
and modify products and processes in order to meet the stakeholders’ demands (Feldman and Pentland 2003; Nadkarni and
Herrmann 2010).
In the post-COVID ecosystem, workows and journalistic practices are undergoing a process of exibilisation (García-Avilés et
al., 2022; Valero-Pastor et al., 2021). Such exibility and constant learning are prerequisites for the success of media organisations
504 |
nº 37, pp. 501-522
|
July-December of 2023
Transformation of the post-covid media ecosystem. Teleworking and the hybrid model as organisational innovation...
ISSN: 1696-019X / e-ISSN: 2386-3978
doxa.comunicación
(Baumann, 2013: 79; Porcu, 2020). As Salaverría and Martínez-Costa (2021) point out, organisations reinvent themselves
through distributed newsrooms and liquid production processes, diversity of voices and new types of leadership that tend to
be horizontal. Flexibility, which is largely based on structures with not very rigid hierarchies, becomes a relevant aspect when
analysing the adaptations of certain innovations aecting organisation. All these are aspects in which organisational context
and culture are decisive, since innovation is conditioned to a large extent by internal culture (Porcu, 2020).
In fact, organisational culture is one of the mechanisms that enable companies to face the environment with some adaptive
success (Olaz and Ortíz, 2022). However, once the culture has been established, it tends to be xed and perpetuated, so it can
also be an obstacle to adaptation to changes in the environment (Gómez-Díaz and Rodríguez-Ortíz, 2001).
In the current state of the pandemic, numerous organisations have made adaptive changes and have culminated their return
to in-oce work. But COVID-19 “posed a litmus test for organisational leaders around the world” (Dirani et al., 2020: 381). e
role of organisational leaders and the impact of their decisions and actions are magnied in times of crisis, especially during
its initial phases (Fink et al., 1971). Balasubramanian and Fernandes (2022) show that eective leadership in crisis situations
improves organisational results and encourages employees to respond to the trust their bosses place in them when the sta are
working from home. During a crisis, leaders must ensure their employees’ well-being, which promotes engagement on behalf
of the organisation (Dirani et al., 2020). Balasubramanian and Fernandes (2022) stress the importance of other aspects of
leadership during the crisis: communication with the teams, the ability to delegate in decision-making, and a exible attitude
to embrace new ideas. In addition, the need to invest in human resources and technology has become evident (Valero-Pastor
et al., 2021).
e literature on journalistic work during lockdown and de-escalation agrees that professionals adapted to remote work
quickly. Teleworking was a learning challenge (González Alba, 2021), but there are not many studies on the adoption of
hybrid models
1
in Spanish journalism from the perspective of the months following de-escalation. Hence, this research, with
interviews conducted two years after the beginning of the pandemic, is valuable to advance in the investigation of how the
employment situation of Spanish journalists has evolved, and to shed light on the possible consolidation of a mix of in-oce
and remote work models.
1.2. Evolution of teleworking and hybrid formulas in newsrooms
e Labour force survey of the National Statistics Oce (2019) estimates that 60% of the jobs of the groups of qualied
occupations in Spain could be carried out remotely. Likewise, the percentage of employed people who worked more than half
of the days from their homes went in Spain from 4.8% in 2019 to 10.8%. In 2021, it fell to 9.5%, although the percentage still
remains higher than in 2019 (INE, 2022).
Teleworking in the media industry is not a new phenomenon. Two decades ago, De Pablos et al. (2002) analysed it from the
organisational perspective, considering it as “pure technological magic”. Other previous studies, such as that of Iturbe (1995:
1
e term “hybrid” refers to the working model in which one part of the professionals work in newsrooms while the other does so remotely.
doxa.comunicación |
nº 37, pp. 501-522
| 505
July-December of 2023
Alicia de Lara González, Dámaso Mondéjar and José-Alberto García-Avilés
ISSN: 1696-019X / e-ISSN: 2386-3978
19), made a critical approach of the negative aspects of teleworking, and pointed out that it could become “a formula for
precarious and poorly-paid work which would favour exploitation”.
Working from home entails certain limitations, such as the impossibility of interacting face to face. e lack of physical presence
can reduce the possibility to learn through informal interaction with peers (Allen et al., 2015). In addition, the implementation
of teleworking involves greater investment in equipment and software (video-conferencing systems, portable devices,
cybersecurity controls, storage solutions, etc.), and also in workers’ training (Bunce, Wright and Scott, 2018). In addition, there
is a risk of “proximity bias” arising, i.e. when employees at the oce are favoured over those working remotely.
Benets include the capacity to increase autonomy in task management (Allen et al., 2015). Teleworking has even proven to
be benecial in limiting interruptions of peers and supervisors, allowing workers to improve concentration (Valero-Pastor,
2021: 463). Increased productivity may also depend on the type of tasks: being positive for creative work and negative for more
urgent and complex tasks (Battiston et al., 2017).
For the media in Spain, coverage of the COVID-19 crisis with a national state of emergency was a major challenge. In addition
to the diculty of managers coordinating work in a crisis, the need to do it remotely was added. A study on the teleworking of
Belgian journalists during COVID-19 found that many of them had experienced social isolation (Libert, Le Cam and Domingo,
2021). e exibility that comes with teleworking can also cause frustration due to the diculties to separate time spent on
work and family (Henderson et al., 2022).
Teleworking from home was an exceptional situation to limit the eects of the reduction of productive activity derived from
the measures imposed by the health authorities in each country (Belzunegui-Eraso and Erro-Garcés, 2020). Media companies
reacted in record time to ensure the safety of their employees and to continue their essential activity as information providers,
although concerned to maintain the quality of contents, as pointed out by Henderson et al. (2022). ese authors add that
teleworking can become the prevailing organisational system for some employees, but that the possible negative eects –such
as the lack of boundaries between work and personal life and, ultimately, workers’ well-being– must be addressed.
In this context, it is appropriate to consider the changes that the concept of teleworking itself has undergone in the eld of
labour law. Law 10/2021, of 01 October 2021, states that, in order to be considered teleworking, at least 30% of the working day
must be carried out remotely with the same rights and conditions. Experts endorse the recognised advantages of this modality
and its possible risks (Fernández, 2021). “Smart working” is highlighted. is goes beyond understanding teleworking as a
remote task to conceive it as “an adaptive organisational development and reinforcement of management capabilities to
overcome the inevitable barriers and challenges” (Rimbau-Gilabert et al., 2022: 2). is approach gives workers space and time
exibility, supported by technological tools and the conditions which enable them to perform their tasks eciently (Raguseo,
Gastaldi and Neirotti, 2016).
Several newsrooms are implementing some changes to increase exibility at work. In this vein, it stands out the concept of hot
desking, dened as a system in which employees “do not have specic desks assigned, but work from any free seat” (Millward
et al., 2007). Although it is not a novel practice –already in the 1990s some studies addressed this model (Kleeman, 1992)– the
pandemic has challenged existing organisational processes (Alam, 2020) and has led to the adoption of exible workspaces
(Chua et al., 2022).
506 |
nº 37, pp. 501-522
|
July-December of 2023
Transformation of the post-covid media ecosystem. Teleworking and the hybrid model as organisational innovation...
ISSN: 1696-019X / e-ISSN: 2386-3978
doxa.comunicación
e Reuters Institute at Oxford University (2021) surveyed 132 media leaders in 42 countries to address the impact of
forced teleworking in the industry. It focused on measuring the impact of hybrid work and the possibilities of its long-term
implementation. A large majority of respondents are so much in favour of these formulas, while a third of the media outlets
already implement hybrid work, and half are thinking about doing so. However, 10% prefer to return to the same work system
that existed before the pandemic.
After returning to the oce, the challenge is to nd the optimal model to maintain productivity, creativity and communication.
89% of executives surveyed by Reuters commit to moving towards more exible working formulas, but the majority (64%)
want their sta to come to the newsroom in person some days a week. A fth even want to return to total in-oce work, which
indicates that there is also reluctance to the hybrid model.
ere is, therefore, an interest in investigating the evolution of teleworking in the post-COVID media ecosystem. is study
aims to analyse the implementation of teleworking in the media industry and, as a result of the learning obtained, the possible
adoption after the pandemic of hybrid models that combine the attendance of workers to the newsroom together with
teleworking. To do so, the following objectives are proposed:
To analyse the perception of professionals and experts on teleworking in the media industry, as well as the adaptability of
media outlets to this formula.
To explore the strategies followed by media outlets once the severity of the pandemic and the obligation to resort to the
teleworking formula have been eased.
ese research questions are thus asked:
–
RQ.1. What perception do professionals and experts in the journalistic eld have about hybrid working models in the
media?
–
RQ.2. How have case studies been adapted to teleworking and hybrid formulas after the rst two years of the pandemic?
–
RQ.3. What strategy in terms of teleworking have media outlets followed once the severity of the pandemic has been eased?
2. Methodology
To collect the points of view of the impact of teleworking on the media, semi-structured interviews were conducted with experts
from journalists’ organisations, consultancies, media outlets and universities (n=22). It was based on a proposal of 50 experts
chosen through a purposive sampling (Koerber and McMichael, 2008), relying on the criteria of knowledge of the subject,
professional prole, geographical diversity, and parity, since previous studies have found that there may be dierences in the
way in which gender aects the experience of workers (Matthews et al., 2022). e interviews with the experts were conducted
electronically between January and March 2021, and their responses were subsequently anonymised. e sample also looked
for diversity in other areas: statements were collected from professionals of digital native and printed media outlets, and from
experts from both private and public universities.
doxa.comunicación |
nº 37, pp. 501-522
| 507
July-December of 2023
Alicia de Lara González, Dámaso Mondéjar and José-Alberto García-Avilés
ISSN: 1696-019X / e-ISSN: 2386-3978
e interviewees were asked to identify the most relevant journalistic innovations in recent years, as part of a larger project,
and teleworking was identied among them. us, their perceptions about teleworking emerged as an indirect consequence,
which enabled to contextualise its importance and the potential of the teleworking introduced after the pandemic.
Table 1. Anonymised list of experts
TitleAreaLocationGenreAge
Design managere media
MadridMan38
Editor in chiefe media
MadridWoman40
Journalism teacher
UniversityPamplonaMan50
Journalism teacher
UniversitySevilleMan45
Journalism teacher
UniversityMadridMan45
Journalism teacher
UniversityMurciaMan45
Journalism teacher
UniversityMadridWoman35
Innovation managere media
MadridMan40
Chief content ocere media
MadridMan60
Audience consultant
ConsultanciesMadridMan38
Audience consultant
ConsultanciesMadridMan55
CEOConsultanciesMadridMan58
CEOStartupsMadridMan42
AnalystStartupsMadridWoman42
Head of communications
AssociationsLondonMan40
508 |
nº 37, pp. 501-522
|
July-December of 2023
Transformation of the post-covid media ecosystem. Teleworking and the hybrid model as organisational innovation...
ISSN: 1696-019X / e-ISSN: 2386-3978
doxa.comunicación
Head of communications
AssociationsMadridMan35
PresidentAssociationsValenciaWoman35
Product managere media
MadridWoman44
Deputy directore media
MadridMan44
FounderStartupsBarcelonaWoman49
CEO
e media
MadridWoman54
Head of innovatione media
BarcelonaMan53
Source: prepared by the authors
In a second stage, it was applied the case-study methodology, which is considered a valid tool in qualitative research which
enables to understand the phenomenon studied in its own context (Yin, 2003: 13). e case study makes available to researchers
numerous sources of information, such as interviews, direct observation, records and other documents (García-Avilés and
Carvajal, 2008: 226). e selection of journalistic organisations also followed a method of purposive sampling of two case
studies which, despite facing the same challenge, opted for dierent strategies on teleworking.
e cases of
eldiario.es
and
Heraldo de Aragón
were selected according to dierent factors. Firstly, both media outlets are
based in two of the four autonomous communities with the highest incidence of teleworking in Spain: the Community of
Madrid and Aragón (INE, 2022). e Community of Madrid is the region with most people teleworking (19.9%), while Aragón
is the fourth (7.3%). e natural dierences between both media outlets were also considered. On the one hand,
eldiario.es
is
a digital native media outlet based in Madrid, which has only existed for a decade, and has growing technological foundations.
On the other hand,
Heraldo de Aragón
is a leading regional newspaper which has implemented a deep digital transformation.
Another relevant factor was the diversity in its business structure and being part of a media group (Artero-Muñoz et al., 2021).
Heraldo de Aragón
exemplies the high media concentration in the Spanish market, as it is part of a national conglomerate. In
contrast, according to these authors,
eldiario.es
falls under the category of “sector group” and is not considered a group, but a
media company.
e researchers developed a participant observation in the newsrooms of both media outlets in the week of 14 March
2022, which included attending meetings, interviews with professionals and informal conversations with employees at the
nerve centre of work organisation. Two online interviews were also held with journalists who were teleworking. Participant
observation is essential in the analysis of a topic such as teleworking, which aects in-oce work, workows and the physical
doxa.comunicación |
nº 37, pp. 501-522
| 509
July-December of 2023
Alicia de Lara González, Dámaso Mondéjar and José-Alberto García-Avilés
ISSN: 1696-019X / e-ISSN: 2386-3978
layout of newsrooms, since it enables to reconstruct an empirical and theoretical reality and reect its problems (Rivas de
Milano y Morales, 2006: 237).
Between March and September 2022, two professionals with positions of responsibility in each media outlet were interviewed
in depth. From
eldiario.es
, Rosalía Lloret –CEO– and Marcos García –from the podcast section– were interviewed; from
Heraldo
de Aragón
, Mikel Iturbe –general manager– and Elena de la Riva –head of SEO– were interviewed. e interviews addressed
ve key elements: their view of teleworking and its continuity, the level of adaptation to go without in-oce work, the workow
during the pandemic, the use of computer equipment and spaces, and the organisational characteristics that favoured or
impaired adaptation to teleworking.
3. Results
We present the results of the research grouped into two sections, according to the origin of the data: interviews with experts
from the professional and academic eld, and the analysis of each case study.
3.1. Analysis on the perception of teleworking according to experts
Seven interviewees emphasise that the sudden introduction of systems that favoured teleworking changed the view that
managers of many media outlets had had so far. e deputy director of a national media outlet claims that before 2020 it
would have been “inconceivable” to create a journalistic product remotely the way it was during the pandemic. However, given
the obligation to adapt to the situation, it was shown that many of the routine functions of newsrooms could be performed
remotely without damaging the journalistic product excessively. In the words of another interviewee, the health crisis broke
the “taboo” of believing that a newspaper could not be made without anyone at the newsroom, and reopened a debate on
future organisational formulas. “To what extent is it necessary to work in person if you can do so remotely?”, says the general
manager of a digital native media outlet, who predicts a paradigm shift that will put an end to working in-oce all the time in
most newsrooms.
According to these experts, teleworking emerges as an innovation in the eld of journalistic organisation, since it implies the
adaptation to a virtual system which is positive for the company due to the implementation of new journalistic practices, the
increase of team collaboration, a more proactive role taken by managers, and incremental changes in the value chain.
Experts highlight some advantages of teleworking, such as workers’ increased productivity and concentration. e president
of a professional association of journalists exemplies this point with press conferences broadcast live: “If you have to update
a website quickly, you connect to YouTube and create the information instantly. It enables you to work with the information in
a more immediate way, while attending the press conference”. However, this person also warns that these formulas can bring
some drawbacks, such as limiting the possibility to ask questions.
In this sense, some experts point to the lack of personal interaction –with sources and among journalists themselves– as one
of the greatest risks of teleworking, which can reduce creativity in the production processes and the quality of the product.
“Having a certain friction is necessary for ideas to arise and for teams to be formed. We have learnt to interact in other ways,
but we should not lose this one”, says one expert. is same expert thinks that media managers should keep newsrooms as “the
510 |
nº 37, pp. 501-522
|
July-December of 2023
Transformation of the post-covid media ecosystem. Teleworking and the hybrid model as organisational innovation...
ISSN: 1696-019X / e-ISSN: 2386-3978
doxa.comunicación
nerve centre of information” rather than prioritising the cost saved by eliminating them. In this vein, several interviewees point
out that the application of teleworking is more complicated in the audiovisual media industry.
Experts stress that teleworking is useful in situations such as the pandemic but cannot completely replace in-oce work.
Creativity comes from professionals “rubbing shoulders” and exchanging ideas. In some way, as one expert points out,
“teleworking brings out the best and worst in teams.” If a team is not suciently united, problems multiply; if it is united,
instead, an environment of collaboration and creativity prevails. In addition, the hybridisation of technological resources and
the circumstances of home environments triggered productivity, mental health and work-life balance problems, as journalists
often shared their workspace at home with other household members.
e experience gained during teleworking led to organisational learning in newsrooms. Some interviewees argue that the
concept of oce and teleworking will change permanently, increasing exibility and collaboration. According to a newspaper’s
chief design ocer, “Physical newsrooms are death-wounded because they are expensive and unsustainable. e classic
model is going to disappear.” In this manager’s opinion, teleworking could favour talent retention and the incorporation of
new professional proles.
Some experts mentioned positive and negative consequences of teleworking on the mental health of employees and on their
working conditions. e manager of innovation in a media group said that the quality of life of employees could be improved,
as teleworking helped have a balance among household tasks, family obligations and free time, especially with the elimination
of commuting. Another expert highlighted the benets of teleworking for the sta, “Newsrooms become convenient spaces
for journalists to decide based on the conditions in which they can do their job best. It is a great investment in the emotional
salary.” However, as another expert points out, some aspects can have a negative impact on employees. For example, the
cost of electricity, Internet connection or telephone should not be paid by journalists. is could worsen some situations of
precariousness, which the profession already suers, and the overload of teleworking which increases the levels of anxiety or
stress in workers.
Experts from professional and academic elds agree that, once the exceptional situation after the pandemic is overcome,
media outlets will choose hybrid formulas combining in-oce work with teleworking. COVID-19 has served managers of these
organisations as a mandatory testing ground for a modality of teleworking whose benets were intuited, but that, to date, had
not found sucient stimulus to be implemented.
3.2. Analysis of case studies
3.2.1. eldiario.es
Eldiario.es
is a digital native media outlet established on 18 September 2012 and edited by Diario de Prensa Digital, S. L.,
whose main shareholder is its general manager and founder, Ignacio Escolar. At the end of 2022,
eldiario.es
had 120 full-time
employees and another 75 people hired in its network of local media partners in almost every autonomous region. More than
70% of the company sta are co-owners of the media outlet, including members of the editorial team.
doxa.comunicación |
nº 37, pp. 501-522
| 511
July-December of 2023
Alicia de Lara González, Dámaso Mondéjar and José-Alberto García-Avilés
ISSN: 1696-019X / e-ISSN: 2386-3978
Since its establishment, this outlet has stood out for its business strategy and membership model, which reached a peak during
lockdown, going from 36,000 to 56,000 members in a matter of weeks (Oliden, 2021). In 2014, this outlet was classied as one of
the most innovative media companies in Spain (de Lara et. al, 2014), mainly due to the disruptive nature of the aforementioned
membership system, which served as an example for the evolution of the digital business of other international media
companies, such as e Guardian (Carvajal et al., 2022).
On 10 March 2020, the entire sta of
eldiario.es
received an email telling them to leave the newsroom and go to work from
home. In February 2021, according to the company’s CEO, Rosalía Lloret, teleworking remained the dominant system in the
company. But, at that time, the possibility of adopting hybrid work as a solution was already being explored. At the end of 2021,
the sta responded to a survey which showed a large majority in favour of implementing a system which combined working
at the newsroom and at home.
3.2.2. The eldiario.es hybrid model
Adaptability to teleworking increased in
eldiario.es
during the pandemic, especially when coordinating group meetings. With
the implementation of online communication tools, some of the company’s hierarchical structures were blurred and decision-
making became more horizontal. In addition, this enabled professionals to get to know each other better on a personal level,
and improved the cohesion of the teams. “While teleworking, I got to know other professionals better than when I quickly
dealt with them at the newsroom. I was able to get to know my workmates in a dierent way”, stresses the company’s CEO.
According to the interviewees, after the pandemic, a positive working relationship prevails, based on trust, respect and open
communication at
eldiario.es.
e relevance of the strategy of this digital native outlet lies in the decisions taken during the post lockdown: at the end of 2022:
newsroom sta had not gone back to the oce completely yet, and the strategy of the media company aims to continue this
way in the long term, since it has opted for a hybrid formula, a “mixed return”, as described by the professionals interviewed.
According to the manager, teleworking hides several advantages, especially in terms of productivity, “Everyone has realised
that there is a part of a journalist’s job, like writing an article, they do better at home, away from the noise of the newsroom.”
However, at
eldiario.es
, they agree that the process of creativity, exchange of ideas and selection of editorial topics depends
more on in-oce work.
Given this, the newspaper launched a series of strategic changes, which point to both human capital and the physical space of
the newsroom. First, all workers were surveyed when they returned from lockdown. And to the surprise of the management,
who were expecting a negative response to teleworking, the sta was in favour of maintaining the formula, but with nuances.
According to the data provided by
eldiario.es
, most sta opted for a model in which there were two days of in-oce and three
days of remote work. Other similar options were also voted on, covering three or four days of in-oce work. In almost all cases,
teleworking was still present in the responses. In this way, the trend described earlier in the Reuters Institute study, in which
89% of the surveyed managers agreed to implement the hybrid model, was followed.
Given this, the management refurbished the newsroom and reduced the number of workplaces, creating “hot desks”. e
workers have a laptop assigned, but there are no seats, set and the workplaces can be used by any newsroom professional,
512 |
nº 37, pp. 501-522
|
July-December of 2023
Transformation of the post-covid media ecosystem. Teleworking and the hybrid model as organisational innovation...
ISSN: 1696-019X / e-ISSN: 2386-3978
doxa.comunicación
according to the convenience of each particular moment and project. e only exception to this new mobility standard at the
newsroom is the case of some strategic positions which are covered by professionals with a xed workplace, as García explains.
ese changes, together with the good economic results during the pandemic, have enabled
eldiario.es
to increase its workforce
to the point that it would currently be impossible to return to the level of in-oce work prior to the health crisis. “If everyone
came to the newsroom in person, we would not t. We cannot go to a 100% in-oce work system because the newsroom is
no longer physically prepared”, says García. erefore, the management ensures that this transformation enables a greater use
of the space and has a positive impact, since there are more meeting rooms and areas for events with the partners available.
During the transformation process, managers and newsroom sta shared a similar view. According to the people interviewed,
the adoption of the hybrid model started by listening to the workers, and this is conrmed by the survey carried out and in
which all the sta had the opportunity to express their will regarding the system change. In fact, the hybrid work model has
not only been adopted by the middle management, but also by the company’s senior management themselves. “Everybody
is not all at once all the time. Instead, some come one day and others, another”, describes the CEO. In fact, according to the
interviewees, the general manager of the newspaper, Ignacio Escolar, also opts for the 3x2 system (three days in-oce, two
teleworking). Likewise, the deputy director of the media outlet, Juanlu Sánchez, develops his activity from Seville, occasionally
going to the newsroom and maintaining a teleworking system, in practice, in a quasi-permanent way.
In line with these arguments, an expert highlights the
eldiario.es
model because it implies a “radical innovation, since they
have made renovations in their newsroom so that professionals only go to work once or twice a week”. Teleworking has been
established “on a stable basis” because employees chose it that way.
3.2.3. Heraldo de Aragón
Heraldo de Aragón
is a newspaper, whose information focuses on the Community of Aragón, founded in Zaragoza in 1895 by
Luis Montestruc Rubio. It has oces in Huesca and Teruel and a sta of 120 employees. It is part of Grupo Henneo, to which 20
Minutos, La Información and SportYou belongs. During the rst month of lockdown,
Heraldo de Aragón
had over 6.2 million
unique readers according to ComScore. e number of visits to the digital edition increased by 52% compared to the previous
year (La Información, 2020).
In March 2020, almost all of the sta left the newsroom to work from home. A management team was established to maintain
the essential activities and the publication of the print edition. When the rst state of emergency ended, on 21 June 2020,
workers gradually returned to the oce, although multiple health protocols were established to safeguard their safety.
3.2.4. Heraldo de Aragón strategy towards 100% in-office work
Unlike what happened at
eldiario.es
, the adaptability to teleworking in
Heraldo de Aragón
did not start with the health crisis.
On the contrary, management had previously decided to provide employees with resources to telework, as a result of the
digital transformation process implemented in the past ve years. All journalists have a business laptop and an anchor point
at their workplaces. In this way, the computer works as a portable device when employees are teleworking and as a CPU when
doxa.comunicación |
nº 37, pp. 501-522
| 513
July-December of 2023
Alicia de Lara González, Dámaso Mondéjar and José-Alberto García-Avilés
ISSN: 1696-019X / e-ISSN: 2386-3978
it is anchored to their workplace. According to the general manager, Mikel Iturbe, this increases the exibility of journalists at
the newsroom. e main objective is that work in this space can be moved to a remote position, so that any news writer “can
work from anywhere in Aragón or Spain”.
El Heraldo de Aragón
was looking for greater agility in its production, and having
been implemented before COVID-19 outbreak, this enabled to adapt more quickly. “e day the pandemic hit, people got their
laptops and went home to work. ere was nothing special”, says the general manager, who notes that they introduced some
adjustments to improve connections in the communication software used –Microsoft Teams.
Elena de la Riva, head of SEO, also argues that the transition to work from home was practically non-existent, “Here the thing
was: tomorrow, home, and that’s it.” Although she remembers that, in the audience development department, to which she
belongs, teleworking was especially common because some people of the team work from Madrid. e interviewee says that,
at present, their work method has “hardly” changed, but informs that this is an exception due to the nature of the team.
e main objectives that both interviewees mentioned about the implementation of teleworking were to ensure coordination
and process exibility, and to monitor working conditions. Journalists quickly adapted to teleworking and in the rst week of
lockdown new communication protocols were established. Most of the professionals worked in continuous shifts, reinforced at
weekends, because there was too much information to cover. According to Iturbe, productive routines at the virtual newsroom
have hardly changed compared to the physical one, “We kept 99% of the things we did before because, when you have a doubt,
if you don’t have an answer, chaos begins. Instead, if you follow the same routines, everything works.”
Both interviewees point out that teleworking has several disadvantages. e main one for Iturbe is the damage to the
collaboration between colleagues, which is one of the reasons why a remote model was not established. “Journalism is an
eort of collective intelligence, and seeing each other’s faces, providing criteria, having a collaborative will… Teleworking
makes all this dicult. Here many problems are solved by raising your head and asking a colleague”, says the general manager.
From
Heraldo de Aragón
it is argued that teleworking “is eective for specic, orderly and sustainable issues, but not for
structural ones”.
For this reason, the management opted for a strategy opposite to
eldiario.es
, and went back to in-oce work when the rst
state of emergency nished. In June 2020, the journalists began to go back to their workplace at the newsroom and, in autumn
that year, the company committee announced the return to in-oce work, with some exceptions for those workers who had
some disease or children or elderly people in their care, as well as for teams which are not part of the newsroom strictly
(Audiences, SEO, etc.).
Between the end of 2020 and the beginning of 2021, there was an atmosphere of dissension in the company, according to some
workers. A professional points out that fears, tensions and comparisons between colleagues began to arise. According to this
source, a large part of the editorial sta questioned the need to return to the completely face-to-face model when, for several
months, the work had been perfectly organised virtually, with audience success.
is view contrasts with what was stated by the management, who emphasise that the sta accepted these decisions. However,
the board and the editorial sta argue that, during the last quarter of 2020, the working scenario was exible, and the writers
were never strictly forced to return to the newspaper until the pandemic did not subside. In this sense, workers outside
management explain the reasons of management to promote in-oce work: the possible lack of work coordination, lack of
514 |
nº 37, pp. 501-522
|
July-December of 2023
Transformation of the post-covid media ecosystem. Teleworking and the hybrid model as organisational innovation...
ISSN: 1696-019X / e-ISSN: 2386-3978
doxa.comunicación
encouragement, of information pulse and of companionship with the writers who had taken returning to the newsroom as an
obligation, perhaps pushed by their commitment to the newspaper or by direct orders from their bosses.
Likewise, the management state that the individual productivity of journalists increased with teleworking, but that this factor
was not enough to implement a hybrid system to replace in-oce work, “To produce, a worker locks himself at home and begins
to publish many pieces. But this is not a mass production factory, it is a matter of meaning, the value of coordination and the
value of journalistic criteria. To keep it going, there has to be coordination among the rest of the people at the newspaper, and
the general manager needs to have inuence on this informative will”, says Iturbe. e general manager of
Heraldo de Aragón
defends the importance of the face-to-face environment in decision-making and production processes at the newspaper,
which favours feedback and the exchange of ideas among journalists. In June 2020, it was decided to resume the hierarchical
newsroom model, with face-to-face meetings and workows based on the attendance of the professionals. e management
maintains that it would not have been good for the newspaper to have lost its identity as a result of teleworking because it is a
media outlet with an editorial prole. In the case of other proles, such as technicians, engineers or professionals closer to the
product than to the content, teleworking was maintained because they could perform the tasks from home without altering
workows or the journalistic product. “At the newsroom, we tell things in an orderly manner, and it is important that we all
coordinate in person”, the general manager stresses.
4. Discussion
e results enable to analyse the strategy of the media before the implementation of teleworking and the emergence of hybrid
formulas two years after the beginning of the pandemic. In this sense, the existence of opposing positions regarding the
adoption of these organisational processes is conrmed. Although both case studies developed structures to implement the
hybrid model,
Heraldo
de Aragón
chose not to adopt this practice as a standard, while the functioning of
eldiario.es
editorial
sta changed permanently. ese results show the diculties to spread strategic roadmaps among media outlets with a
dierent matrix and nature (Kung, 2015). ey also highlight the relevance of the organisational culture of media companies
in decision-making.
ere is a close relationship between the innovation developed during periods of crisis and the changes implemented at an
organisational level. According to the experts interviewed in the rst stage of the research, the implementation of teleworking
has accelerated a process of digital transformation, since media outlets launched immediate strategic plans that, in other
circumstances, would have needed a longer time of conception and development. erefore, these changes can be seen as a
result of innovation in a time of crisis (Kung, 2013).
Teleworking has generated obvious consequences on the innovation ecosystem (Babina, Bernstein and Mezzanotti, 2020) –
not only purely on the economic level – such as the need to acquire material or cost reductions after leaving newsrooms. In this
vein, the experts consulted in the rst stage argue that the impact of the emergence of teleworking (RQ1) has been decisive,
especially because of its capacity to reshape the way in which ideas are shared and workows are established.
ese interviewees also warn of multiple risks that endanger the quality of the journalistic product and the very foundations
of media organisational culture, as pointed out by Henderson et al. (2022). In line with the literature, the results of the study
doxa.comunicación |
nº 37, pp. 501-522
| 515
July-December of 2023
Alicia de Lara González, Dámaso Mondéjar and José-Alberto García-Avilés
ISSN: 1696-019X / e-ISSN: 2386-3978
show that the lack of physical presence can reduce the capacity to share knowledge through informal interaction with other
colleagues, leading even to social isolation (Libert, Le Cam and Domingo, 2021) or to precarious situations (De Pablos et al.,
2002). As the general manager of
Heraldo
de Aragón
pointed out, journalistic work is part of an eort of collective intelligence,
so teleworking would make it dicult to provide criteria and, more specically, to have a collaborative will. Some experts
interviewed highlight that, although teleworking has proven to be benecial for productivity (Bloom et al., 2015), informal
interaction between colleagues remains crucial for journalistic work in order to facilitate learning (Allen et al., 2015) and
perform urgent or complex tasks (Battiston et al., 2017).
A relevant question refers to what is lost in virtual communication versus face-to-face conversations. Some professionals
longed for face-to-face communication in the decisions that make up the daily work at a newsroom. However, using online
tools also enabled to think dierently and approach issues from original perspectives. As previous studies indicate, teleworking
can increase knowledge sharing and reduce communication gap in teams (Bunce, Wright and Scott 2018).
Adaptability to teleworking has been found to be high in the case studies (RQ2). Although
Heraldo de Aragón
has not
continued with teleworking in the post-COVID era, the management introduced the necessary changes to facilitate workforce
movements, even before the pandemic. At
eldiario.es
, organisational changes were forced by the health crisis, with a high
degree of exibility to deal with unforeseen events (Baumann, 2013). In addition, we can see some similarities in this case with
the theory by Nagy et al. (2014), who argue that startups have a competitive advantage, as they have greater exibility. us,
eldiario.es
shows signs of loose and horizontal hierarchies, as reected the query made to the sta about the adoption of the
hybrid model. is exibility would in turn be a catalyst for innovation in the organisational eld (Baumann, 2013: 79).
With regard to the perpetuation of hybrid formulas at newsrooms (RQ3),
eldiario.es
exemplies what the Reuters Institute study
(2021) predicted: the management has clearly opted for the hybrid model. However, the majority of professionals consulted
in this study wanted the sta to be physically at the newsroom for some days a week. is is consistent with the workers’
statements about the risks of losing creativity if teleworking is fully and permanently established in the company.
Likewise, the study of the Reuters Institute indicates that a fth of the managers chose to totally return to in-oce work, as
this research has shown at
Heraldo de Aragón
, whose managers were reluctant to adopt the hybrid system. In this case, a
relationship of “resistance” could be established in the terms Davies (1977) points out.
Heraldo de Aragón
has shown in its
strategy indications of “rational opposition to change”, as this author describes, since its rejection is based on reasonable
analysis which determines that the cost of the hybrid formula is greater than the benets.
e interviewees’ statements in both case studies support the previous assertions of experts from the academic and
professional eld. eir rst hypotheses include the increase in productivity, the pandemic as an engine of innovation and
promotion of teleworking –as at
eldiario.es
– and the organisational learning assumed by professionals in the newsrooms. But,
in addition, they also share with the managers of the analysed media outlets the main negative factors of teleworking: the
loss of interaction in face-to-face meetings, the importance of a physical space as an organisational nerve centre, and, in
some cases, the decrease in creativity and even in the quality of content associated with journalistic criteria, as mentioned by
Heraldo de Aragón
general manager.
516 |
nº 37, pp. 501-522
|
July-December of 2023
Transformation of the post-covid media ecosystem. Teleworking and the hybrid model as organisational innovation...
ISSN: 1696-019X / e-ISSN: 2386-3978
doxa.comunicación
e mere adoption of teleworking is not an innovation, since there is evidence of its implementation in national media outlets
for more than two decades (de Pablos et al., 2002). However, the ndings show the improvements developed from the learning
gained during pandemic months and the innovation that would imply the adoption of a hybrid work system. Organisational
innovations are related to improving business performance in multiple ways, by increasing employee satisfaction and
increasing their productivity (Sapprasert and Clausen, 2012). In this way, the hybrid model stands as an innovation in the
media industry because it promotes incremental changes, although there is still uncertainty, since many media outlets which
are in favour of this practice are still looking for the best way to apply it (Cherubini, 2021).
5. Conclusions
e study shows that, after the disruption generated by the pandemic, the media have implemented strategies for the
reorganisation of journalistic work, maintaining most of the usual practices of physical newsrooms and incorporating hybrid
models that combine teleworking in a partial way, which can be considered an organisational innovation. Journalists have
implemented new production practices and communication protocols which enable the teleworking hybrid model to be
considered an innovation that increases collaboration and promotes more exible interaction between managers and
employees. A formula that, unlike the teleworking developed during pandemic months (García-Avilés et al., 2022), does not
register perceptions of work fatigue or stress suered by journalists.
ese conclusions advance the knowledge about the organisational evolution of newsrooms two years after the beginning
of the pandemic, in an environment of normality, but with a high degree of experimentation on optimal formulas of work
performance. Teleworking makes clear the need to analyse journalistic innovation without isolating it from the context in
which it is developed. is invites us to continue deepening in how these formulas will be implemented in the coming years,
without losing sight of what happens in other cultural industries, some intimately related, as is the case with advertising and
audiovisual production. Advertising, for its part, also experienced a demand for content, caused, in its case, by the lockdown,
while suering a severe crisis due to the fall in investment (Corredor-Lanas, Marcos-Recio and Montañés-García, 2021).
Organisational practices in audiovisual production favoured by forced teleworking during lockdown underline the complexity
of coordinating small teams, the importance of technology, and the adoption of routines which are valuable learning and can
imply new forms of execution and creation (Blas, García and Moraleda, 2020).
Previous technological developments have already led to substantial changes in journalistic routines, as Usher proved (2014:
4) a decade ago, when professionals faced for the rst time the challenge of creating journalistic content without losing sight
of immediacy and interactivity. For example, the search for participation by the public when conguring content for some
professionals was an added value, while for others it was an imposition (Usher, 2014: 17). e changes in productive routines
due to the lockdown were caused by a situation outside the profession, but in which, as in the past, the media had to continue
to satisfy the demand for information, in this case worsened by that health uncertainty.
e data available at the end of 2022 show how the combination of remote and in-oce work can favour increased exibility in
tasks, collaboration among professionals and teamwork. At the same time, the consolidation of the teleworking hybrid model
has meant an unprecedented organisational change in some newsrooms, which has accelerated the digital transformation.
doxa.comunicación |
nº 37, pp. 501-522
| 517
July-December of 2023
Alicia de Lara González, Dámaso Mondéjar and José-Alberto García-Avilés
ISSN: 1696-019X / e-ISSN: 2386-3978
It should be concluded that hybrid models are expected to remain a common practice in newsrooms, reinforcing horizontal
collaboration with an organisational management that increases communication, exibility and transparency.
However, the adoption of this organisational system also presents some disadvantages. e case of
Heraldo de Aragón
exemplies some relevant pitfalls in the application of teleworking, such as the loss of identity with respect to the editorial
prole of the media outlet, the diculty in making urgent decisions in coverage, in addition to isolation and the possible lack
of interaction with other colleagues. For this reason, various media outlets which opted for hybrid formulas, evidenced in
both the case studies (
eldiario.es
) and the literature (Cherubini et al., 2021), continue to validate their strategies with respect
to teleworking, although a single formula which can be replicated across the media industry has still not been established.
is research has limitations, mainly because the analysis of the impact of teleworking comes only from two case studies limited
to the Spanish media market. It would be appropriate to expand the sample in future research to draw more generalisable
conclusions about the factors that condition the adoption of teleworking and hybrid models. Likewise, it would be advisable
to extend the measuring of the perception of journalists on these issues through other tools – such as surveys – and to carry out
a longitudinal study to analyse the evolution of these changes over time.
6. Acknowledgements
is article was translated by Gareth Rhys-Jones López
is paper has the support of the Deutsche Forschungsgemeinschaft (DFG – German Research Foundation), within the
framework of the project “Journalism innovation in democratic societies: Index, impact and prerequisites in international
comparison” (JoIn-DemoS)” (Project-ID 438677067).
7. Specic contributions from each author
Name and Surnames
Conception and design of the workAlicia de Lara, Dámaso Mondéjar and José Alberto García Avilés
Methodology
Alicia de Lara
Data collection and analysisDámaso Mondéjar
Discussion and conclusionsAlicia de Lara, Dámaso Mondéjar and José Alberto García Avilés
Drafting, formatting, version review and approvalAlicia de Lara and José Alberto García Avilés
518 |
nº 37, pp. 501-522
|
July-December of 2023
Transformation of the post-covid media ecosystem. Teleworking and the hybrid model as organisational innovation...
ISSN: 1696-019X / e-ISSN: 2386-3978
doxa.comunicación
8. Bibliographic references
Alam, M. (2020). Organisational processes and COVID-19 pandemic: implications for job design,
Journal of Accounting &
Organizational Change
, 16(4), 599-606.
https://doi.org/10.1108/JAOC-08-2020-0121
Allen, T.D., Golden, T.D. & Shockley, K.M. (2015). How Eective Is Telecommuting? Assessing the Status of Our Scientic
Findings.
Psychological Science in the Public Interest, 16
(2), 40–68.
https://doi.org/10.1177/1529100615593273
Archibugi, D., Filippetti, A. & Frenz, M. (2013). e impact of the economic crisis on innovation: Evidence from Europe.
Technological Forecasting and Social Change
,
80
(7), 1247-1260.
https://doi.org/10.1016/j.techfore.2013.05.005
Armbruster, H., Kirner, E. & Lay, G. (2007). Patterns of Organisational Change in European Industry (PORCH), Ways to
Strengthen the Empirical Basis of Research and Policy. European Commission.
Innovation papers
, 46, Luxembourg.
https://
cutt.ly/RNdc9Eg
Artero-Muñoz, J.P., Zugasti, R. & Hernánez-Corchete, S. (2021). Media Concentration in Spain: National, sectorial, and regional
groups.
Estudios sobre el Mensaje Periodístico
, 27 (3), 765-777
https://doi.org/10.5209/esmp.72928
Babina, T.; Bernstein, A. & Mezzanotti, F. Crisis Innovation.
NBER Work
.
Papers
N.27851 2020. https://doi.org/10.3386/w27851
Balasubramanian, S. & Fernandes, C. (2022). Conrmation of a crisis leadership model and its eectiveness: Lessons from the
COVID-19 pandemic.
Cogent Business & Management
, 9(1),
https://doi.org/10.1080/23311975.2021.2022824
Battiston, D., Blanes, J. & Kirchmaier, T. (2017). Is Distance Dead? Face-to-Face Communication and Productivity in Teams.
CEPR Discussion Paper
, No. 11924. ISSN 2042-2695.
https://n9.cl/jtgap
Baumann, S. (2013). Adapting to the brave new world: Innovative organisational strategies for media companies. In T. Storsul
y A. H. Krumsvik (Eds.),
Media Innovation. A Multidisciplinary Study of Change
(pp. 77-92). Göteborg: Nordicom.
https://
acortar.link/Hez8Wj
Belair-Gagnon, V. & Steinke, A.J. (2020). Capturing digital news innovation research in organizations, 1990–2018.
Journalism
Studies
,
21
(12), 1724-1743.
https://doi.org/10.1080/1461670X.2020.1789496
Belzunegui-Eraso, A. & Erro-Garcés, A. (2020). Teleworking in the Context of the Covid-19 Crisis.
Sustainability,
12(9): 3662.
https://doi.org/10.3390/su12093662
Blas, J. B., García, A. L. G. & Moraleda, I. J. M. (2020). COVID-19: contenidos audiovisuales a partir del uso de herramientas
domésticas.
Revista de Comunicación y Salud
, 10(2), 25-61.
Bleyen, V. A., Lindmark, S., Ranaivoson, H. & Ballon, P. (2014). A typology of media innovations: Insights from an exploratory
study.
e Journal of Media Innovations
,
1
(1), 28-51.
https://doi.org/10.5617/jmi.v1i1.800
Bloom, N., Liang, J., Roberts, J. & Ying, Z.J. (2015). Does Working from Home Work? Evidence from a Chinese Experiment.
e
Quarterly Journal of Economics
, 130(1), 165–218.
https://doi.org/10.1093/qje/qju032
Bunce, M., Wright, K. & Scott, M. (2018). Our newsroom in the cloud: Slack, virtual newsrooms and journalistic practice.
New
Media & Society,
20(9), 3381-3399.
https://doi.org/10.1177/1461444817748955
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
doxa.comunicación |
nº 37, pp. 501-522
| 519
July-December of 2023
Alicia de Lara González, Dámaso Mondéjar and José-Alberto García-Avilés
ISSN: 1696-019X / e-ISSN: 2386-3978
Carvajal, M., Mondéjar, D., Valero-Pastor, J. M., De-Lara, A., García-Avilés, J.A. & Arias-Robles, F. (2022). Las innovaciones
periodísticas más destacadas en España (2010-2020): características e impacto organizacional, industrial y social.
Profesional
de la información
, 31(3), 1-25.
https://doi.org/10.3145/epi.2022.may.04
Cerezo, P. (2022).
Deconstruyendo los medios: cómo adaptar las empresas de comunicación al entorno digital
. Almuzara. ISBN:
978-84-17828–94-3
Cherubini, F., Newman, N. & Nielsen, R.K. (2021). Changing Newsrooms 2021: Hybrid Working and Improving Diversity
Remain Twin Challenges for Publishers.
Oxford: Reuters Institute for the Study of Journalism
.
https://n9.cl/8dvg5
Chua, S.J.L., Myeda, N.E. & Teo, Y.X. (2022). Facilities management: towards exible work arrangement (FWA) implementation
during Covid-19.
Journal of Facilities Management
, Vol. ahead-of-print.
https://doi.org/10.1108/JFM-09-2021-0101
Corredor-Lanas, P., Marcos-Recio, J.-C. & Montañés-García, F. (2021). Impacto de la pandemia Covid-19 sobre la publicidad.
España como laboratorio de la crisis y de las tendencias comunicativas.
Profesional de la información
, 30(3).
https://doi.
org/10.3145/epi.2021.may.13
Davies, K. (1977).
Human behaviour at work: Organisational behavior
. New York, McGraw-Hill. ISBN-10:0070154899
De-Lara, A., Arias-Robles, F., Carvajal, M. & García-Avilés, J.A. (2015). Ranking de innovación periodística 2014 en España.
Selección y análisis de 25 iniciativas.
Profesional de la información
, 24(3), 227–234.
https://doi.org/10.3145/epi.2015.may.03
De Pablos, J.M., Pestano, J. & Martín, C.M. (2002). Periodismo y teletrabajo, dos viejos aliados.
Razón y palabra
, 29
.
https://
n9.cl/zh3n5
Dirani, K.M., Abadi, M., Alizadeh, A., Barhate, B., Garza, R.C., Gunasekara, N., Ibrahim, G. & Majzun, Z. (2020). Leadership
competencies and the essential role of human resource development in times of crisis: a response to Covid-19 pandemic.
Human Resource Development International, 23
(4), 380-394.
https://doi.org/10.1080/13678868.2020.1780078
Ebersberger, B. & Kuckertz, A. (2021). Hop to it! e impact of organization type on innovation response time to the COVID-19
crisis.
Journal of Business Research
, vol. 124(C), 126-135.
https://doi.org/10.1016/j.jbusres.2020.11.051
Feldman, M.S. & Pentland, B.T. (2003). Reconceptualizing organizational routines as a source of exibility and change.
Administrative Science Quarterly, 48
(1), 94-118.
https://doi.org/10.2307/3556620
Fernández, M. L. R. (2021).
Tecnología y trabajo: el impacto de la revolución digital en los derechos laborales y la protección
social
. Aranzadi/Civitas. ISBN-978-84-1345-480-1
Fink, S.L., Beak, J. & Taddeo, K. (1971). Organizational crisis and change.
e Journal of Applied Behavioral Science
, 7(1), 15–37.
https://doi.org/10.1177/002188637100700103
González Alba, J.A. (2020). El teletrabajo para sobrevivir a la pandemia: hablan los periodistas.
Cuadernos de periodistas
(41),
21-36.
https://n9.cl/qaqht
García-Avilés, J.A. & Carvajal, M. (2008). Integrated and Cross-Media Newsroom Convergence: Two Models of Multimedia
News Production — e Cases of Novotécnica and La Verdad Multimedia in Spain.
Convergence
, 14(2), 221–239.
https://doi.
org/10.1177/1354856507087945
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
520 |
nº 37, pp. 501-522
|
July-December of 2023
Transformation of the post-covid media ecosystem. Teleworking and the hybrid model as organisational innovation...
ISSN: 1696-019X / e-ISSN: 2386-3978
doxa.comunicación
García-Avilés, J.A. (2021). Journalism as usual? Managing disruption in virtual newsrooms during the Covid-19 crisis.
Digital
Journalism
,
9
(9), 1239-1260.
https://doi.org/10.1080/21670811.2021.1942112
García-Avilés, J.A., Arias-Robles, F., De Lara González, A., Carvajal, M., Valero-Pastor, J.M. & Mondéjar, D. (2022). How
COVID-19 is revamping journalism: newsroom practices and innovations in a crisis context.
Journalism Practice
, online rst.
http://dx.doi.org/10.1080/17512786.2022.2139744
Gómez, C.F. & Rodríguez, J.K. (2001). Teorías de la cultura organizacional.
Revista Contabilidad y Auditoria
, 115, 111-140.
https://strathprints.strath.ac.uk/7361/
González-Neira, A., Quintas-Froufe, N. & Scaglioni, M. (2023). El virus en la pantalla: hábitos de consumo de la audiencia
televisiva en España e Italia (2019-2022).
Revista Mediterránea de Comunicación
.
https://doi.org/10.14198/MEDCOM.23463
Greene González, M. F., Cerda Diez, M. F. & Ortiz Leiva, G. (2022). Prácticas periodísticas en tiempos de pandemia de
coronavirus. Un estudio comparado entre Chile y Colombia.
Revista de Comunicación
, 21(1), 195-213. Epub 14 de abril de
2022.
https://dx.doi.org/10.26441/rc21.1-2022-a10
Hall, R.E. (2015). Quantifying the lasting harm to the US economy from the nancial crisis.
NBER Macroeconomics Annual
,
29(1), 71–128.
https://doi.org/10.3386/w20183
Henderson, K., Raheja, R. & Crowston, K. (2022). Communicating with the masses from isolation: What happened when
local television journalists worked from home.
55th Hawaii International Conference on System Sciences
http://hdl.handle.
net/10125/80199
INE (2022). Incidencia del teletrabajo por Comunidades y Ciudades Autónomas.
Instituto Nacional de Estadística
. Madrid.
https://n9.cl/3hiq8
Iturbe, B. (1995). El Teletrabajo: un fenómeno económico y social.
Telos. Cuadernos de comunicación e innovación
, n. Extra 41,
pág. 11-20.
https://n9.cl/6l83h
Kleeman, W.B. (1992). Hot Desks.
Facilities
, 10(9), 11-13.
https://doi.org/10.1108/EUM0000000002204
Koerber, A. & McMichael, L. (2008). Qualitative Sampling Methods: A Primer for Technical Communicators.
Journal of Business
and Technical Communication 22
(4), 454-473
https://doi.org/10.1177/1050651908320362
Küng, L. (2013). Innovation, technology and organisational change. In
Storsul, T. & Krumsvik, A. H. (eds.).
Media innovations.
A multidisciplinary study of change
. Göteborg: Nordicom, 9-12.
https://doi.org/10.13140/2.1.1328.9284
Küng, L. (2015).
Innovators in digital news
. London: Tauris. ISBN-10:1784534161
La Información (2020). Henneo, el grupo de comunicación que más crece durante la crisis del COVID-19.
La Información
. 20
de octubre de 2022.
https://acortar.link/T0sdFh
Libert, M., Le Cam, F. & Domingo, D. (2021). Belgian journalists in lockdown: survey on employment and working conditions
and representations of their role.
Journalism Studies
.
https://doi.org/10.1080/1461670X.2021.1944280
Martínez, L. & Díaz-Campos, J. (2021).
El futuro de la comunicación en México
. Dykinson. pp. 180-187. ISBN: 978-84-1377-807-5.
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
doxa.comunicación |
nº 37, pp. 501-522
| 521
July-December of 2023
Alicia de Lara González, Dámaso Mondéjar and José-Alberto García-Avilés
ISSN: 1696-019X / e-ISSN: 2386-3978
Matthews, T.A., Chen, L., Omidakhsh, N., Zhang, D. & Li, J. ( 2022). Gender dierence in working from home and psychological
distress - A national survey of U.S. employees during the COVID-19 pandemic.
Ind Health
. 60(4): 334-344.
https://doi.
org/10.2486/indhealth.2022-0077
Meier, K., Schützeneder, J., García-Avilés, J.A., Valero-Pastor, J.M., Kaltenbrunner, A., Lugschitz, R., Porlezza, C., Ferri, G.,
Wyss, V. & Saner, M. (2022). Examining the Most Relevant Journalism Innovations: A Comparative Analysis of Five European
Countries from 2010 to 2020.
Journalism and Media, 3
(4), 698-714.
https://doi.org/10.3390/journalmedia3040046
Millward, L.J., Haslam, S. A. & Postmes, T. (2007). Putting Employees in eir Place: e Impact of Hot Desking on Organizational
and Team Identication.
Organization Science
, 18(4), 547–559.
http://www.jstor.org/stable/25146122
Nagy, B. G., Blair, E. S. & Lohrke, F. T. (2014). Developing a scale to measure liabilities and assets of newness after start-up.
International Entrepreneurship and Management Journal, 10
, 277–295.
http://dx.doi.org/10.1007/s11365-012-0219-2
Nadkarni, S. & Herrmann, P. O. L. (2010). CEO personality, strategic exibility, and rm performance: e case of the
Indian business process outsourcing industry.
Academy of Management Journal, 53
(5), 1050-1073.
https://www.jstor.org/
stable/20788808
Noain Sánchez, A. (2021). Desinformación y Covid-19: Análisis cuantitativo a través de los bulos desmentidos en Latinoamérica
y España.
Estudios sobre el Mensaje Periodístico
, 27(3), 879-892.
https://doi.org/10.5209/esmp.72874
OECD/European Communities (2005). Oslo Manual: Guideliness for Collecting and Interpreting Innovation Data, 3d. ed.,
OECD/EC
.
https://doi.org/10.1787/19900414
Okubo, T. (2022). Telework in the spread of COVID-19.
Information Economics and Policy
, 60, [100987].
https://doi.
org/10.1016/j.infoecopol.2022.100987
Olaz, Á. & Ortiz, P. (2022).
Cómo lograr un buen clima laboral. Diagnóstico, medición y gestión para organizaciones
. Esic.
Madrid. ISBN: 9788418944499
Oliden, A. I. (2021). Pandemias, redacciones y el lugar del periodismo.
elDiario.es
. 20 de octubre de 2022. https://n9.cl/h6qq8
Olsen, R. K., Pickard, V. & Westlund, O. (2020). Communal news work: COVID-19 calls for collective funding of journalism.
Digital Journalism
,
8
(5), 673-680.
https://doi.org/10.1080/21670811.2020.1763186
Park, I., Lee, J., Lee, D. Lee, C. & Chung, W.Y. (2022). Changes in consumption patterns during the COVID-19 pandemic:
Analyzing the revenge spending motivations of dierent emotional groups.
Journal of Retailing and Consumer Services
.
Elsevier, vol. 65(C).
https://doi.org/10.1016/j.jretconser.2021.102874
Porcu, O. (2020). Exploring innovative learning culture in the newsroom.
Journalism, 21
(10), 1556-1572.
https://doi.
org/10.1177/146488491772459
Raguseo, E., Gastaldi, L. & Neirotti, P. (2016). Smart work: Supporting employees’ exibility through ICT, HR practices and
oce layout.
Evidence-based HRM
, vol. 4, núm. 3, pág. 240-256. https://doi.org/10.1108/EBHRM-01-2016-0004
Rimbau-Gilabert, E., Lladós-Masllorens, J., Meseguer-Artola, A. & Sabadell-Bosch, M. (2022). ¿Qué necesito saber para facilitar
el smart working en mi organización?
Oikonomics
, 19. https://doi.org/10.7238/o.n19.2222
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
522 |
nº 37, pp. 501-522
|
July-December of 2023
Transformation of the post-covid media ecosystem. Teleworking and the hybrid model as organisational innovation...
ISSN: 1696-019X / e-ISSN: 2386-3978
doxa.comunicación
Rivas de Milano, S. & Morales Lesseur, O. (2006). Importancia del trabajo de campo en las ciencias sociales.
Geoenseñanza
,
11
(2), 235-240.
https://n9.cl/4m2zm
Salaverría, R. & Martínez-Costa, M.P. (2021).
Medios nativos digitales en España. Caracterización y tendencias
. Salamanca:
Comunicación Social. ISBN: 978 84 17600 60 0
Sapprasert, K. & Clausen, T.H. (2012). Organizational innovation and its eects.
Industrial and Corporate Change
, 21 (5), 1283–
1305.
https://doi.org/10.1093/icc/dts023
Valero-Pastor, J.M. (2021).
La construcción de la innovación en los medios de comunicación nativos digitales. Los casos de El
Condencial y Quartz [Tesis Doctoral, Universidad Miguel Hernández de Elche].
https://n9.cl/kuabj
Valero-Pastor, J.M., García-Avilés, J.A. & Carvajal, M. (2021). Transformational Leadership and Innovation in Digital-Only
News Outlets. Analysis of Quartz and El Condencial.
Journalism Studies, 22
(11), 1450-1468.
https://doi.org/10.1080/14616
70X.2021.1927153
Vyas, L. & Butakhieo, N. (2021). e Impact of Working from Home during COVID-19 on Work Life Domains: An Exploratory
Study on Hong Kong.
Policy Design and Practice,
4(1), 59–76.
https://doi.org/10.1080/25741292.2020.1863560
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>
<p>[Enlace de URL / hc (has AS)]</p>