Balancing Tensions During Convergence: Duality Management in a Newspaper Company

Abstract

Abstract Media companies inherently face organizational tensions, as dual—artistic and commercial—orientations are part of their mission. Yet, it is still poorly understood what the existence of such tensions implies for managing media companies that undergo organizational changes to embrace technological convergence. Based on a case study with a European media company, this article argues that different organizational tensions exist and exemplifies this by characterizing structural, processual, and cultural tensions. This study finds that these tensions are interlinked, interdependent, and dynamic—namely, when media companies change, their inherent tensions are also likely to change. Thus, they need to be actively and comprehensively managed to avoid disfunctionalities. In fact, considering the different tensions in the reorganizing process might enhance its chances of success. Relocating the tension, enhancing perception of the tension, and providing training to increase awareness of employees emerge from this case as different strategies for managing tensions.