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Journal Article 1: Murray, S. (2005). Brand loyalties: rethinking content within global corporate media. Media, Culture & Society, 27, 435.

Abstract: Translating content from one media platform to another, a process here dubbed content streaming, is the leitmotif of contemporary globalized media. Yet widely divergent interpretations of the phenomenon have emerged. Academic political economy interprets content streaming as powerfully inimical to cultural diversity, media competition and freedom of speech. Mainstream business reporting, working from an opposing media economics schema, pillories ‘synergy’-based content strategies as oversold in theory and unworkable in practice. Challenging this established trend for the disciplines to develop in parallel, the article harnesses mainstream critique of content streaming to political economy’s traditionally circumspect view of corporate media. Examining first the commercial rationales for pursuing content streaming, before turning to the financial and managerial constraints on realizing these goals, the article positions content streaming as less all-pervasive than political economists have feared, but more commercially entrenched than the financial press currently allows.

Journal Article 2: Fürsich, E. (2003). Between credibility and commodification: Nonfiction entertainment as a global media genre. International Journal of Cultural Studies, 6, 153.

Abstract: This article examines the institutional logic of programming for global audiences using Discovery Communications Inc. as an example. Global media expansion is connected to other trends such as the fragmentation of audiences, industry consolidation and greater profit expectations. One of the genres fitting these new programming demands is so-called nonfiction entertainment. The article analyzes how Discovery Communications Inc. developed this genre distinction situated between traditional journalistic values and commercial interests, and explains the problematic implications of this dynamic on independent documentary producers and public service television. Concluding, the author highlights some consequences of these findings for research in international communication and media economy.

Journal Article 3: Noam, E. (2017). Beyond the mogul: From media conglomerates to portfolio media. Journalism, 17.

Abstract: The article shows that outside ownership of media moves in stages – from media properties as the mouthpiece for personal and business interests, to a second stage of conglomerates seeking economic “synergies” of performance, to a third stage dominated by financial portfolio diversification. These phases of outside media ownership correspond to the stages of economic development in that country. The article finds that in rich countries, the ownership of media by industrial companies as a way to create political influence has been declining. The second phase, based on economic synergies, has become a less significant driver, too. On the other hand, there has been a significant growth of cross-ownership through financial intermediaries. In contrast, the media systems of emerging and developing countries are still operating in the first two phases of cross-ownership, centered on projection of influence and on conglomerate business synergies. It is quite likely that these dynamics will lead to a “capture gap” between emerging and rich societies. Media in the former would be significantly more captured through the seekers of personal influence and conglomerate synergies, while media in the latter are subject to professional investors imperatives of profitability, growth, predictability, and fit into portfolio diversification. The same financial institutions from rich countries are also likely to seek acquisitions in the emerging markets by leapfrogging the two other stages. The likely responses are restrictions on foreign ownership of media. Domestic conglomerates will step in and assume control. Media capture will then become patriotic. The article is fact-based and provides details on the media assets of non-media companies in 26 countries accounting for about 60% of the world’s population and over 80% of its economy.