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Internet Acceptance and Its Impact on the Traditional Television Business.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Internet Acceptance and Its Impact on the Traditional Television Business./
Author:	Sanan, Neeraj.
Description:	1 online resource (179 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 84-04, Section: A.
Contained By:	Dissertations Abstracts International84-04A.
Subject:	Innovations. -
Online resource:	click for full text (PQDT)
ISBN:	9798352641477

Internet Acceptance and Its Impact on the Traditional Television Business.
Sanan, Neeraj.

Internet Acceptance and Its Impact on the Traditional Television Business. - 1 online resource (179 pages)

Source: Dissertations Abstracts International, Volume: 84-04, Section: A.

Thesis (D.B.A.)--The University of Manchester (United Kingdom), 2022.

Includes bibliographical references

This thesis presents a framework to explain Internet acceptance by the television business and its impact on the traditional television business. This study applies an integrated research model, grounded on the theoretical constructs of the technology acceptance model (TAM) and diffusion of innovation theory (DIT), guided by past learnings (Yu and Tao, 2009) on advancement of TAM for businesses in the post decision stage. Thereafter, it uses explanatory sequential mixed methods to test the hypotheses and finalise the framework. Television business is an area where very few studies have been conducted. While earlier studies (Borders, 2003; Chan-Olmsted and Ha, 2003; Wirtz et al., 2013; Lugmayr and Zotto, 2016) identify Internet acceptance as having an impact on television but these studies have been piece meal attempts to investigate one or the other part of television business. This thesis is unique because it comprehensively identifies the factors affecting Internet acceptance and the impact of Internet acceptance on the traditional television business.The thesis is conducted in India which globally ranks among the top three geographies in terms of both television and Internet usage. It starts with a longitudinal study conducted over four years comparing viewership data of the top twenty-five television channels and their Internet products. Observations from the quantitative phase are used as input for the elite interviews with twenty-one CEOs in the television business. These CEOs collectively manage business at Two Hundred And Forty Two television channels which is more than Eighty percent of total Indian television business, making this a significant study. Learnings of the longitudinal study and elite interviews are integrated to present a framework that explains the factors influencing the decisions of television CEOs and the impact of Internet acceptance. The CEOs have a well-defined process of accepting the Internet, but they have not invested in research on Internet acceptance. This thesis is significant for working professionals, as television is typified within learning school of management (Oliver, 2013), where past learning impacts future strategies.This thesis revalidates the findings of earlier research (Teece, 2010) that, in media management, Internet companies devastate traditional business models but at the same time struggle to create their own business model. This thesis also revalidates (Chan-Olmsted and Ha, 2003) that television channels use the Internet only to complement the television stations' core products as a support function. There is limited or no use of the Internet in cost or revenue functions. Consequently, there is not much of strategy in Internet acceptance. It is only about launching same or similar products on the Internet as the competitors. A key finding of this thesis is identifying over the top (OTT) player as the new trend from amongst different Internet products. Large television conglomerates have launched self-owned, separate OTT players as they consider it to be a broadcast business. In contrast, small television broadcasters have not launched their own players but are entering alliances, as they consider this to be an alternative distribution pipeline. Post launching Internet, viewership of the same television content on Internet products is found to significantly impact the television business, ratifying earlier findings (Dimmick et al., 2004; Logan, 2011 ; Cha, 2013; Goncalves et al., 2014; Doyle, 2016).

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798352641477Subjects--Topical Terms:

578404
Innovations.
Index Terms--Genre/Form:

554714
Electronic books.

Internet Acceptance and Its Impact on the Traditional Television Business.
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504 $a Includes bibliographical references
520 $a This thesis presents a framework to explain Internet acceptance by the television business and its impact on the traditional television business. This study applies an integrated research model, grounded on the theoretical constructs of the technology acceptance model (TAM) and diffusion of innovation theory (DIT), guided by past learnings (Yu and Tao, 2009) on advancement of TAM for businesses in the post decision stage. Thereafter, it uses explanatory sequential mixed methods to test the hypotheses and finalise the framework. Television business is an area where very few studies have been conducted. While earlier studies (Borders, 2003; Chan-Olmsted and Ha, 2003; Wirtz et al., 2013; Lugmayr and Zotto, 2016) identify Internet acceptance as having an impact on television but these studies have been piece meal attempts to investigate one or the other part of television business. This thesis is unique because it comprehensively identifies the factors affecting Internet acceptance and the impact of Internet acceptance on the traditional television business.The thesis is conducted in India which globally ranks among the top three geographies in terms of both television and Internet usage. It starts with a longitudinal study conducted over four years comparing viewership data of the top twenty-five television channels and their Internet products. Observations from the quantitative phase are used as input for the elite interviews with twenty-one CEOs in the television business. These CEOs collectively manage business at Two Hundred And Forty Two television channels which is more than Eighty percent of total Indian television business, making this a significant study. Learnings of the longitudinal study and elite interviews are integrated to present a framework that explains the factors influencing the decisions of television CEOs and the impact of Internet acceptance. The CEOs have a well-defined process of accepting the Internet, but they have not invested in research on Internet acceptance. This thesis is significant for working professionals, as television is typified within learning school of management (Oliver, 2013), where past learning impacts future strategies.This thesis revalidates the findings of earlier research (Teece, 2010) that, in media management, Internet companies devastate traditional business models but at the same time struggle to create their own business model. This thesis also revalidates (Chan-Olmsted and Ha, 2003) that television channels use the Internet only to complement the television stations' core products as a support function. There is limited or no use of the Internet in cost or revenue functions. Consequently, there is not much of strategy in Internet acceptance. It is only about launching same or similar products on the Internet as the competitors. A key finding of this thesis is identifying over the top (OTT) player as the new trend from amongst different Internet products. Large television conglomerates have launched self-owned, separate OTT players as they consider it to be a broadcast business. In contrast, small television broadcasters have not launched their own players but are entering alliances, as they consider this to be an alternative distribution pipeline. Post launching Internet, viewership of the same television content on Internet products is found to significantly impact the television business, ratifying earlier findings (Dimmick et al., 2004; Logan, 2011 ; Cha, 2013; Goncalves et al., 2014; Doyle, 2016).
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