Determinants of the Media Product Management Process from the Perspective of Technological Innovation
Abstract
In contemporary media ecosystems, the media product is increasingly shaped by a constellation of interdependent technological and infrastructural determinants that transform its form, internal logic, and managerial practices within media organizations. Technological processes—rather than content itself or classical media logics—now constitute the primary determinants of the media product. As a result, its definition has shifted towards an understanding of the product as an integrated configuration of content, functions, metadata, and user experience. Market success is thus conditioned by technological architecture, data quality, and organizational efficiency, which collectively determine content visibility and underpin revenue stability. The aim of this article is to identify and synthetically conceptualize the key technological determinants that shape the processes of creating and managing media products in media enterprises. The analysis is grounded in a critical interpretation of dominant theoretical frameworks and empirical findings in the scholarly literature, enabling the identification of key trends and their positioning within the broader context of ongoing technological transformations. The focus is placed not on the evolution of genres or formats, but on the functional and managerial logic of the media product within an environment characterized by deep technological restructuring. From a historical perspective, the article traces the transition from monolithic, single-channel offerings to modular, multi-platform product architectures, highlighting the increasing importance of platformization, content aggregation, and metadata systems as structural factors determining visibility and demand. The discussion further explores the implications of datafication, transformations in CMS architectures, and the rise of personalization and recommendation mechanisms as key tools for structuring product-portfolio management. The inductive reasoning employed in the analysis makes it possible to identify trends that either already dominate the market or are likely to become dominant in the near future: (1) the increasing strategic importance of data and metadata management across the entire value chain; (2) the emergence of AI as an operational environment for content production, distribution, and optimization; (3) the redefinition of audience relations, including a renewed emphasis on subscription-based and direct-to-consumer models; and; (4) the potential resurgence of integrated content implementations in contexts where quality control and user experience constitute key competitive differentiators. The article contributes to the systematization of technological determinants in media product management and outlines directions for further research concerning their implications for editorial strategies, system architectures, and monetization models.
References
Albarran, A.B. (2010). The Transformation of the Media and Communication Industries. Universidad de Navarra.
Albarran, A.B. (2024). The Media Economy. 3rd ed. Routledge.
Alibakhshi, R. & Srivastava, C.S. (2020). Examining the Influence of Product Innovation on Social Media Platforms: Evidence from Instagram. In SIG-MIS-CPR ‘20: Proceedings of the 2020 Computers and People Research Conference* (pp. 24–25). Association for Computing Machinery.
Ballon, P. (2014). A typology of media innovations: Insights from an explora-tory study. The Journal of Media Innovation, 1(1), 28–51.
Bratslavsky, P. (2024). Headless CMS for Media: Strategies, Implementation and Bene-fits. https://strapi.io/blog/headless-cms-for-media-best-practices-and-expert-tips (access: 29.11.2025).
Breiter, A. & Hepp, A. (2018). The Complexity of Datafication: Putting Digital Traces in Context. In A. Hepp, A. Breiter, & U. Hasebrin (Eds.), Communi-cative Figurations Transforming Communications in Times of Deep Media-tization (pp. 387–405). Palgrave MacMillan.
Chazen, D. (2024). AI in the media industry: Artificial intelligence and latest technology. Verbit. https://verbit.ai/media/ai-in-media-industry-latest-technology/
Couldry, N. & Hepp, A. (2017). The Mediated Construction of Reality. Malden, MA: Polity Press.
Doyle, G. (2013). Understanding Media Economics. Sage Publications.
Doyle, I. (2024). From custom to community: the evolution of product man-agement in media. https://digitalcontentnext.org/blog/2024/07/22/from-custom-to-community-the-evolution-of-product-management-in-media/ (access: 30.11.2025).
Elleström, L. (2021). The Modalities of Media II: An Expanded Model for Un-derstanding Intermedial Relations. In L. Elleström (Ed.), Beyond Media Borders: Intermedial Relations among Multimodal Media, Vol. 1 (pp. 3–91). Palgrave Macmillan.
Gershon, R.A. (2013. Media, Telecommunications, and Business Strategy. Taylor and Francis, ProQuest Ebook Central.
Headless Architecture Explained (2025). https://www.ateliere.com/blog/what-is-headless-architecture#:~:text=What%20is%20Headless%20Architecture?%20Headless%20architecture%20is,tied%20to%20a%20specific%20website%20or%20tool (access: 01.12.2025).
Harbers, F., Banjac, S., & Eldridge, S.A. (2024). Conceptualizing and Contextu-alizing Media Innovation and Change. Media and Communication, vol. 12, Editorial, 8152, 1–8.
Hess, T. (2005). Product platforms for the media industry. In R.G. Picard (Ed.), Media Product Portfolios: Issues in Management of Multiple Products and Services (pp. 77-88). Lawrence Erlbaum Associates.
Ibrus, I. (2024). Media innovation studies: An expanding field. In U. Rohn, M.B. von Rimscha, & T. Raats (Eds.), Handbook of Media Economics (pp. 43–58). Walter De Gruyter.
Kniazhina, R., & Davis, S. (2024). AI in the media and entertainment industry. AnyforSoft. https://anyforsoft.com/blog/ai-in-media-and-entertainment/ (access: 01.12.2025).
Krumsvik, A.H., Milan, S., Bhroin, N.N, & Storsul, T. (2019). Making (sense of) media innovations. In M. Deuze & M. Prenger (Eds.), Making Media: Pro-duction, Practices, and Professions (pp. 193–206). Amsterdam University Press.
Kreft, J. (2016). Koniec dziennikarstwa jakie znamy. Agregacja w mediach. Wydawnictwo Uniwersytetu Jagiellońskiego.
Medina, M., Sánchez-Tabernero, A., & Arrese, A. (2016). Contents as Prod-ucts in Media Markets. In G.F. Lowe & Ch. Brown (Eds.), Managing Media Firms and Industries. What’s So Special About Media Management? (pp. 243–259). Springer.
Merey, M.H. & Lehned, A.P. (1997). The power or product platforms: building value and cost leadership. The Free Press.
Nieborg, D., Poell, T., & Deuze, M. (2019). The platformization of making me-dia. In M. Deuze & M. Prenger (Eds.), Making Media: Production, Practic-es, and Professions (pp. 85–96). Amsterdam University Press.
Picard, R.G. (2005). Media Product Portfolios: Issues in Management of Multi-ple Products and Services. Lawrence Erlbaum Associates.
Picard, R.G. (2011). The Economics and Financing of Media Companies: Sec-ond Edition. Fordham University Press.
Pitoňáková, S. (2023). The Model of Value of a Media Product. Communica-tion Today, 14, 2, 16–26.
Pérez-Seijo, S. & Silva-Rodríguez, A. (2024). Innovation in Digital Media be-yond Technology. The Audience-Centered Approach and Pending Chal-lenges. Journal Media, 5(1), 311–324.
Reca, A.A. (2006). Issues in media product management. In A.B. Albarran, S.M. Chan-Olmsted, & M.O. Wirth (Eds.), Handbook of Media Manage-ment and Economics (pp. 181–201). Lawrence Erlbaum Associates.
Royal, C., Bright, A. et al. (2020). Product Management in Journalism and Academia. Journalism & Mass Communication Quarterly, 97(3), 597–616.
Stasiak, M. (2024). Headless CMS – when is it worth considering? https://www.syzygy.pl/en/blog/headless-cms-when-is-it-worth-considering/ (access: 01.12.2025).
Świerczyńska-Głownia, W. (2023). W kierunku superagregacji. Szansa czy koniec nadawców telewizyjnych? Środkowoeuropejskie Studia Polityczne, 2, 203–216.
Świerczyńska-Głownia, W. (2025). Transformacja rynku mediów elektronicz-nych w perspektywie innowacji technologicznych. Polskie Wydawnictwo Ekonomiczne.
Timplalexi E. (2023), The Media Product – or Paving the Way to Understand-ing Communication as Perception. Seminar contribution, Linnaeus Univer-sity Centre for Intermedial and Multimodal Studies. https://www.researchgate.net/publication/375447984_The_Media_Product_-_or_Paving_the_Way_to_Understanding_Communication_as_Perception (access: 01.12.2025).
Wirtz, B.W. (2020). Media Management: Strategy, Business Models and Case Studies. Springer.
Villi, M. & Picard, R.G. (2019). Transformation and innovation of media busi-ness models. In M. Deuze & M. Prenger (Eds.), Making Media: Production, Practices, and Professions (pp. 121–131). Amsterdam University Press.
reasons media companies should consider a headless CMS (2020). https://www.brightspot.com/cms-architecture/headless-cms/headless-cms-benefits-for-media-companies (access: 01.12.2025).
Copyright (c) 2026 Ignatianum University in Cracow

This work is licensed under a Creative Commons Attribution-NoDerivatives 4.0 International License.
Autor, zgłaszając swój artykuł, wyraża zgodę na korzystanie przez Wydawnictwo Uniwersystet Ignatianum z utworu na następujących polach eksploatacji:
- utrwalania utworu w formie papierowej, a także na nośniku cyfrowym lub magnetycznym;
- zwielokrotnienia utworu dowolną techniką, bez ograniczenia ilości wydań i liczby egzemplarzy;
- rozpowszechniania utworu i jego zwielokrotnionych egzemplarzy na jakimkolwiek nośniku, w tym wprowadzenia do obrotu, sprzedaży, użyczenia, najmu;
- wprowadzenia utworu do pamięci komputera;
- rozpowszechniania utworu w sieciach informatycznych, w tym w sieci Internet;
- publicznego wykonania, wystawienia, wyświetlenia, odtworzenia oraz nadawania i reemitowania, a także publicznego udostępniania utworu w taki sposób, aby każdy mógł mieć do niego dostęp w miejscu i czasie przez siebie wybranym.
Wydawca zobowiązuje się szanować osobiste prawa autorskie do utworu.
