Power and Culture in Media Internationalization

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27 2011 Vol. 4 Nº 1 Competitive exclusion, subsidiary entry and exit: A case of global auto firms in Brazil QUENTIER, Jean-Michel Revista de Negocios Internacionales REVISTA DE NEGOCIOS INTERNACIONALES Vol. 4 Nº 1. Pp. 6 - 27 DEPARTAMENTO DE NEGOCIOS INTERNACIONALES Szalvai, Eva Power and culture in media internationalization: the unusual case of a minority media conglomerate Revista de Negocios Internacionales. Vol. 4 Nº 1 - Julio - Diciembre 2011 - Pp. 28 - 56 28 Power and culture in media internationalization: the unusual case of a minority media conglomerate SZALVAI, Eva Power and culture in media internationalization: Eva SZaLvaI (PhD) aSSIStant ProfESSor of BuSInESS aDmInIStratIon CoLBy-SawyEr CoLLEgE, nEw LonDon, unItED StatES rECIBIDo: aBrIL 19 2011 aCEPtaDo: mayo 8 2011 the unusual case of a minority media conglomerate Abstract Similar to the general trend, Spain and its minority nation, Catalonia, increasingly rely on indigenous acquisition as a growth strategy for the internationalization of its communication industries (de Moragas, Garitaonandia, & Lopez, 1999; de Mateo, 2000; Folch-Serra, & Nogue-Font, 2001). Due to the affect of media on cultures (Schramm, 1964; Rogers, 1988), media internationalization and convergence often result in direct influence on national cultures. Through content creation and distribution, large media conglomerates tend to transform local cultural traditions as consumers tend to mimic transmitted media content (Boyd-Barrett, 2003). The case might be somewhat different in minority-owned media companies.This leads to the main question of this research: does a minority-owned host firm interfere with the culture of its foreign audience through the content creation and distribution of its subsidies? This interdisciplinary critical case study chose to explore the aspect of globalization in the FDI
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