TOWARD THE MEDIA CONVERGENCE (Descriptive study: Efforts of Kompas Newsroom in The Challenges of Emerging Technology)

THESIS

Presented by :

Name : Student ID : Concentration :

Cindy Silviana Sukma 02404022009 Journalism and Media Studies

In Partial Fulfillment of of the Requirement for The Magister of Communication Art Degree

MASTER OF ARTS IN COMMUNICATION STUDIES

The Postgraduate Programme of Sekolah Tinggi Ilmu Komunikasi The London School of Public Relations Jakarta JAKARTA OCTOBER, 2011

ACKNOWLEDGEMENT

Thanks to God who always accompany the journey of my life, especially when he guided and blessed me in this thesis work, from beginning to end this thesis completed.

This thesis has been prepared by one of the main goals is to complete the final task in an attempt to obtain a Master's degree in Communication Sciences STIKOM LSPR-Jakarta. Furthermore this thesis also aims to understand and analyze the level of convergence implementation on Indonesian media, especially Kompas, as the news company. The Research is conducted on the Kompas newsroom and print journalists, the work flow and newsroom structure when Kompas is going toward the convergence.

The author realizes that this thesis can be solved not solely due to the efforts of the writer himself, but also thanks to the help, advice and guidance from various parties who contributed either directly or indirectly involved in the writing of this thesis.

Therefore, on this occasion the author would like to express the gratitude to: 1. Ms Prita Kemal Gani, MBA, MCIPR, APR (UK) as Director of LSPR-Jakarta STIKOM. Thanks for the encouragement and motivation has been given so far. 2. Ms. Giselle S Buot, as the dean of Post graduate Programmes. Thanks for the help and guidance that has been given. 3. Mr Tunggul Pannindriya as the supervisor of this thesis writing. Thank you for your guidance, encouragement, assistance and patience during the process of developing this thesis. 4. Mr. Taufik H. Mihardja as a Deputy of Chief Editor Kompas, Content Director General Manager of Kompas.com, Mr. Edi Taslim as the Business General Manager of Kompas.com and Kompas, Mr. Budiman Tanuredjo as the Managing Editor of Kompas, editors, and other journalists in print and Kompas.com, who have spent their time in providing the information about

Kompas strategy and newsroom, which are very useful for the primary data in the research. 5. Families who may not know much about the process of making this thesis, but always give moral support and material to the author. 6. To the journalism and media class mates, which not only gives moral support but also provide assistance in the form of information that contribute to the completion of this thesis. 7. The whole family, colleagues, and others that cannot be enumerated that have helped and supported the authors during their lectures and writing this thesis. Presumably the results of this study can provide the mutual understanding for scholars and media practitioners in implementing the convergence inside the newsroom of Kompas.

Jakarta, August 12th 2011

Cindy Silviana Sukma

ABSTRACT

GRADUATE SCHOOLS OF COMMUNICATION THE LONDON SCHOOL OF PUBLIC RELATIONS- JAKARTA MASTER OF ARTS IN COMMUNICATION STUDIES POSTGRADUATE PROGRAMME

Name NIM Thesis Title

: Cindy Silviana Sukma : 02404022009 : Toward The Media Convergence (DescriptiveStudy: Efforts of Kompas Newsroom in The Challenges of Emerging Technology).

Total pages References

: 5 chapters, 94 pages, 3 images, 13 figures, 2 tables, 2 apendix : 16 books, 7 journals, 3 Note of Seminar, 1 Dissertation, 2 magazines, 13 websites, .

This study is concerning on the convergence implementation in the Kompas newsroom, as the dealing of the future of newspapers, technology changes, consumers behaviors in reading news and information, and the presence of new audiences who aware with the technology savvy. Whether some international media organizations have done the convergence, a media and newsroom convergence, has not been implemented yet among the media industries in Indonesia.

The researcher choose descriptive-qualitative method to conduct the research. The research use triangulation method which consist of document review, in depth-interview, observation as the information source. Document review based on some literature reviews, such as communication journals, dissertation, online presentation which explained the convergence method in some newsrooms organizations. To understand the structure and work flow in Kompas newsroom, in-depth interview was set up for primary data. The interview was addressed to Kompas management, some print journalists, and editors in Kompas.com. Moreover, the observation was also conducted to analyze the condition deeper.

The objective of the study is aimed to analyze the implementation of convergence model in the media organization, focused on Kompas newsroom. Moreover, media convergence has not been implemented yet in any media in Indonesia. Therefore, Kompas might be the pioneer to change the media organization by doing convergence. To analyze the structure and changes of Kompas newsroom and work flow, the conceptual framework provides three theories, which adjust to the research. They are Difussion of Innovations Theory, Change Management Theory, and Adaptative Structuration Theory. Each theory describes step by step Kompass position in reaching the newsroom convergence.

From the research analysis, the finding is obtained that Kompas as the news company is on the progress of cross-media platforms, or in the level newsroom 2.0., which collaboration and integration has been occured between the media platforms, to gather and define the news contents for each platforms. However, Kompas has not restructure the newsroom as a full newsroom convergence, which could integrate the high level of convergence. The print journalists also required to do multi-tasked. Besides writing for print, they have to contribute for online and make news video, as the compulsory of their assessment in the Key Performance Indicator. To do the changes and restructure of newsroom and the work flow process, the management admits that they find some constraints in doing the convergence. However, Kompas continuely make some efforts, so that Kompas would reach the full convergence, as the way to maintain the brand as a news company in diversity of audiences.

TABLE OF CONTENT

ACKNOWLEDGEMENT RESEARCH ORIGINALITY STATEMENT CURRICULUM VITAE ABSTRACT TABLE OF CONTENT TABLE OF PICTURES CONTENT TABLE OF FIGURES CONTENT TABLE OF TABLES CONTENT i iii viii ix x

CHAPTER I INTRODUCTION 1.1. Background of The Study Consumers as The Controller 1.2. 1.3. 1.4. Problem Statement Study Objectives Siginificance of Study

1 1 3 14 14 15

iii

1.5.

Scope and Limitation

16 17 17 17 21 23 25 28 30 33 33 37 38 39 42 43

CHAPTER II THEORETICAL FRAMEWORK 2.1. Theoretical Framework

2.1.1. Diffusion of Innovations 2.1.2. Change Management 2.1.3. Adaptative Structuration Theory 2.2. 2.3. 2.4. 2.5. Conceptual Framework Operational Framework The Convergence Continuum Model Definition of Term

2.5.1. Media Convergence 2.5.2. Newsroom 2.5.3. Components of Newsroom 2.5.4. Types of Newsroom 2.5.5. Smart Newsroom 2.5.6. Knowledge Management

iv

CHAPTER III RESEARCH DESIGN & METHOD 3.1. 3.2. Research Design and Method Data Generation Procedure

44 44 47 47 48 49 51 51 51 52 52

3.2.1. Document Review 3.2.2. In-Depth Interview 3.2.3. Observation 3.3. 3.4. Data Generation Schedule Data Analysis Procedure

3.4.1. Transcribes 3.4.2. Read the Transcribes 3.4.3. Categorization

CHAPTER IV RESEARCH ANALYSIS 4.1. Company Profile

53 53 53 55

4.1.1. History of Kompas 4.1.2. Kompas Goes Digital

4.2.

Convergence Implementation Among Indonesian Media

57 61 62 62 63 63 63 66 68 72 75 76 76 78

4.2.1. Technological Convergence 4.2.2. Media Convergence 4.3. Introducing Three M Toward The Media Convergence

4.3.1. Multimedia 4.3.2. Multichannel 4.3.3. Multi paltform 4.4. The Role of Newsroom Convergence

4.4.1. Toward The Newsroom Convergence 4.4.2. The Components of Newsroom 4.4.3. Planning on The Future Convergence 4.5. Measuring The Convergence Model

4.5.1. Convergence Continuum Model 4.5.2. Boundaries Convergence Level 4.6. Observing The Journalists Attitudes & Mindset in The Convergence Implementation 4.7. 4.8. The effect of Management Changes on News Coverage Constructing the Knowledge Management in the Newsroom
vi

83 86 89

4.9.

The Agent of Change Among Journalists

90 92 93

4.10. Featuring Kompas as A News Brand 4.11. Theoretical Analysis

CHAPTER V CONCLUSIONS AND RECCOMENDATIONS 5.1. Conclusions 5.2. Suggestions

98 98 100 101 101

5.2.1. Academic Suggestions 5.2.2. Practical Suggestions

vii

TABLE OF PICTURES CONTENT

Picture 1.1. Media Convergence Process Picture 4.1. Kompas in Multiplatforms Picture 4.2. Newsroom Convergence Model in Zurich Picture 4.3. Kompas performs in the same content

10 64 67 70

viii

TABLE OF FIGURE CONTENT

Figure 2.1. Figure 2.2. Figure 2.3. Figure 2.4. Figure 2.5. Figure 2.6. Figure 2.7. Figure 2.8. Figure 4.1. Figure 4.2. Figure 4.3. Figure 4.4. Figure 4.5. Figure 4.6.

Change Management Focus on Convergence Conceptual Framework Convergence Continuum Model Pit Gottschalks Components of Organizational Allignment Pit Gottschalks Types of Newsroom Newroom 1.0 Newsroom 2.0 Newsroom 3.0 Kompas 3M Logo Three Types of Newsroom The Work Flow in the Print Newsroom The Structure of Newsroom in Kompas Convergence Continuum Model Kompas Position From The Conceptual Framework

22 23 32 49 49 40 40 41 63 69 71 72 77 82& 96

ix

TABLE OF TABLES CONTENT

Table 2.2. Table 4.1.

Operational Framework The Trends of Media Industry

28 65

CHAPTER I INTRODUCTION

1.1.

Background of The Study

Siang malam ku selalu menatap layar terpaku untuk online online Jari dan keyboard beradu, pasang earphone dengar lagu Aku online online on line online. (Online Saykoji) (Every day and night, I always stare at the screen for online online. Fingers and keyboard clashing, pairs of earphones to hear the song. Im online online online online)

This song which is popular by Saykoji, might describe the overview of our activities today, especially for youth who live in big cities. A common scene is seen in the bus, where people use their mobile / smart phones to listen songs or radio in their iPod / phones, browse the internet, update the status on facebook / twitter, or read news or information from news applications. The interests of urban to newspapers are less than decade ago, since the euphoria of 3G- third generation mobile telecommunications is available in many mobile phones.

Newspapers is used to set the news agenda for the rest of the media agenda (Who Killed the Newspapers?, The Economists, 2006). However, the circulation has decreased since the web is raised and the internet users

are expanded. Many newsprint organizations in west countries have to be closed and bankruptcy, such as Christian Science Monitor, Chicago Tribune, Los Angeles Time, The Rocky Mountain News, etc. Moreover, the book writer of The Vanishing Newspaper, Philip Meyer calculates that newsprint in America will die in the first quarter 0f 2043 (Killed the Newspapers, 2006).

Although the condition of newsprint business in Indonesia is not certainly calculated, but the growth of internet users are very significant. According to Communication and Informatica Department (Depkominfo), 45 million people in Indonesia have used internet, which meant Indonesia was the 5th of the largest countries in number of internet users on 2010. (Antara.com & Kompas.com).

Some of news industries have realized the trend of global media and digital technology development. Part of them have launched and operated their online version, from print to electronic media; not only text, but pictures, audio, and video. This movement is a forward step for news industries to survive in the business in dealing with new media. However, whats the next step to be prepared by industries? is the main discourse for media practitioners. Furthermore, the changing of technology affect to individuals behavior in consuming information. The overview will be described on the next page.

Consumer as The Controller

In the 1920s news media were believed as the powerful tool to set the public agenda, primarily when the election of United States president. The prominent journalist Walter Lippmann argued that not the advertisement or the way of public relations practitioners culprits the hindering US newspapers s objective, but the journalists themselves did (Turow, 2009, p.154). News media could persuade public by framing and setting the agenda.

However, since the new media emerged, and users are more pay attention to social media, spending their time more to notebooks or other digital technologies rather than newspaper and other conventional media. The popularity of conventional media becomes decreased. Social media become the alternative way for audiences in getting information. Moreover, they could actively as part of the news. The information work flow is faster rather than the conventional. Many cases were come first in social media, such Twitter or facebook, then been followed by conventional after.

New media also breakthrough the tyranny of geography which has limited the distribution of information, news, and other products to unreachable regions. Shelves and their contents are available only to people

who happen to be in the same place as they are (Anderson, 2008, p.162). With the decreased power of this tyranny, media coorporations need to improve the distribution channels, so the information could reach them who lived in difficult area to access.

Internet or new media affect personal behaviors in receiving information. People are getting more selective and active to information and news they need to know and their interests. Selective means they can choose what kinds of the information they need to know, or types of media they would get from. Meanwhile, they are more active, not just as audiences, but they could produce and distributes information, news,and other contents in new media. It opened and increased the freedom of expression to people, where they free to express, share, publish their opinions and information. The technology has changed the culture of consumers in getting the information.

Social-economic changes in society as another part of changes, would impact to mass media. People tend to be time-poor, but asset -rich (Quinn, 2005, p. 27) . In fact, they are willing to pay more to get a better treatment and People are willing to pay somethinginternet is getting easier to be accessed everywhere and no time limit, and people think surfing information in the internet is better than other mass media, they might move to new media, and leave conventional mass media. It would impact to profit and political interest media industries.

The cultural change of personals behaviors, technology alteration, and social economic causes force the existing media to deal with it. The competition between media industries is getting harder, in order to anticipate audience erosion. Audience erosion (Turrow, 2006, p. 190) refers to a decrease in the percentage of the population using a particular mass medium or a specific media outlet.

Some scholars and media practitioners predict that the print media era (especially, the newspaper) would be dead. Philip Meyers, in the Vanishing Newspapers, calculated that the first quarter of 2043 will be the moment when newsprint dies in America as the last exhausted reader tosses aside the last crumpled edition, (The Economist, August 24, 2006).

Why print? As The Economist wrote if newspapers have the most to lose from the internet, rather than all of the old media (The Economist, August 24, 2006). It is proofed that the circulation of newspapers in America, western Europe, Latin America, Australia, and some other countries has been falling, and some organizations bankruptcy.

In Indonesia, the prediction on the end of the newspapers has not been calculated systematically. Some still feel optimistic about the future of

newspapers in Indonesia. However, not a few of them also predicted that the end of newspapers in Indonesia will ended in 2050 (Eisy, Ridlo, 2009).

In The Economist (2006) stated that, the decline of newspapers circulations was hastened by the web. However, Chris Anderson in 2010, analyzed that the web is going to decline in two decades after its birth, and replace with the applications (Anderson and Wolff, 2010), which much easier and more flexible to audiences in getting the information and data, rather to find on the web. It may another threat for the newspapers organizations.

To break the projections and opinions of media analysts, the conventional mass media, especially print, need to deal with these changes. Kompas as the largest national newspapers has concerned with these issues since 1998. Therefore, Kompas transformed the contents and news platforms into digital media, such as Kompas.com, Kompas ePaper, Kompascetak, etc. Transforming the content from text to bytes format (digital) can be called as a part of convergence.

Convergence is a key point to maintain the relationships and build two way communication models between traditional media and their public. Lawson-Borders (2006, p.8) viewed if convergence could also as the window of opportunity for traditional media to align itself with technologies of the 21st century.

A. Nachison of the American Press Institutes Media Center (cited in Lawson-Border, 2006, p.3) defined convergence as the strategic,

operational, product, and cultural union of print, audio, video and interactive digital information services and organizations. For Henry Jenkins (2004), an American scholar from Media studies, convergence is not just about technology shift, but relates with the brain of the consumers.

The concept of convergence is not a new thing. Before internet was popular, some media have used convergence model, by using the term of synergy. Ithiel de Sola Pool, a revolutionary of social sciences field, has found the convergence of model in 1983.

A process called convergence of models is blurring the lines between media, even between point-to-point communications, such as the post, telephone, and telegraph, and mass communications, such as press, radio, and television. Conversely, a services that was provided in the past by any one mediumbe it broadcasting, the press, or telephonycan now be provided in several different physical ways (Pool, 1983, p.23).

The concept of media convergence was raised from a merger between the large media corporation Time Warner (old media) and AOL (new media) in 2000. AOL dropped from the stock ticker and company name in 2003 (Laura-Border, 2002). Many viewed that the merger between both were not equal, however Time-Warner and AOL successfully become an Internet-driven media entertainment company(p.29).

However, debates of convergence often buzz between academic scholars and media industries. Dailey, Demo, & Spillman (2003, p. 1) found two different views about convergence, people who see convergence simply as a technological development driven by new available digital tools and others who say convergence must be defined in terms of fundamental changes in storytelling.

Regarding with the development of media industries in Indonesia, some people think if our national media has not convergence yet, but others said, it has become convergence, because it applies content-sharing from one news platform coalescence with the other platforms in one medium.

The very common things we could see regarding the convergence term and application, among news platforms in Indonesia is cross- promotes, and cloning level between some media platforms.

Cross-promotion level occurs when the media organization promote the content of their partners through text, visual, or audio elements. For instance, a television news anchor might direct viewers to newspapers or web site to know more information about the story.

Meanwhile, at the Cloning level, one partner republishes the other content with little editing. (Dailey, Demo, & Spillman, 2003, p.4). For

example, the news announcer read some articles from the newspapers and add some information relates to the story. At this level, the information or news is not gathered together, and no-shared plans among news outlets.

Based on some studies of media convergence, researchers found if the convergence is not just occured between the technology utilization and content transformation, however the newsroom cultures, which has been formed and adapted in the newsroom, is also changed within the implementation of media convergence.

The role of newsroom is important for media organizations, because it such a heart or nucleus of the organizations, where the news produced every day in the newsroom. Besides, the work flow of journalists, editors, and members of media organizations occurs in the newsroom everyday. Therefore, if the organizations implemented the new innovations, the largest impact from whole of changes is the core (newsroom), which is a center of news production and published.

The executive director of Ifras center for Advanced News Operations, Kerry Northup, (Quinn, Steven, 2002) noted several prominent changes when he came to some newsrooms media organizations in America and Asia. First, the mindset or attitude change, second is the work flow of employees.

Changing in the newsrooms structure also impact to the role of journalists in the multimedia environment. In a study case of Media Generals Tampa News Center by Garrison & Dupagne (2008), journalists for print, online, or broadcasts, should be able for multi-tasked. Some newspaper journalists function even more like television reporters and prepare reports on the air. Steve Yelvington, news consultant, the new role of Journalists is as a guide rather than gatekeeper (Quinn, Steven, 2002.p.6).

Figure 1.1. Media Convergence Process

Source: Primary data (literature review), 2011

As a moment of convergence era in Indonesia, some of large media industries have turned their business strategies to convergence, such as Viva Media Group (ANTV and TVOne as tv platforms, vivanews.com as online news), Media Nusantara Citra Group, which has three television broadcasts networks and other cable televisions, four radio broadcasts, newspapers and magazines, and online), and others such Tempo Media Group and Kompas

10

Gramedia Group. Those big groups are some media which are seen move forward to convergence, rather than others.

However, Kompas is selected to be the media on this research, due to some reasons. Since 46 years ago, Kompas has been known as a national newspapers, which exists untill today. However, it is not easy to maintain the audiences loyalty among the competition of other media, the presence of media technology transformation, and the difference of audiences interests. They (media) which dont aware and prepare might be displaced with those factors.

To maintain the loyalty and reach new audiences, Kompas expands some power and strategies with combine the technology, audiences, and products (content). In 2010, Kompas achieved awards from World Association of Newspapers and News Publishers (WAN-IFRA) as the Best in Digital Content Cross Media Editorial Coverage. The coverage news have displayed in multi-media platforms, such as print form in Kompas newspaper, internet on Kompas.com, and video (Kompas.com, 24 Nov 2010). The cross-content between the media platforms is seen as a beginning of convergence for Kompas, as a news company.

As the largest national newspaper media in Indonesia, Kompas made some new movements in media technology approach, by introduce and

11

promote the new readers culture in reading news. The newspaper transformed into several news outlets and able to be viewed in many application technologies, include e-Reader in iPad, and e-paper. In digital world, Kompas offers as the largest mega portal in Indonesia, Kompas.com. It offers several canals, include Kompas video and radio streaming.

It began publication on June 28,1965, with circulation 4800 copies. Kompas dominates the newspaper sales in national. In 2004, the circulation is up to 530.000 copies, especially on Sunday raised up to 610.000 copies. The readers are around 2.25 million people surround Indonesia.

On the internet, Kompas established Kompas online, and reborned as Kompas.com in 1998, as the largest portals in Indonesia. From Kompas.com, audiences find the contents in multi-media, such text, images, video, animations. The online units increased the audiences for their needs on information, that reached until 20 million active readers per month, and a total of 40 million page views / impressions per month. (Kompas.coms company profile, 2008).

Kompas has transformed the newspaper to digital paper, or to be called as Kompas e-paper, which was launched on July 1, 2009. Moreover, Kompas launched Kompascetak, which the content is same as the newspapers, but without the advertisement.

12

Media convergence is viewed as the new way for media organizations to deal with the emerge of technology (new media), consumersculture alteration, and accomodate with the economic politic interests. Even LawsonBorders (2006), noted if convergence has not empirically prooved as the best business model.

Among the editor of Kompas.com (personal communication, April 11,2011), Kompas is in the progress to be media convergence, but need to take the map how the convergence will be implement in the company (personal interview, 11 April 2011).

On this paper, the research focuses on the effort of Kompas newsroom toward the media convergence in dealing with the alteration of technology, consumers cultures, and other interests. Taking a quotation from Steven Quinn that, For knowledge management to flourish, change has to start in the engine-room of the information driven organization-the newsroom.(p.32) Therefore, newsroom is important to start the change and implement new technology.

To facilitate this research, it requires a case that has been successfully experienced media convergence. I will take the case of the Tribune Company as a convergence pioneer since the 1990s.

13

1.2.

Problem Statement

1. In what way Kompas would implement the media convergence in the newsroom and structure? 2. How does Kompas accomodate the implementation of media convergence to the journalists (editorial staff) and newsroom? 3. How does Kompas accomodate the changing of newsroom in purpose the media convergence? 4. What are the perspectives from journalists and other staff about the media & newsroom convergence?

1.3.

Study Objectives

1. To understand the newsroom structure in adopting the new concept of technology, toward the media convergence. 2. To define media convergence model for Kompas, as media organizations. 3. To figure out the role of journalists in each news platform in gathering and sharing news for digital contents. 4. To see the readiness of Kompas newsroom to be media convergence. 5. To understand obstacles which are faced by Indonesian media industries in implementing media convergence.

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1.4.

Significance of Study

Besides to fulfill the requirement of passing the Post Graduate Program, the study is significant for academic scholars, because the changes of media environment, include the technology savvy and audiences cultures, would affect the structures and job descriptions of professionals in the conventional mass media.

It might changes and generates more new theories rather than the previous communication researches. Moreover, the media convergence in Indonesia is quiet new, as the media in Indonesia have not implemented the convergence yet. Therefore, many topics would be gained related on the convergence in the newsroom.

In addition for academic studies, the media scholars would understand the changes of newsroom structure, the work flow and roles of journalists, so that the scholars also learned some multi-tasking roles of journalists, such writing for print, online, and producing news video.

For media industries and communication practitioners, the study is very useful in mapping the organizational work flow structures, progress and steps toward media convergence, by adjusting with the condition of technology and audiences in Indonesia. Furthermore, the research could be

15

a reference for them in considering the convergence implementation in their organizations.

1.5.

Scope and Limitation

This research will focus on organizational newsooms work flow and, structure in Kompas newsroom, include the management, the journalists and editorial staff. The research also based on some literature reviews, as the reference to understand the changing and efforts of Kompas newsroom in achieving the goal to be media convergence. The research will take two months, on June & July due to the submitted date line of thesis.

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CHAPTER II THEORETICAL FRAMEWORK

2.1. Theoretical Framework

2.1.1. Diffusion of Innovations

Following the previous research of Lawson-Borders in her observation to media convergence in some media organizations, Diffusion of Innovation theory from Everests Rogers is one of theories which applicables with this research. Rogers Diffusion of Innovations Theory is believed for some

scholars as the most suitable theory where the organization adjust with the technology inside it. In his book, Rogers (1995) described two terms, before he discussed about the theory. Diffusion is the process by which an innovation is communicated through certain channels over time among the members of a social system.

Among Rogers and Kincaid (1981), communication as a two way process of convergence, rather than one way, a linear act in which one individual seeks to transfer the message to another, in achieving certain effects. It is such an interaction between a change agent and new client to adopt an innovation. The client perhaps have some problems with the innovation and seek the solution with the agent. It takes several process in to decrease the uncertainty which involved in diffusion. Therefore, diffusion is a

17

special type of communication concerned with the spread of messages that are perceived as new ideas.

In his seminar (1995, cited in Lawson-Borders,2006) viewed,

two

perspectives rose when new media adopted. From audience perspective, media organizations must assess how to meet their interests in an electronic environment. From media organizations perspective, they need to bring in line the progress and concepts they use, for purpose of convergence.

Rogers (as cited by Lawson-Borders) suggested five steps of innovation, and described in the below table.

Table 2.1. The Innocation Process in an Organization

(Source: Lawson-Borders, 2003, p. 93)

Rogers noted two broad activities as it is seen in the Table 2.1; Initiation and Implementation. Initiation defined as all o f t h e in f o r m at io n g at h er in g , co n cep t u alizin g an d p lan n in g f o r t h e ad o p t io n o f an

18

in n o vat io n ,

lead in g

up

to

t he

d ecisio n

to

ad o p t ,

an d

implementation, d ef in ed as all o f t h e even t s, act io n s, an d d ecisio n s in vo lved in p u t t in g an in n o vat io n in t o u se (Law r en ce-Bo r d er s, 2006,p .44).

Th e p r o g r ess o f in it iat io n is cat eg o r ized in t o t w o st ep s, ar e Ag en d a set t in g an d Mat ch in g . w h ich an d It is co n t in u ed Red ef in in g Th o se st ep s w it h an d ar e

im p lem en t at io n r est r u ct u r in g ,

p r o g r ess,

in clu d e

Clar if yin g ,

Ro u t in izin g .

exp lain ed b elo w t h e lin e.

1. Agenda Setting When the company has recognized if the emergence of technologies, internet, and new media are appear, and the Rogers theoretical arguments are applicable to media in the agenda-setting stage. Here is where the media industry recognized that new ways of connecting (pardon the pun) to readers and viewers were necessary to remain a viable commodity in the lives of busy users and readers (Lawson-Border, 2006,p.46).

2. Matching Media organizations reach the matching stage by developing online divisions with staff and resources within the organization or as separate

19

business units. For example, nytimes.com as the alternative news of The New York Times as the presence in online world. The Web site is applicable to discussions of the matching stage because its creation is a response to the agenda that was set in the public and media industry as computerand Internet use escalated. (Lawson-Border, 2006, p. 49).

3. Redefining & Restructuring When the technology is adjusted to meet the needs of the organizations, the media organizations could be placed in the redefining / restructuring stage. As the reaction of innovation adjusted, the media organizations could do the business change, even it change to the economic models, merge with other company, cutting staff for eficiency, or cross promotions or media platforms to optimize the delivery of contents and information. This redefining / restructuring stage is where multiple adjustments can be made by an organization to tweak an innovation to its best potential (Lawson-Borders, 2006, p.52).

4. Clarifying When the significance and functions of innovation has been understood in the organizations and staff. For example, journalists are trained in other business units, such as newspaper photographers, video journalists, broadcast cameraman, etc. Furthermore, the management style change in line the innovation adjusted.

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5. Routinizing This stage indicates when the innovation becomes a routinity of the organization. The industry continue to develop their strategy for the future.

The research use Difussion of Innovations to understand the way how media organization handles and prepares the new technology to the organization until the innovation is implemented inside the organization. The theory is suitable for the first layer of technology implementation in the media organization, such as Kompas. However, the theory would be supported with other theories, Change Management and Adaptative Structuration Theory to seek the changes of newsroom after implement the innovation.

2.1.2. Change Management

To understand the change inside the organization, the research combine the diffusion of innovation with the management approach, change management. The second theory is applied Among Jeff Hiatt, the author of Employee's Survival Guide to Change, Change management is the process, tools and techniques to manage the people-side of business change to

21

achieve the required business outcome, and to realize that business change effectively within the social infrastructure of the workplace.

To learn the change management is important because nowadays, the emerge of technology and new system force many companies to adjust with changes. Change management assist the organization to break down old mindsets, and effective in culture change (Smith, 2005). Hence, change management has grown up as knowledge and skills in the field of study.

Some example of change management (Change management, n.d.) are:

1. Missionary changes 2. Strategic changes 3. Operational changes (including Structural changes) 4. Technological changes 5. Changing the attitudes and behaviors of personnel

Due to the applications in organization changes, change management works in the media organizations either. For example, BBC (Smith, 2005) involves change management for doing a successful internal communication function, besides marketing, organizational development, journalism, etc. Those making a life-long career of an organization will bring a different perspective from those passing through (p.46).
Figure 2.1. Change Management Focus on Convergence

22

Source: Jeff Hiatt. The Definition and History of Change Management. (n.d)

Above the Figure 2.1, there are two converging and predominant fields of thought to understand change management is considered.

a. Engineers (mechanical focus on change), This mechanical system perspective focuses on observable,

measurable business elements that can be changed or improved, including business strategy, processes, systems, organizational structures and job roles (Hiatt, n.d.) b. Psychologists (human focus on change). Concerned on the way individual thinks and behave to change and the environment.

After the innovation had implemented in the organization, Kompas Gramedia Group, found if the newsroom structure and editorial

managements need to be changed. Technical change and human management change occurs inside the newsroom. The changes need a process, tools, and a techique to support the collaboration. The most important, concern on the human management, which difficult to be changed.

2.1.3. Adaptative Structuration Theory

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Many scholars believes if the effects of technology to the systems are less than to human reacts. Adaptive Structuration Theory (AST), derived from Anthony Giddenss Structuration Theory (Giddens, 1984) addresses issues of human behaviour in the context of technology based on social structure.

De Sanctis and Poole proposed adaptive structuration theory (AST) as a framework for studying variations in organization change that occur as advanced technologies are used. The process between people incorporate with the advanced technologies described in two main concepts,

structuration and appropriation. In the below following are descriptions of two concepts, which taken from e-paper of Darshana & Nor Hidayati (n.d.).

1. Structuration (Giddens, 1984), a basic fundamental in AST, which posits that systems and structures exist in a dual relationship with each other such that they produce and reproduce each other in an ongoing cycle.

2. De Sanctis and Poole measure some levels of appropriation is captured through these dimensions; the (1) Attitude towards appropriation, the (2) Faithfulness of appropriation, (3) Instrumental uses and the (4) consensus (DeSanctis and Poole, 1994).

Attitude captures the users feelings and emotions of users as he or she applies and adopts the structures. Attitude is considered to be the vehicle that reflects the stability of the appropriation process (Gopal, Bostrom, & Chin, 1992). Faithfulness captures the intentions for the

24

system as perceived by its users. It is important as the authors compare and align these intentions for the system as perceived by its users against those goals and values as posited by its developers(Chin, Gopal, & Salisbury, 1997). Instrumental uses capture the extent of one uses the system. It is important to understand the different purposes in which the users employ the systems for in an attempt to identify any deviant or defiant use. Stakeholders may choose to appropriate the features for different instrumental uses, or purposes such as tasks or exploratory (DeSanctis and Poole, 1994). Consensus captures the extent of innovation technology accomodates the needs and demands of all employee cohorts (ibid, n.d).

AST would be used as one of theories besides Difussion of Innovation and Change Management on this research. It is focused on the human reaction to the technology adjustment in the organization, especially in Kompas newsroom. How do newsrooms staff, include journalists, find their ways in adaptation with the new system?

2.2.

Conceptual Framework
Figure 2.2. Conceptual Framework (Boundaries Convergence Level)

Source: Primary Data, 2011

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The conceptual framework or namely as Boundaries Convergence Level in Figure 2.2., explained three theories framework that would be applied to seek the relation between the implementation of innovation in the organization (read: newsroom). The newsroom is surrounded by three conceptual theories, which build the convergence innovation in the newsroom.

The first boundary is Difussion of Innovation. According Rogers note about five steps innovation progress in media organizations, which are Agenda setting, matching, redefining & restructuring, clarifying, and routinizing. Agenda setting is the first step when the media organizations recognized the emergence of technology. It was influenced from the outside organization, the social-cultural of audiences, the globalization, technology and environment. In this phase, media organization consider to use the new innovation, and havent implemented the innovation yet.

The second step is Matching. In this phase, the media organization develops the online divisions with staff and resources within the organization or as separate business units (Lawson-Borders, 2006,p.48). Kompas has reached this step since 1998, by establishing news online business, Kompas.com which become one of the powerful news brand in online,

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ranked as the 14th of the most visited sites in Indonesia (Alexa.com, July 2011).

When the innovation adjusted and meet the needs of media organization, and the media organization take the action that change the structure inside, includes the resources, the media is doing the redefining and restructuring phase. In this phase, the organization restructure the management style, such as cutting the staff, combined resources, and other ways, to find which ways that suitable to implement the innovation. If Kompas restructure or change the management style, it means it try to find the innovation which suitable for the organization.

Kompas enters the Clarify phase, when the use of innovation becomes widespread and the importance is clearer to all members of organization. This phase is also begins to enter the outermost layer of Adaptative Structuration Theory.

To reach a fully convergence, the structure of organization need to be re-organized, which converge the newsroom and the work flow of the business unit. However, to change the newsroom and its inside, should concern on the attitude and mindset of journalists, editors, and other staff in the new system adaptation. When all the system, management, and resources are collaborate in a good path, then the media will become fully

27

convergence. However, toward the convergence is a continuing process, and need strong commitment from every level.

2.3.

Operational Framework

This research provides the framework and description of theories which assist the readers to seek the steps would be implemented for doing the research of Kompas newsroom.

Theory Implementation Diffusion of Innovations a. Agenda Setting

Table 2.2. Operational Framework Characteristic a. The organization recognized with the emerge of technology.

Indicator

Kompas recognize the emerge of technology and the changes of public interests. Kompas has its own web site or online news as alternative news sharing in new media.

b. Matching

b. The media organization develop online divisions as the response of agenda set by public and technology. c. The technology is adjusted to meet the organizations needs.

c. Redefining& Restructuring

d. Clarifying

d. The significance and functions have been understood in organization and staff. -

Kompas restructures its organization, include the newsrooms. -Cutting staff for eficiency. -Doing business change, such as economic model change, merge, or affiliation. Journalists and newsrooms staff understand the media convergence functions. Training for journalists to be multitasking roles. The change of structure and new role become a routinity in Kompas newsroom.

e. Routinizing

e. The innovation has been a routinity of the organization.

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a. Business Process Change: implementing the agreedupon changes across a range of disciplines. -

Does Kompas and its under news platforms have some agreements to do some changes in the business process? Has Kompas implemented the business change in its organization or news divisions? Is there any internal communication between the organization to staff and management about the changes? Does individual or staff recognize the change among them? Any training for journalists or users to prepare the change?

Change Management

b. Communication process change: intiative to communicate for stakeholder management and all levels within the organizations, include external communications. c. Training & user support: initative in planning and training for needs/ skills gap analysis for preparing the change. Structuration -

Adaptative Structuration Theory

Appropriation, includes: - Attitude - Faithfullnes - Instrumental uses - Consensus

What the advantages of new system that works with the newsrooms? What do users (journalist and editors) feel when they adopt new structure in newsroom? How does the intention to the new innovation that perceived by users? How far the users use the system for their purpose? How far the system could accomodate the needs of users?

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2.4.

The Convergence Continuum Model

The Convergence Continuum Model is a conceptual framework which is developed by some communication scholars, Larry Dailey, Lori Demo, and Mary Spillman from Ball State University in 2003. The framework is made to assists researchers in measuring the parameter of convergence level in the newsroom organizations. It consists five levels convergence 5Cs cross promotion, cloning, coopetition, content sharing, and full convergence.

Five circles on the continuum illustrate that each position is characterized by a range of behaviors that can overlap as the degree of interaction and cooperation activities increases. The arrows shows that a partners place is not fixed, it can be moved forth or back depends with the nature of news and commitment to convergence by workers and managers. Fo r exam p le, p ar t n er s m ig h t d em o n st r at e a g r eat er d eg r ee o f in t er act io n an d co o p er at io n o n a sp ecial p r o ject su ch as elect io n co ver ag e b u t exh ib it lesser d eg r ees o f in t er act io n an d co o p er at io n d u r in g t h e aver ag e n ew s d ay. (Dailey, Demo, & Spillman, 2003, p.4).

At the left end of the continuum is the cross-promotion level, which the least amount of interaction and coopetation between members in the different news organizations. Commonly, the media organization promotes the content of their partners through text, visual, or audio elements. For instance, a

30

television news anchor might direct viewers to newspapers or web site to know more information about the story.

The right side of cross-promotion level is clonning. It occurs when one partner republishes the other partners product with little editing. For example, the news announcer read some articles from the newspapers and add some information relates to the story. At this level, the information or news is not gathered together, and no-shared plans among news outlets.

The third continuum model is coopetition, which news outlets both cooperate and compete. The news platforms promote and share their stories about their working on. They might work together on the informationgathering. However, in the same time, their level of distrust is quiet high, which limits their interaction and collaboration. The print journalist might appear as a comentator or expert in the television for same projects, however both of them might keep their special information, which might be exclusive for their products (Dailey, Demo, & Spillman, 2003, p.5).

The right side of coopetition, content-sharing, when media platforms regularly (but not always) share information between them, and the content will publish after its repackaged by the organizations staff members. They might share news budgets or attend to others planning session. (Dailey, Demo, & Spillman, 2003, p.5). At this level, the collaboration has been seen

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by each other platforms, especially on doing special projects, but the news is still produced by their ownselves.

The last or the right level of the continuum is full convergence in which the partners collaborate in gathering and disseminating the news. Their common goal is to use the strenghts of different media to tell the story in the most effective way (Dailey, Demo, & Spillman, 2003, p.5). Hybrid teams of journalists form from media platforms, the team works together to plan, report, and produce news. They also decide in what way the content is effective for print, television, online, and digital. After the team gathered and produced the news, they dsperse as the projects finished.

Figure 2.3. Convergence Continuum Model

Source: Dailey, Demo, & Spillman, 2003

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2.5.

Definition of Term

2.5.1. Media Convergence

The

definition

of

convergence

does

not

have

any

clear

standardization, which generate more buzz between academic scholars and media industries. The term of convergence is basically from two Latin words, con- (means: together) and vergere (means : to incline). Convergere means to incline together. (Con-verge, n.d.)

Kung, et al., in their paper The Impact of digital revolutions in media industries, noted that convergence is a ubiquitous but loosely defined term commonly understood to denote the blurring of boundaries between the media, telecoms and information technology sectors.

The European Union (cited by Appelgren, 2004, p. 239) in 1997 suggested two possible uses for convergence concept, the first one being the possibility for many types of networks to distribute principally similar services and the second being the merging together of different electronic appliances such as telephones, television sets and computers.
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Appelgren (2004) also cited the statement from Golding and Murdock about the phenomenon of convergence, in the following. For the first time, all forms of communication - text, statistical data, images both moving and fixed, music and speech, can now be encoded, stored and forwarded with the same fundamental digital vector of zeros and ones, the language of the computers. The result is that the boundaries for what up until today have been separate areas of communications are now dissolving. We are now entering the era of convergence. The potential is impressive and new combinations are becoming possible.

From journalism perspective, according to the Missouri Group (Lawson-Borders, 2006, p.3) convergence - is the practice of sharing and cross-promoting content from a variety of media, some interactive, through newsroom collaborations and partnerships.

Another definition which focused on multimedia applications, by Wirtz (cited in Lawson-Borders,2006, p.3) was

Convergence can be defined as the dynamic approach or partial integration of different communication and information-based market applications. A further aspect of convergence is that it brings out integrated multimedia products and services that render possible the satisfaction of additional and multiple consumer preferences.

A.Nachison of the American Press Institutes Media Center (cited in Lawson-Border, 2002, p.3) defined convergence as the strategic,

34

operational, product, and cultural union of print, audio, video and interactive digital information services and organizations.

In the cultural perspective, Henry Jenkins, an American scholar from Media studies, noted if convergence is not just a technological process, but takes place within the brains of individual consumers and through their social interactions with others.

Kung, et al. (1999), in their paper The Impact of digital revolutions in media industries, noted that convergence is a ubiquitous but loosely defined term commonly understood to denote the blurring of boundaries between the media, telecoms and information technology sectors. [Hence], media convergence is an ongoing process, occurring at various intersections of media technologies, industries, content and audiences; its not an end state (Jenkins, 2003-2004).

To avoid the confussion in leading media convergence, Jenkins (2001) described convergence into five processes, namely:

1. Technological convergence when words, images and sounds are transformed into digital information, we expand the potential relationships between them and enable them to flow across platforms. 2. Economic convergence the horizontal integration of the

entertainment industry, which the result has been the restructuring of

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cultural production around synergies, and thus the transmedia exploitation of branded properties, such as Star Wars, Pokemon, Harry Potter. For example: AOL Time Warner which controls interests in film, television, books, games, the Web, music, real estate and countless other sectors. 3. Social or organic convergence - Consumers multitasking strategies for navigating the new information environment. Organic convergence is what occurs when a high schooler is watching baseball on a bigscreen television, listening to techno on the stereo,wordprocessing a paper and writing e-mail to his friends. 4. Cultural convergence - The explosion of new forms of creativity at the intersections of various media technologies, industries and consumers. Media convergence fosters a new participatory folk culture by giving average people the tools to archive, annotate, appropriate and recirculate content. It foster consumer loyalty and generate lowcost content. Media convergence also encourages transmedia storytelling the development of content across multiple channels. 5. Global Convergence - The cultural hybridity that results from the international circulation of media content. In music, the world-music movement produces some of the most interesting contemporary sounds, and in cinema, the global circulation of Asian popular cinema profoundly shapes Hollywood entertainment. These new forms reflect the experience of being a citizen of theglobal village.

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2.5.2. Newsroom

While the newsroom is at the centre of the newspapers knowledge capabilities, the newspaper is also a manufacturing company which produces and distributes a new product every day. Vince Giuliano, chief executive officer of SimVenture (Quinn, Steven, 2002, p. 19).

Newsroom is often likened as the heart of news industry, which is the wheel center of news circulation and work flow of editorial and journalists. Quinn (2002) noted, newsroom is such as the engine-room of the information-driven organization. Newroom is a part of media industry, where journalists, editors, producers, and other news staff together in gatheringselecting- producing, and supporting information and news to be published on newspaper, television broadcast, or radio.

Some understanding of the media convergence that media industries not only distribute news and cross several news platforms, but its newsroom structure also changed.

37

To deal with changes, Quinn concluded from several media practitioners, and found three categories related with changes in the newsroom, like in this following: 1. Attitudinal change in mindset and perception of people of their role. 2. Physical the new structure of newsroom. 3. Technical links with attitudinal, about the ways of people in adjust the technology.

2.5.3. Components of Newsroom

Pit Gottschalk, a former editor- in- chief of the German newspaper Sport-Bild, and also responsible for conglomerate projects of the newspaper arm at Axel Springer, analyzed specifically four aspects in an organization: culture, tasks, people and systems. To evaluate it, a questionnaire is used with cover topics,such as journalist practice, newsroom management, working organization, and convergence (Schantin, October 6, 2010). 1. Culture involves the culture of the newsroom of media integration, such as the whole behaviour pattern, the thought pattern, the belief system, shared values, the informal culture . 2. Tasks involves the roles, responsibilities in the newsroom. However, in each type of newsroom, the tasks are different. For instance, in the newsroom 1.0, a journalist is responsible in writing

38

the article for newspaper, but in the newsroom 3.0, the role is more complex. The journalist would make the story across different platforms and write in different versions. 3. People examines the area of skills, knowledges and abilities of resources (journalists). Are they capable of thinking across media? 4. Structure and systems the systems involves the management systems, such as the processes and organizational structures. Moreover, how about the leadership and the management sytems? For instance, are there incentive systems when they become a multi-tasking journalist?
Figure 2.4. Pit Gottschalks Components of Organizational Allignment Based on Pit Gottschalk Source: WAN-IFRA NEWSPLEX Presentation, 2010

Source: Schantin, WAN- IFRA, 2010

2.5.4. Types of Newsroom Pit Gottschalk also measured the development of convergence and integration in the level editorial. He found three types of newsrooms, that also could be used for the measurement in every newsroom.
Figure 2.5. Pit Gottschalks Types of Newsroom

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Source: Schantin, WAN-IFRA, 2010

1. Newsroom 1.0 The newsroom structure is not changed, each newsroom in every media platform running on their own tasks. There has been no collaboration between platforms. The editorial performance still work with the main task, for example, a print journalist writes only for newspapers.
Figure 2.6. Newsroom 1.0.

Source: Schantin, WAN-IFRA, 2010

2. Newsroom 2.0 The collaboration occurs in the newsroom. It is seen from the workflow on each section, not only making for one media platform, but contributing for all platforms. The content, then is selected and

40
Figure 2.7. Newsroom 2.0

decided by editors from each platforms. In this newsroom, the structure is slowly changing.

3. Newsroom 3.0 Source: Schantin, WAN-IFRA, 2010 A full collaboration, both in term of content, resources, and the layout of the newsroom. Journalists become multitask resources. Each section is not only responsible for gathering content, but also selecting and taking decision to display the content for each media platform.
Figure 2.8. Newsroom 3.0.

Source: Schantin, WAN-IFRA, 2010

The article written by Jason Fry (ex- reporter, columnist, and editor in The Wall Street Journal Online) might give some pictures of the changing of newsroom.Technologically speaking, many newsrooms are still a Rube Goldberg machine of awkward handoffs between different systems, code

41

thrown over walls of incompatibility (often with messy landings) and people forced to be human bridges across technological gaps (Fry, 2009).

2.5.5. Smart Newsroom

The convergence in the newsroom not only brings together the editors, journalists, contents from multi-platforms in one single newsroom. It also creates a smart newsroom.

In his book, Stephen Quinn defines three meaning. First, knowledge management processes can improve the newsgathering process through smarter use of information. In another sense, smart means that media organizations need to recruit, train, and retain better educated staff (Quinn, 2005, p.153). In the knowledge age, journalists need to be smart to use story telling methods to accomodate the complex audiences. In other way, the journalist need to learn multi-media skills therefore their curicullum vitae are good to apply the job.

42

The role of journalists is very important for the information process. Information is raw material before it processed become news for audiences. David Shenk (1997), The major challenges for journalists was their willingness to share information,to manage thoughtfully, and to transform it into knowledge, (Quinn, 2005, p.155).

Knowledge is sit at the top of pyramid of data, information, and knowledge, which is valuable and the product of education, training, and experience. (2005, p. 155). Knowledge is not simple, it needs to be manage carefully. Different from information, knowledge is hard to be undersand, because to understand need the logical terms.

2.5.6. Knowledge Management

Creating a smart newsroom relates on the knowledge management based on the newsroom. According to Karl-Erik Sveiby, who runs the

consultant company, Sveiby Knowledge Management in Australia described, knowledge management as the art of creating value by leveraging an organizations intagible assets (Quinn, 2005, p.156).

Knowledge management was vital for implementing the kind of newsroom needed for doing multi-platform journalism, Kerry Northrup said in 1999, as the executive director of Ifras Center for Advanced News

43

Operations in the seminar the Battle of newsrooms mindset. According to him, knowledge management could be an investment for newsroom. (Quinn, 2005, p.158).

Guiliano said, knowledge based newsroom would create a long term investment possiblities for news organizations, but changed of mindset in journalists is needed (Quinn, 2005, p. 158).

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CHAPTER III RESEARCH DESIGN & METHOD

In order to reach the objective of this research, the researcher designed a work plan which will explain more details in this chapter. This chapter consists of research design and method, data generation procedure, data generation instrument, resource persons, data generation schedule and data analysis procedure.

3.1

Research Design and Method

The methodology used in this study is qualitative research methodology, which mainly relies on the analysis of words that reflect everyday experience. Qualitative research is a methodology that concerns more about issues of the richness, texture, and feeling of raw data because the inductive approach emphasizes developing insights and generalization out of the data collected (Neuman, 2006).

Denvin and Lincoln offered another definition qualitative research if the research has relations with naturalistic approach surround the researchers.

44

Qualitative research is a situated activity that locates the observer in the world. It consists of a set of interpretive, material practices that makes the world visible. These practices..turn the world into a series of representations including fieldnotes, interviews, conversations, photographs, recordings and memos to the self. At this level, qualitative research involves an interpretive, naturalistic approach to the world. This means that qualitative researchers study things in their natural settings, attempting to make sense of, or to interpret, phenomena in terms of the meanings people bring to them. (cited in Ritchie&Lewis,2003, p.2-3)

Ritchie, Lewis and others view that qualitative research as the empirical investigation and creative discovery, a mix of science and art. (Ritchie & Lewis, 2003). Doing the qualitative research is aimed to understand the meaning of social actions in the peoples live. Max Weber (1864-1920) proposed two types of understanding: direct observational understanding, and explanatory or motivational understanding (Ritchie & Lewis, 2003,p.7).

According to Neuman (2006), because qualitative research is conducted in inductive approach, most qualitative researchers discuss cases in their social context and develop grounded theories that emphasizes tracing the processes and sequences of events in specific settings. Thus, they explain how people attach meaning to events and learn to see events and learn to see events from multiple perspectives.

The researcher use the qualitative method is that the data obtained for method is that the data obtained for materials of research is in the form of

45

written words from the results of interview with key informant and informant and also its ability to able the researcher to be closely involved with research participants. According to Daymon and Holloway (2002) this will help research to better understand social processes, the motivations of human beings, and the contexts in which they are situated.

There are some classifications about the functions of qualitative research, such as (a) contextual, (b) explanatory, (c) evaluative, and (d) generative. Researcher will use the contextual, which the functions have been called as descriptive or explotary by other authors. Contextual or in another word, descriptive, is concerned with identifying what exists in social world and the way its manifest itself (Ritchie & Lewis, 2003, p.27). Descriptive case explorations require that the investigator present a descriptive theory, which establishes the overall framework for the investigator to follow throughout the study (Berg,2001,p.230).

The purpose of the research is to describe participants understanding and interpretations of social phenomena, which in this case is adjustment of media convergence in the Kompas newsroom.

46

3.2

Data Generation Procedure

The researcher use a triangulation method, which consist of document review, in depth-interview, observation as the information source. Triangulation is used to validate, integrate, and strenghten data and information, to provide more picture. Among Denzin (1994) (cited in Ritchie & Lewis, 2003, p. 43) It has been widely adopted and developed as a concept by qualitative researchers as a means of investigating the 'convergence' of both the data and the conclusions derived from them (Ritchie & Lewis, 2003, p.43). In order to get a depth understanding about this method, each method will be explained below.

3.2.1 Document Review

Document consists of words and images that have been recorded without the intervention of the researcher. They are in written, printed, sound, visual and digital forms. According to Hodder (2000), documentary sources is important in qualitative research because, on the whole, access to them is low cost and often easy, the information provided in them may differ from or may not be available in spoken form, and because documents endure over time, therefore providing historical insights.

47

The researcher will collect data from the literature review, books, journals and articles, or online presentations about media and newsroom convergence in some newsroom media organizations. Besides it, the researcher will gather information about company profile and strategy from web site and the informant who work in Kompas. The primary and secondary data obtained were analyzed to generate conclusion.

3.2.2. In-Depth Interview

Indepth interview or unstructured interview is one of methods used in qualitative research. McCracken (1988) noted, in-depth or long interviews have been called one of the most powerful method in qualitative research because they allow investigators to step into the mind of another person, to see and experience the world as they do themselves (Garrison & Dupagne, 2003, p.17).

Due to the unstructured form, in-depth interview creates a more interactive interview between participants, the purpose to achieve an explanatory details of the issue, as the function of the qualitative research, decriptive.

In-depth interview would be stress in some questions and is aimed for participants, with the newsroom staff, such as editors, journalists, and managing

48

editors Each interview averaged 45 minutes and audiotaped with the permissions of interviewee. Some main questions would be asked such as: In what way Kompas Gramedia would implement the media convergence in the newsroom and structure? How Kompas Gramedia accomodate the implementation of media convergence to the journalists (editorial staff) and newsroom? How Kompas Gramedia accomodate the changing of newsroom in purpose the media convergence? What are the perspectives from journalists and other staff about the media & newsroom convergence?

3.2.3. Observation

Adler and Adler (1994) suggest observervation as the fundamental base of all research methods (Daymon & Holloway,2003). Participant-observation is immersing yourself in the study of people you are not too different from. It is almost always done covertly, with the researcher never revealing their true purpose or identity. Gold (1958) proposed four master roles for the researcher, 1. Complete participation the researcher participants in deviant or illegal activities and goes on to actively influence the direction of the group.

49

2. Participant as observer the researcher participates in deviant or illegal activities but does not try to influence the direction of the group. 3. Observer as participant the researcher participates in one time deviant or illegal activity but then takes a back seat to any further activities. 4. Complete observation the researcher is a number of the group but does not participate in any deviant or illegal activities.

Observation of human action provides researcher with data about consumer behaviors and social processes as they are enacted within the realms of the social reality of participants (Daymon & Holloway, 2002, p.203). The strength of observations is that it can be less disruptive and more unobtrusive then other methods. Therefore you are less likely to influence the data you are collecting.

As the observer, the researcher will participate in one time with other newsroom staff. Researcher will do an observation in Kompas, especially in the newsroom of Kompas.com, Kompas Newspaper, and Kompas TV. These data help researcher to have a depth analysis. After all the data gathered, the researcher will sort and make the analysis. Based on the analysis the researcher could deliberate the conclusion and suggestion that could be useful as an input for the company and readers.

50

3.3

Data Generation Schedule

This research will conduct for two months from May 2011 to June 2011 due to the administration requirements that should be followed.

3.4

Data Analysis Procedure

The kind of analysis data which will be used in this research is descriptive. It describes and explains the situations or the occurrence as it is. Data analysis which done in the field by conducting interview with the key informant and the information obtained is analyzed qualitatively. The steps of data analysis are:

3.4.1 Transcribes

As the researcher mentioned above, the interviews will be taped recorded. After the interviews have been conducted, the researcher will transcribe itself because this allows the researcher to immerse in the data to the issues of importance.

51

3.4.2. Read the Transcribes

After make the transcript, the researcher will read it at least three times to get a depth understanding about the information taken. The researcher also will make a minimum of three copies of transcript so that the researcher can pinpoint specific data when searching for them. Besides, researcher will also read a literature review and some journals that related with the research.

3.4.3. Categorization

When you find themes and patterns in a data, a researcher can classify in two ways. First, according to the definitions used by the participants themselves, or according to terms created by the researcher to reflect categories for which participants do not have labels or themes.

The research uses these following methods of data analysis procedures: 1. Collecting information from the field Triangulation Methods ( Document review, In Depth Interview, and Observation) 2. Transcript the information 3. Sorting the information into categories 4. Review the theory with the finding 5. Analysis the finding. 52

CHAPTER V CONCLUSIONS AND RECOMMENDATIONS

5.1. Conclusions

Kompas, the biggest Indonesian mass media is going to prepare the strategy as an effort to face the changes of media environment, such communication technology, the audiences consumption culture, and the new appearance of audiences, by socializing Three M (3M) concept, or namely as Multimedia-Multichannel-Multiplatform. In other words, Kompas use the convergence strategy in the 3M concept.

The common goal of the 3M strategy is to maintain Kompas brand as news company to every generation of audiences, especially engage with youth, by its presence on every multi-platforms and different channels.

Different than the old structure of newsroom (newsroom 1.0), the newsroom convergence has fully integrated and collaborated with the technology, professionals, management, and news contents. In the research on Kompas, the newsroom is not fully convergence, but already seen the characteristics of collaboration and integration

98

between media platforms, namely as the newsroom 2.0 (cross-media platforms).

In the internal Kompas newsroom, the collaboration is created when editors and journalists among print, multimedia, and TV together in a meeting, to brainstorm, plan, and decide on news content, which are suitable and effective on all media platforms.

In addition, a multimedia desk formed, to accomodate the provision of content in mobile and multimedia platforms. It consists of print journalists and editors, who responsible for organizing the content for multimedia, in exception to print. This multimedia desk is expected a pioneer or agent of changes in the Kompas newsroom.

Professionals, especially print journalists in Kompas have already multitasked works. They have to contribute on news online, besides doing their routinity in writing stories on newspapers. Some of them, even, able to make news stories from the video camera, after they received video training for making news.

The hardest to be changed is the paradigm and journalists attitudes, especially print journalists. It is difficult to change the habit in the newsrooms that formed since 46 years ago. Resistant, even occured at

99

the beginning, but they slowly adapt the new policy, as a 20% assessment of Key Performance Indicator.

Kompas would be successfully achieved a fully convergence, if the organization had an integrated newsroom convergence, which consists the collaborative members from all or some media platforms that work together in producing news, supported with technological convergence.

Therefore, Kompas management need to develop efforts continously, to realize the vision. Besides planning the future newsroom, training the journalists, Kompas also expecting the agents of changes appear in the internal and influence others to plan for the future newsroom.

5.2. Suggestions

Doing this research is not only to get an analysis and conclusions of the research object. However, the researcher is expected to give a contribution, either in the form of academic paper or some ideas that can benefit many parties, both the industry itself as well as contributions to the academic. From my point of view, the convergence which working on Kompas is a good move that could lead to a positive development among the business

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media industries. Moreover, it is significant for academics to do lot of researchs on the convergence in Indonesia.

5.2.1. Academic Suggestions

Although media and newsroom convergence is not a new topic in the international researchs, it is still an interesting and significant topic for our researchers, that could be explored and developed from many point of views and gained deeper. Especially, the full media convergence have not been implemented yet by any media in Indonesia. The opportunity to figure and assists the solution for other researchers are opened widely.

For schools, colleges, or universities, which have a communication and journalism department, should consider for a curicullum to learn about media convergence, and teach scholars as multi-tasked journalists, such writing for newspapers, online, radio and television broadcasting.

5.2.2. Practical Suggestions

After analyzed and observed the Kompas newsroom in several months, and interviewed some management and members who work in

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Kompas, the researcher see great potential contained in Kompas newsroom, which can be much better developed. Below are the suggestions which could be considered Kompas in planning to be fully convergence.

Kompas need to compare some newsrooms convergence in some media organizations, that successfully develop and restructure the newsroom. Perhaps, some of them are suitable to be implemented in Kompas newsroom.

Learn and analyze carefully the condition of media environment in Indonesia, such as How big the impact of technology savvy to local people?, In which area?, etc. Implementing the new innovation should consider the geography and the cultures of audiences. The geography in Indonesia consists many regionals and islands, which some of them are difficult to access the information through the internet or physical channels.

For professionals, they should have strong motivation and high commitment in changing the mindset and paradigm to see the future of media. They need to prepare themselves as multi-tasked, so that they would survive if somehow the organizations cut-off the part of resources.

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Kompas have to consider on restructuring the next job descriptions of editors for each media platforms. Moreover, it need to restructure the newsroom become a convergence model.

For media practitioners and industries, this research can be a reference for planning a new business strategy in answering the challenges of the global media lanscapes. Although they are not pioneers, this study could be a good learning by undestanding the constraints and efforts that is been done toward the convergence.

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CHAPTER IV RESEARCH ANALYSIS

4.1. Company Profile

4.1.1. History of Kompas

Media in Indonesia were quite fast in response the changing of cultures and technology, which influence the industry. One of them is Kompas Gramedia Group which significantly response in changing and advanced technology. The biggest media group, originally appeared as a monthly magazine called Intisari in August 1963, with founders Petrus Canisius (PK) Ojong and Jakob Oetama (JO). Intisari had reached a circulation of 11,000 copies.

However, PT Kinta as the company that published of Intisari was no longer survived and fallen on bankruptcy. In 1964, President Soekarno urged the Catholic Party to make a daily newspaper. From this command, then, a number of prominent Catholics, including Frans Seda (as he was a Minister of Plantation), PK Ojong, Jakob Oetama, Policarpus Swantoro, R. Soekarsono, R.G Doeriat met in several times, with the Supreme Council of the Indonesian Bishops (MAWI) and some Catholic elements agreed to set up Bentara Rakyat Foundation.

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From the name of this Foundation, they proposed to use the name "Bentara Rakyat" as the newspaper that able to offset the Communist Party's Harian Rakyat (People's Daily). Permission was already out of the President, but the Foundation had to secure a permission from the Jakarta Military Commander, who was held by Lieutenant Colonel Dachja. Condition, is the foundation they have to get 5000 signatures citizens as customers. Then, Frans Seda instructed some reporters to collect signatures to fulfill the requirement.

When Bentara Rakyat daily was ready published, the President proposed Kompas as the name of newspaper, which means the pointer and directions. Finally, for the first time Kompas newspaper published on 28 June 1965 as a weekly newspaper, with only 8 pages. The first time its published, the circulation was around 4,800 copies. In two years, the growth increased and reached 30,650 copies in national.

In 1970, Kompas Gramedia (KG) group began to expand its business by establishing Gramedia Bookstore. Despite the Kompas newspaper has a large circulation, reaching 500,000 copies per day, the Group continues to strengthen its market share, both in the media industry, hospitality, printing and services. Meanwhile, Kompas as the brand was already strong attached to the community as a newspaper.

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4.1.2. Kompas Goes Digital

As the widespread use of internet networks in Indonesia, Kompas began to launced a website http://www.kompas.com, or kompas online in 1998, which is an online version of Kompas newspaper on the internet. In the mid of the year, Kompas online turned into Kompas.com under the auspices of the Kompas Cyber Media, with a different concept and format of the print version.

Regarding the media business, the group was successful enough to bring the media platforms among public. The media corporation has hold at least more than ten brands of newspapers and magazines around Indonesia. In 2000, it began to expand the broadcast business, by building TV7, with the style and content following Jakob Oetama interest, quite similar with the content of Kompas. However, TV7 existence not as good as Kompas and others. In 2006, ownership of its shares taken over by Trans Corp., and turned into Trans7.

However, Kompas.com persisted and now ranked 14 as the Indonesian site with the most viewers (based on Alexa.com, July 2011). It contained more diverse than the print, includes nine channels, such as Kompas Female, Kompas Bola, Kompas Health, Kompas Tekno, Kompas Entertainment, Kompas Otomotif, Kompas Properti, Kompas Image, and

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Kompas Karier. As the largest mega-portal in Indonesia, Kompas.com by its own, has reached 120 million for total page view in a month.

Kompas.com decreases audiences passivity by engaging citizens and professional journalists in Kompasiana, a citizen media for express and share anyone ideas. Kompasiana seems to be one efective way on Kompas.com, to engage in social media emerging in this time. Within two years, Kompasiana able to achieve several awards, include national and international levels, such as Best Channel Citizen Journalism Blog of Pesta Blogger 2010, Marketeers Netizen of Marketers Magazine, and Silver awards (ranked second) Best Digital Content User Based Content category (Best in Digital Content Award- User Generated Content) (Kompas.com, Nov 2010).

The failure hit TV7, did not stop Kompas Gramedia Group to reengage in television broadcasting. In October 2009, Kompas Gramedia TV was born, which was on internet based, and incorporated on the Kompas.com site, or namely as vod.kompas.com. During the journey, Kompas Gramedia TV enters the network of local or regional televisions and aired on July 2011. It is claimed as a vehicle of the company to drive the television business industry, and become the part of Kompas 3M (Multi media, Multi channel, Multi platform) (KompasGramedia,n.d.).

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4.2. Convergence Implementation Among Indonesian Media

Having an online news site is a good move for conventional media to survive and adapt to technological change and the information consumption to audiences. Most of large media in Indonesia have have their own website as an alternative way to engage public on the internet.

However, if having a web is an alternative way to survive, then media industries still have to compete with each other, especially with some online news sites that have already existed, such as detik.com, or greater number of bloggers who capable as citizen journalists. The rise of internet users in Indonesia and the unlimited range increasingly tightened the competition of conventional media.

Transforming to digital also means the industry need to provide more resources, spaces, new technologies, and a business strategy to attract the audiences and stakeholders. For the instance, to get same news, sometimes news company Kompas should deliver the journalist of Kompas newspaper and Kompas.com also delivers its own journalist, which it shoul be done with one person.

Some media practitioners and scholars realize that they need to integrate with the technology and the market, so as not to fall behind in the

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competition. Media convergence is blooming and becoming the trend among media practitioners around the world. Although, the convergence is not a new buzz word in media studies, but the default definition and technical is blurred. Moreover, not all media in Indonesia understand the implementation of the convergence itself.

Media researchers often describe convergence as a melting together of information systems, telecommunications and media technologies, (John Erdal, 2007, p. 52). According to the Missouri Group (Lawson-Borders, 2006, p.3) convergence - is the practice of sharing and cross-promoting content from a variety of media, some interactive, through newsroom collaborations and partnerships.

Meanwhile, media convergence according Henry Jenkins (Jenkins, 2001), is an ongoing process, occuring at various intersections of media technologies, industries, content and audiences; its not an end state. There will never be one black box controlling all media. Jenkins (Jenkins, 2001) mentions, there are five processes that describes the process of media convergence, as the following: 1. Technological convergence when all the media content are digitized. The content might be words, images, sounds, which are transformed into digital information. Therefore we expand the potential relationships and enable them to flow across platforms.

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2. Economic convergence - the horizontal integration of the entertainment industry, which the result has been the restructuring of cultural production around synergies, and thus the transmedia exploitation of branded properties. 3. Social or organic convergence -Consumers multitasking strategies for navigating the new information environment. 4. Cultural convergence - The explosion of new forms of creativity at the intersections of various media technologies, industries and consumers. Media convergence fosters a new participatory folk culture by giving average people the tools to archive, annotate, appropriate and recirculate content. It foster consumer loyalty and generate low-cost content. 5. Global convergence - The cultural hybridity that results from the international circulation of media content.

From the five processes above, I analyze that there is one process of convergence that commonly have implemented in Indonesian media. Those, such as Kompas Gramedia Group, MNC Group, Detik.com, Viva news Group, Tempo Media Group has transformed their contents into digital bytes.

Although the concept of convergence have not been implemented fully, some media platforms have reached the level where the collaboration and integration between members from other platforms are formed. Based on

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the Convergence Continuum Model, which created by Dailey, Demo, & Spillman (2003), our media platforms has implemented the collaboration level, such as cross-promotion, cloning, and coopetition level (Read Chapter II, page 29). Those levels were some basic ways for the media platforms to be integrated in the full convergence.

At the cross-promotion level, the media platform places the logo on the news stories, which published on other media platforms. At the newspapers, for instance, in some articles, we might see the logo of news media platforms, which direct the audiences to see the related story.

Cloning level, when the media platform displays the partners product, without edit the story, such as, the content of news online or social media is published on the news television. The next step is Coopetition Level, where both of platforms cooperate, but in some time, they compete each other. For instance, the senior print journalist appear on the television as a commentator, however both parties have their own interests, such an exclusive news, that wont be shared with each of them.

Observing the level of convergence among Indonesian media, I also see some media organizations which have planned and prepared the strategy to be a full convergence. They are Kompas Gramedia Group (the news businesses) and Tempo Media Group. Later, my research is

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concerning on Kompas convergence model. I will describe the convergence process in Kompas, from the technical until the newsroom and the journalists work flow. However, I also give a short brief about Tempo Media Group planning, as a comparison. (read at the Appendix).

4.2.1. Technological Convergence

The most obvious thing in proofing the technological convergence is the transfomation of content in each media platforms owned by Kompas Gramedia Group. Today, Kompas does not only appear with text, but transform to digital and multimedia, such as news online (Kompas.com), video (Kompas TV), pictures, graphic, and other multimedia platforms. Kompas rely on the richness of content as one of media advantages.

Moreover, Kompas achieved some international awards, which one of them is Best in Digital Content-Cross Media Coverage from WAN-IFRA in 2010, on the coverage Jelajah Musi which was published on three plaforms, such as Kompas daily (newspapers), Kompas.com (online), and KompasTV (video). The diversity of contents and multiplatforms show that Kompas has applied the technology convergence to the business. Furthermore, Kompas is preparing to be a media convergence, which is explained details in the following sub-bab, from the strategy to the future plan.

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4.2.2. Media Convergence

A media organization is said as a media convergence, when all parts of media organization, such as newsrooms, professionals (journalists, editors, staff), products, technology, and the environment in the media combined and integrated as a collaborative structure.

The phenomenon might be analyzed from four perspectives: technological, management, communicative and professional, which are intertwined in a media environment in continuous evolution (Garca Avils, et all, 2004, p.4).

Hence, to understand the convergence implementation in Kompas, I will discuss three main parts in Kompas as news organization, from the strategy, the condition and structure of the newsroom, the workflow of journalists in adapting the convergence concept. Hereby, the strategy and the reason behind the plan to be a media convergence.

4.3. Introducing Three M Toward The Media Convergence

In

2007,

Kompas

introduced

3M

(MultimediaMultichannel-

Multiplatform) concept as a strategy in facing the change of the media trend today, with the following explanation.

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Figure 4.1. Kompas 3M Logo

Source: Taslim, 2011

4.3.1. Multimedia

Reading Kompas is not just reading text in the newspapers. Thanks to the technology today, that we find it with many formats, from graphics, photographs, animation (by using Augmented Reality), video and audio from Kompas TV, etc. The content is same, but it came with different variation formats, which enrich the content of Kompas.

4.3.2. Multichannel

Since entering digital life, audiences find Kompas through the wire, 3G wave, or sattelites. Yesterday, we just got Kompas from a handyman paperboy or stores. Now, we dont have to wait to get the information.

4.3.3. Multiplatform

Today, people consume news and information in various ways. In the morning before were going to work, we read the newspapers. During the trip,

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we can open Blackberry. At the office, we may open the laptop or computer, reading news online. To meet the needs of various audiences, Kompas should transform itself into many platforms. According to Business General Manager Edi Taslim, Kompas has become the most complete multiplatforms news media in Indonesia.

Picture 4.1.

Kompas in multiplatforms, and has won a silver award winner as Asian Digital Media Award 2010 from WAN-IFRA

The concept of 3M was arised from a thought that the future, we need to think effectively with limited resources, but could send the content that reach audiences wider, said the Content Director General Manager Kompas.com, Taufik H. Mihardja (personal interview, 23 June 2011). He explained, the audiences in consuming news and information widened and spread, especially youth and adolescents, who actively in social media.

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Moreover, the media lanscape has changed. Based on WAN IFRA, there are eight ways, which Kompas is trying to apply some parts of them.

Table 4.1. The Trends of Media Industry

Source: World Digital Media Trends (WAN), Taslim, 2011

As Business General Manager of Kompas, Edi Taslim described, We believe that people could not be forced to read one medium only. They could get news via sms, twitter, or facebook. Hence, Kompas should transform itself into multiplatform, so it could be found everywhere. Therefore, it reach all audiences. How do we reach diverse people in each class. Like or not, we should present as well (personal interview, 24 June 2011).

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4.4.

The Role of Newsroom Convergence

The role of newsroom is important for media organizations, because it such a heart or nucleus of the organizations, where the news produced every day in the newsroom. Besides it, the work flow of journalists, editors, and members of media organizations occurs in the newsroom everyday. Therefore, if organizations implement the new innovations, the largest impact from whole of changes is the core (newsroom), which is a center of news production and published.

Implementing the convergence concept in the newsroom means that the organization has reached the full convergence as the whole parts. However to implement it, is not an instant job, it takes some process that need much planning and strategies.

The role of newsroom convergence is different than the common newsroom. In the newsroom convergence, all members from all media platforms are working together in gathering the information, data, reporting, and producing the news for all media platforms. A high integration and collaboration is very needed. Inside it, there might be the editors of print, online, multimedia platforms, television, and other platforms.

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A newsroom convergence is not only a place to produce news and members gathering, but is a center of knowledge management, where the data-information-news- are gathered in the newsroom that can be used by members such a source engine (paraphrased from Quinn, Steven, 2002).

Picture 4.2. Newsroom Convergence Model in Zurich

Source: WAN-IFRA Magazine, June 2011

In some giant media industries, the newsroom convergence has been implemented, such as CNN newsroom, New York Times, Washington Post, etc. Whereas, none of Indonesian media has implemented it, due to the lack of skills, technology, and knowledge.

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4.4.1. Toward The Newsroom Convergence

In the term of media convergence, integration involves the management of the organization, such as newsroom management, staff (including journalists), technology and operation. As Jane. B Singer (n.d.) stated that newsroom convergencea combination of technologies, products, staffs and geography among the previously distinct provinces of print, television and online mediathrough the framework of diffusion of innovations theory.

Generally, media in Indonesia have not yet implemented the convergence in newsroom, but some of them have planned the future structure of the newsroom, include Kompas. Today, the newsrooms are still separated between the print, online, and television. In Kompas, the newsroom for print is located at the 3rd floor, the newsroom of Kompas.com is located at the 5th floor. Meanwhile, the Kompas TV building is located near the building of Kompas print and online.

To describe the changing of newsroom, here explain the position of Kompas newsroom toward the convergence system. The picture is figured by Pit Gottschalk, a former editor-in-chief of the German newspaper. He evaluated and figured three types of newsroom as the result of his research on newsrooms in Germany in the next page.

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Figure 4.2. Three Types of Newsroom

Source: Pit Gottschalk, 2010.

Based on the picture, I analyzed that the newsroom at Kompas is categorized as newsroom 2.0, which on the cross-media platforms stage. There is no changing with layout or newsrooms structure. However, it consists a new multimedia section, which some editors and journalists involve in making multimedia content.

Cross- media platforms occurs when a group of journalists or editors from each media platform together to define, plan, decide which contents of news would be effective for the news print, video, and other multimedia platforms. From their decisions, the richness of contents are formed. Audiences would get the same content in the print, as similar as news online, video, and digital mobile platforms, but in the different format and platforms.

The content of news print, online, video, and mobile platforms relate with each other, and support the news topic between each others, or

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commonly said as synergy. The synergy in Kompas, between print-onlinevideo, is showed very strong in the cross content media, which we could see in the following bracket:

Picture 4.3. Kompas performs in the same content, but different platforms.

Kompas newspaper

Kompas TV

Kompas.com Source: Kompas from multiplatforms, July 22, 2011

Different from the common newsroom, the structure or work flow in the newsroom 2.0 is changing. Each section or desk (see Figure 4.3. & Figure 4.4.) is responsible for gathering contents and send the content to editors in each platforms, who responsible to select and decide types of content that suitable for their platforms. Generally, every section will send the
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news to the print editor and editor on-duty. The print editor is responsible for editing the news for print. Editor on-duty is responsible for editing text of print journalists for online contents (Kompas.com). The position or structure of Editor on duty itself is in the Multimedia desk. However, for text and video content in mobile platforms, will be taken by the editor in Multimedia Desk. In the Figure 4.3. describes the work flow in Kompas Daily (print) newsroom, based on the media platforms.
Figure 4.3. The Work Flow in the Print Newsroom

Source: Premier Observation, 2011

The Newsroom 2.0 is the on-going process of Kompas to change the structure of traditional newsroom. However, in the future, the newsroom will be developed to adjust the full convergence in the organization, especially because the newsroom is the nucleus of the convergence process.

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Figure 4.4. The Structure of Newsroom in Kompas (Newsroom 2.0)

Source: Primary Data, 2011

Newsroom 2.0 in Kompas newsroom structure, based on the Figure 4.4. described that the Editor in Chief Kompas leads two news platforms, which are print and online (Kompas.com). The position of it has converged, which controlled in one position. Another convergence impact is happened to print journalists. They have to write for online, make a news video, and of course write for print. Meanwhile, online journalists are still doing the news coverage just for online.

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Among editors, there is a multimedia desk, which consists multimedia editor and editor on-duty, as a bridge between print to online and multimedia. Besides it, according to the Managing Editor Kompas Budiman Tanuredjo, Kompas has not applied yet single newsroom, but still separate in dualnewsrooms (print and online), which in each newsroom, consists editors that responsible for their own responsibilities.

However, to change the newsroom and going to be a convergence need time. With the existence of Multimedia desk, it might develop the new infrastructure and convergence level in the newsroom.

4.4.2. The Components of Newsroom

There are some components inside the newsroom, that influence a change in the newsroom. The four components are the result of analysis by Pit Gottschalk, a former editor-in-chief of the German newspaper Sport-Bild, who developed an evaluation and measurement in some newsrooms in Germant. Briefly, I use the four components to describe the condition in Kompas newsrooms, especially the print newsroom today.

1. Culture The management is trying to create a new routinity, to change the mindset and paradigm of print journalists to online. From my finding, it seems that some of them have realize that integrate with

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online is important. However, to change the paradigm and mind set is a difficult thing, because it must change the work culture in the print newsroom that has been established for 46 years.

Print is an arrogance platform. The tradition of print has formed for long time (46 years). Friends at Kompas print are familiar with text journalism and in-depth coverage. Then, when one platform (online) comes, concerns on the speed directly to Blackberry journalism, it could effect in conflict to online journalism (Budiman Tanuredjo, personnal interview, 26 September 2011)

2. Task The print journalists are multitasking. Besides writing for print and online, some of them operate the video for multimedia contents. Writing for online is a compulsory to every print journalist today, minimum one news for each day. 3. People The skills and capability of each journalists are different. A few of them have already operated the video, but not everyone is able to do the multitask. Therefore, the management give some trainings for journalists to increase their capabilities. The management optimists if people or journalists, especially in the multimedia desk would become agents of changes, who could influence the others. 4. Structure and systems According to Pepih Nugraha, the Online First policy, originally came from the Commisioner President Kompas Gramedia Group, Jakob Oetama in early January. Then, it comes down from Editor in Chief and CEO, to the Managing Editors and

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Editors (top-down management). The structure of the workflow is slowly changing (see Figure 4.3. & Figure 4.4.).

4.4.3.

Planning on the Future Newsroom

According to Taufik H. Mihardja, Kompas is going to prepare a newsroom bersama (read: The Together Newsroom) in July 2011. The newsroom will gather editors from print, online, and television, which located on the third floor. In November, the future newsroom will become the control center of convergence, involves the representatives of Tribune editor, Warta Kota, and other media brands and platforms, which included in Kompas Gramedia Group, so that will enrich the content.

Pepih Nugraha, a senior journalist of Kompas daily, and also an editor in Kompas.com, explained, the future newsroom will be comprised of a conductor, Managing editors, Editors, and journalists who work in the field. This conductor will command and determine which news will be posted in the media platforms. The conductor will also ask the editor not to load the news, which has been in the online. Ideally, the structure will be like CNN newsroom, he said (personal interview, 24 June 2011).

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4.5.

Measuring The Convergence Model

To measure the parameter of convergence in the Kompas newsroom and other platforms, I use some ways from the literature to gain the objective parameter of the convergence model. First, I will use Convergence Continuum Model. The parameter also could be measured with the conceptual framework from the research explained in Chapter 2.

4.5.1. Convergence Continuum Model

The concept of Convergence Continuum Model is defined by Larry Dailey, Lori Demo, Marry Spillman to assist the researcher in measuring the parameter of convergence model, especially in the newsroom. The conceptual framework identifies five level of activity among news organizations (Dailey, Demo, and Spillman, 2003, p. 3). The 5Cs of convergence are- Cross Promotion, Cloning, Coopetition, Content Sharing, and Full Convergence.

At the left end of the continuum, cross promotion level in which the least amount of interaction and cooperation among members of the different news organizations.Increasingly shifted to the right shows the interaction and collaboration among members are increasingly strong relations between media platforms. At the final or the right end of the continuum, the newsroom

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become full convergence. The common goal is to use the strengths of the different media to tell the story in the most effective way, (Dailey, Demo, Spillman, 2003, p. 5). To see the more details about The Continuum Model, please read Chapter 2, page 27-29.

Figure 4.5. Convergence Continuum Model

Source: Dailey, Demo, & Spillman, 2003

Adjusting the types behavior performed by members in Kompas newsroom, I consider that Kompas is in the middle of content sharing and convergence level.

Based on the research, Dailey and others stated that content sharing level occurs when a media outlet regularly (but not always) shares information gathered by its cross-media partner and publishes it after it has been repackaged by the organizations staff members.In general, however, the news organizations produce their own stories without helping each other (Dailey, Demo, & Spillman, 2003, p.5).

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At the full convergence level, members of each media platforms cooperate in gathering and disseminating news. Hybrid teams of journalists work together in gathering, planning, reporting the stories, and deciding which part of stories that suitable in print, television, online, or digital.

Kompas places between these two levels (content sharing-full convergence), because the editors of each platforms has regularly meet up to plan, gather, and decide the stories, whether on special projects or analysis, to decide which parts is effective on the print, online, video, or digital. A though and idea to form hybrid team of journalists has appear. A multimedia desk form as the pioneer toward the covergence. They are prepared to produce news in multimedia content.

To reach a full convergence, the structure of newsroom and job descriptions for editors are need to be restructured and redefined. Infact, Kompas is on the progress to find the suitable business strategy for Kompas newsroom model.

4.5.2. Boundaries Convergence Level

The Boundaries Convergence Level assists the researcher to understand the step or level the organization takes part for being convergence. The boundaries consist on three theories, such as Diffusion of

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Innovation, Change Management, and Adaptative Stucturation Theory. Outside the boundaries, describe the environment around the media, which affect the organization. The largest boundary is the first part which is touched or reached in dealing the changing. The smaller the circle indicates the deeper the implementation of innovation, until the small part of newsroom.

The first or largest boundary, Diffusion of Innovation Theory consists of five levels, such as Agenda Setting, Matching, Redefining and Restructuring, Clarifying, and Routinizing. It is a beginning step of organization which realizes with the technology and plans to implement the innovation.

Kompas entered the Agenda Setting Level, when the organization has recognized and entered the new media since 1997, namely as Kompas online. At that time, Kompas Online was just an internet edition from Kompas Daily (newspapers), without established any business unit.

However, it reached the Matching Stage, after Kompas had developed the online division with staff and resources, by separating it as a new business unit, as PT. Kompas Cyber Media or well-known as Kompas.com in 1998. It was developed in the new content and marketing strategies, which made Kompas.com ranked 14th as the top sites in Indonesia (based on Alexa.com, July 2011). Another advantage that owned

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by Kompas.com is the variations and richness of contents. The news not only come from the online journalists, but also take from other journalist platforms ( Kompas daily, Kontan, Tribun news, and Kompasiana).

Stepping the level of Redefining and Restructuring, it also enter the second boundary, namely as Change Management Theory. In this level or boundary, Kompas (read: the organization) made some changes or restructure in the organization, include management system and resources. For instance, Kompas.com decreases its need for online journalists, which the need actually could be fulfill or changed with the other platforms journalists. Furthermore, Kompas has applied some economic used online, such as free content relying on advertising (Kompas.com), paid subsccription (Kompas epaper). Kompas is trying to find the best suitable business in changing the management.

On this level, also meet the Change Management Theory, which consist of Operational changes, Technological changes, Changing the attitudes and behaviors of personnel. Operational means the structure of journalists workflow and the changes of newsroom in Kompas, even it just small changes. Technological changes indicates the technology system in the newsroom and journalists work flow. Kompas applies multimedia and multiplatforms for the strategy to approach diversity of audiences, which need sophisticated technology systems. The most important thing is to change the

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attitude and mindset of journalists. Same with other institutions or organizations, the management find that changing the attitudes of print journalists are hard, because the habit has been formed since 46 years ago.

Kompas enters the Clarifying stage when the innovation becomes clear both in the organization structure and editorial staff in Kompas Gramedia Group (media platforms). Print journalists are trained to handle the video camera. Others are trained in the online newsroom to learn the process of news flow in Kompas.com. Moreover, some of them are placed in the multimedia desk to handle the multimedia content, instead of making print articles such other journalists.

Routinizing indicates the innovation has become a regular part of regular activities in the media organizations. Kompas Gramedia Group continues to develop the strategy for the future. The Routinizing level is seen when the print journalists routinely produce other news for other news outlets, besides the newspapers.

Since August 2011, the management set a new policy for print journalists, by determine twenty percent (20%) of the Key Performance Indicator is journalists contribution for online news. Moreover, the management rewards IDR 15,000 for each news. The new policy is expected to create the routinization of the work flow in the newsroom.

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Figure 4.6. Kompas Position from The Conceptual Framework View Source: Primary Data, 2011

In terms of policy implementation, Kompas seems to have been applying the policy as a routine in work and activities of journalists and some editors. However, it takes time to design the new structure of newsroom and unify the work system between print, online, and television. As today, not every editor in the print, has the same responsiblity like in the multimedia desk and editor on duty.

Routinizing is the last stage in Diffusion of Innovation Theory which also places on Change Management and Adaptative Structuration

boundaries.

However Kompas has not entered the newsroom convergence yet. The newsroom is still separated each other, the management keep trying to find the suitable strategy to restructure the newsroom and manage the staff,

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especially journalists, so that the mindset and paradigm of them are thinking for the future of the media industry.

4.6.

Observing

The

Journalists

Attitudes

&

Mindset

in

The

Convergence Implementation

On the Friday afternoon (24/11), when I was in the newsroom Kompas.com, some journalists from Kompas daily came and sat next to an editor and senior journalist, Pepih Nugraha. They came to ask about the use of CMS and how to send the raw information (news) to online. With patient, Pepih explained to them step by step.

I came and approached them. One the three journalists shared her opinion about the online first policy. According to her, the policy, which regards to Key Performance Indicator (KPI), has pushed them to do an extra work, so they can fulfill the 20% of KPI. Like or not, we have to follow the rule, if we dont want our KPI cut off, she said. She continued, before the policy exist, print journalists have much free time to submitt the stories, but today they need to compete with time, for contribute in online too.

At the beginning, some were surprised with the policy. Another get a crank, but still worked. For me, I was surprised, because the nature of news print and online are different, said another print journalist, Didit Putra

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Erlangga who has written for online during these two years (personal interview, 23 July 2011).

Meanwhile, the Content Director General Manager Taufik H. Mihardja and a Pepih Nugraha admitted, to change the mindset and paradigm is the most difficult part of running a change, rather than applying the new technology into the organization itself.

Print is like an arogancy platform, said the Managing Editor Kompas Budiman Tanuredjo (personal interview, 26 September 2011). In print which already 46 years, they (journalists) were educated to be print employees, which make it as a stumbling block, said Taufik.

The condition at the field may be able to describe about how print journalists adapt with changes. With the new policy, they must race with time in sending news online. Unfortunately, their mindset is still concern on to send the news quickly and publish to online, but they less concerned with how to maintain and make good quality of online news.

Kompas has applied some ways during the last two or three years, to make the print journalists write the articles for online. Initially, the management asked print journalists to write in online, without coercion. Another way, by giving a reward for them who have shared news to online,

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one news worth for IDR 5,000 (IDR 15,000 on August 2011). However, these ways are less response.

In the end, it was decided a policy, which 20% of KPI assessment is scored from their contributions to Kompas.com. Each print journalist must write minimum one to two news each day or 60 news in a month (depend on each section). If less than that, they cant fulfill the 20%. Determination of this policy seems quite managed to make journalists writing in online.

Taufik H. Mihardja said that Kompas has prepared the journalists by giving training, to have multi-tasking skills. It has been seventh batch of journalists that were trained to Puskat (The Training and Education Center) in Jogjakarta, to learn how to use the camera. Some of online journalists have already capable to upload the video, he said.

In addition, Edi Taslim added, there is rotation for a number of journalists assigned to Kompas.com in several months. They will learn the subsequently affect others in print. Meanwhile, theres also some workshops, such WAN-IFRA, which good to be learned.

At the future, every journalist is required not only capable to write in print or online, but they would make the news video and audio for radio. For example, the print journalist named Gatot, who has covered a World Cup in

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Africa in 2010. He did news coverage, not only for print, but also reported the news to radio. In essence, we wont only empower the content, but also maximize our journalists, said the Business General Manager Kompas.com, Edi Taslim.

4.7.

The Effect of Management Changes on News Coverage

The changes that occur in the structure and workflow of print journalists in the news coverage, can affect the work process of journalists in the field and editors in the newsroom. In one event, The print journalists and online journalists are sometimes in one place simultaneously.

This seems less efficient in the presence of two journalists in one event. In the early stages, there was a double sending (print and online were going together). However, it needs time and adaptation, Budiman Tanuredjo said (personal interview, 26 September 2011).

An online journalist shared her experience when doing the covered news with another print journalist. At the beginning, she has missed alignment with the print journalist, because of the unclear policy. Print journalists used to wrote online news depend on the availability and the speed of online journalists in the same area. If there was an online journalist

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and had made the news before the print did, print journalists would not send the news to online, the online journalist.

After the new policy has been set, every print journalist is forced to make online news. In this situation, print and online journalists should have to work together and conduct a better coordination between them, regards the news agenda and content.

In fact, not all journalists conduct good coordination among them. Based on the online journalists experience, by the establishing of the new policy, the print journalists had to send news for online as fast as they got the information at that moment. For them (print), the information deserved to be published even it still raw materials. However, for online journalists and their editors, the information need to be re-checked the validity. Therefore, the news online, which published from editor on duty (print editor for online content) often come up with different expectation of the online division.

It also impact to the quality of online news in Kompas.com. The journalists and editors in online feel if the quality of online news become decrease than before, due to the different characters of writing between online and print. However, the online journalists only lamented because the policy came from the management above.

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Moreover, the changes affect to the news work flow in the newsroom. Because of the lack of coordination between the editor on duty (print newsroom) and online editor (online newsroom), somehow the news from both, were published in same content at the nearly time. Therefore, the editor on duty and online editor, should monitor every news that comes to CMS and has appeared in online, so it would not be a double news.

From some description above, it seems that the changes occuring in the organizational structure and workflow in Kompas newsroom, is still lack of synergy between online and print in term of efficiency resources, especially among journalists, editors, and the newsroom. This is naturally happened to company, which is getting changes, and finding the suitable way to change.

It is not easy, there should be a single newsroom. Today, Kompas is preparing and it takes time to be a pioneer in these changes. Budi T. said.

The condition and changes happened in Kompas should be taken as a learning point for Indonesian media industries, to prepare the changes well. Kompas should coordinate the production management properly, in order to minimize the double news in the production. Moreover, Kompas should put together all editors of print, online, and others news platforms in a single newsroom, therefore they could coordinate and manage the news production and work flow in every business units in a better way.

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4.8.

Constructing the Knowledge Management in the Newsroom

The convergence in the newsroom not only brings together the editors, journalists, contents from multi-platforms in one single newsroom. It also creates a smart newsroom.

In his book, Stephen Quinn defines smart in three meaning. One of them is knowledge management processes can improve the newsgathering process through smarter use of information. (Quinn, 2005, p.153).

According to Karl-Erik Sveiby, who runs the consultant company, Sveiby Knowledge Management in Australia described, knowledge

management as the art of creating value by leveraging an organizations intagible assets (Quinn, 2005, p.156).

Knowledge management was vital for implementing the kind of newsroom needed for doing multi-platform journalism, Kerry Northrup said in 1999, as the executive director of Ifras Center for Advanced News Operations in the seminar the Battle of newsrooms mindset. According to him, knowledge management could be an investment for newsroom. (Quinn, 2005, p.156)

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Meanwhile, Budiman Tanuredjo said, Kompas has prepared the infrastructure of Kompas Gramedia (KG) Wire, as the network that accomodates contents for all Kompas Gramedia units, from print and online, so its existence will be more extensive. The researcher itself presumes if KG wire would be the knowledge-based newsroom, that provide all the content and information, which useful for the editorial and journalists. KG wire might be a long investment or intagible asset of Kompas in the future. However, to develop the knowledge management, it needs to change the mindset and attitudes of journalists and people in the newsroom.

4.9.

The Agent of Change Among Journalists

To support the realization of the paradigm changing and mindset of journalists, the management expects the emergence of agents of change in Kompas newsroom. According to Edi Taslim, a multimedia desk is a way, where journalists had been appointed as agents of change in the editorial. These people will influence other journalists, by changing a way of working, mindset, etc.

A multimedia desk is established in January 2010, in Kompas daily newsroom, and responsible in making for multimedia contents, except for print. There are 12 items, that the desk focus on, such as Blackberry

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Playbook, Kompas iPad, Twitter, Facebook, Dakode, Samsung Galaxy Tab, Android, iPhone & iTouch.
Picture 4.2. Designing for multimedia content, to make it more interactive

This desk consisted of nine layout designers, four editors and two journalists, who used to be worked in print editorial. These men behind the desk used to be print journalists, who finally were chosen to handle the new things. As an explanation from the Deputy Head of the Multimedia Desk, Tjahja Gunawan. For him, working in this desk is very challenging and attractive, because he could learn something new, rather than his tasked on economic desk (personal interview, 27 July 2011).

Tjahja said, changing mindset is a difficult thing. He seen it from his fellow journalists. It is not yet fully accepted, perhaps at the beginning, there was resistance, but it takes time, continued him.

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However, in some people, he added, their skills and desires have been seen. Now, print journalists are multitasking. Besides writing for print and online, some of them could made video coverage by themselves. However, not all of journalists could do the same. Commonly, it would be easier to do in-depth news, rather than hard news character.

4.10. Featuring Kompas as A News Brand

Were still creating and formulating the business model. The result of digital content is still small and tend to be free. Meanwhile, for print still large, said Taufik when was asked on the new business model for Kompas.

In the future, Kompas will appear as a news brand. Kompas is a newspaper, but not a paper company. We are a news company. As a brand, Kompas could be as newspapers, television, online, or digital. Going forward, we certainly strengthened, we will explore every new medium, said Taslim.

Hence, he continued, Kompas always comes on the first line in adopting the technology. He believes that technology should be embraced, not feared. The technology is actually helping us. When we launched Kompas e-paper, we got worried that it would threaten our print, due to the same contents. Infact, it just added more readers, he added.

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Kompas might become a pioneer media in Indonesia toward the convergence. It might one more step forward, rather than other media industry. Moreover, Kompas has showed, by integrating with technology, the news print media wont die, but reformulate as the media trend at the time.

4.11. Theoretical Analysis

The theoretical analysis is aimed to analyze the convergence implementation in Kompas newsroom by using three theories from the conceptual framework. The conceptual framework consist on three theories, such as Diffusion of Innovation, Change Management, and Adaptative Stucturation Theory. Outside boundaries, placed the environment around the media, which affect the organization. The largest boundary is the first part which is touched or reached in dealing the changing. The smaller the circle indicates the deeper the implementation of innovation, until the small part of newsroom.

The first or largest boundary, Diffusion of Innovation Theory consists of five levels, such as Agenda Setting, Matching, Redefining and Restructuring, Clarifying, Routinizing. It is a beginning step of organization which realizes with the technology and plans to implement the innovation.

Kompas entered the Agenda Setting Level, when the organization has recognized and entered the new media since 1997, namely as Kompas

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online. At that time, Kompas Online was just an internet edition from Kompas Daily (newspapers), without established any business unit.

However, it reached the Matching Stage, after Kompas had developed the online division with staff and resources, by separating it as a new business unit, as PT. Kompas Cyber Media or well-known as Kompas.com in 1998. It was developed in the new content and marketing strategies, which made Kompas.com ranked 14th as the top sites in Indonesia (based on Alexa.com, July 2011). Another advantage that owned by Kompas.com is the variations and richness of contents. The news not only come from the online journalists, but also take from other journalist platforms ( Kompas daily, Kontan, Tribun news, and Kompasiana).

Stepping the level of Redefining and Restructuring, it also enter the second boundary, namely as Change Management Theory. In this level or boundary, Kompas (read: the organization) made some changes or restructure in the organization, include management system and resources. For instance, Kompas.com decreases its need for online journalists, which the need actually could be fulfill or changed with the other platforms journalists. Furthermore, Kompas has applied some economic used online, such as free content relying on advertising (Kompas.com), paid subsccription (Kompas epaper). Kompas is trying to find the best suitable business in changing the management.

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On this level, also meet the Change Management Theory, which consist of Operational changes, Technological changes, Changing the attitudes and behaviors of personnel. Operational means the structure of journalists workflow and the changes of newsroom in Kompas, even it just small changes. Technological changes indicates the technology system in the newsroom and journalists work flow. Kompas applies multimedia and multiplatforms for the strategy to approach diversity of audiences, which need sophisticated technology systems. The most important thing is to change the attitude and mimdset of journalists. Same with other institutions or organizations, the management find that changing the attitudes of print journalists are hard, because the habit has been formed since 46 years ago.

Kompas enters the Clarifying stage when the innovation becomes clear both in the organization structure and editorial staff in Kompas Gramedia Group (media platforms). Print journalists are trained to handle the video camera. Others are trained in the online newsroom to learn the process of news flow in Kompas.com. Moreover, some of them are placed in the multimedia desk to handle the multimedia content, instead of making print articles such other journalists.

Routinizing indicates the innovation has become a regular part of regular activities in the media organizations. Kompas Gramedia Group continues to develop the strategy for the future. The Routinizing level is seen

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when the print journalists routinely produce other news for other news outlets, besides the newspapers. Since August 2011, Kompas management set a new policy for print journalists, in which they have to contribute for online as 20% of their Key Performance Indicator, which significant for them. Moreover, the management rewards IDR 15,000 for each news is made. The new policy is expected to create the routinization of the work flow in the newsroom. Routinizing is the last stage in Diffusion of Innovation Theory which also places on Change Management and Adaptative Structuration boundaries.

Figure 4.6. Kompas Position from The Conceptual Framework View Source: Primary Data, 2011

However Kompas has not entered the newsroom convergence yet. The newsroom is still separated each other, the management keep trying to find the suitable strategy to restructure the newsroom and manage the staff,

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especially journalists, so that the mindset and paradigm of them are thinking for the future of the media industry.

To reach the level, Kompas management admitted that they need time and it was a continue process. However, they are optimist that the pioneer or agent of changes would appear from the internal (print journalists).

From the conceptual framework above (Figure 4.6.), Kompas level of convergence is on the stage of Routinizing, enters the Change Management Boundary and begins to reach the Adaptative Structuration Theory. The progress in the Change Management is still working, due to the new role of journalists and the newsroom work flow.

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References:
Anderson, Chris. (2008). The Long Tail: Longer (New Chapter: The Long Tail of Marketing). USA: International and PanAmerican. Anderson, Chris & Michael Wolff. (2010, August 17). The Web Is Dead. Long Live The Internet. Retrieved from: http://www.wired.com/ Appelgren, Ester. (2004). Convergence and Divergence Media: Different Perspectives. 8th ICCC International Conference on Electronic Publishing (p.237-248). Brasilia DF, Brazil. Aviles, J.G., Kaltenbrunner,A., Kraus,D., Meier,K., Carvajal,M. (2008). Newsroom Convergence: A Transnational Comparison. Germany: Medienhaus Wien. Berg, Bruce.L. (2001). Qualitative Research Methods For The Social Sciences. 4th edition. USA: A Pearson Education Company. Converge. (n.d). In Wiktionary. Retrieved from March 11, 2011, from http://en/wiktionary.org/wiki/convergere. Dailey, Larry , Lori Demo, & Mary Spillman.(2003).The Convergence Continuum: A Model for Studying Collaboration Between Media Newsrooms. Kansas City, Missouri. Association for Education in Journalism and Mass Communication Darshana, Sedera & Zakaria, Nor Hidayati. (n.d.). Adaptative Structuration Theory View of Post Implementation Knowledge Management For Enterprise Systems. Retrieved from: http://www.pacisnet.org/file/2008/PACIS2008_Camera-Ready_Paper_179.pdf Daymon, Christine & Immi Holloway.(2002).Qualitative Research Methods in Public Relations and Marketing Communications. London: Routledge. DeSanctis, Gerardine & Marshall Scott Pool. (1994). Capturing the Complexity in Advanced Technology Use: Adaptive Structuration Theory. Organization Science, 5 ( 2), 121-147. Eisy, Ridlo. (2009, 30 July). Masa Depan Media Cetak di Indonesia. Retrieved from [blog]: http://ridloeisy.blogspot.com/2009/04/masadepan-media-cetak-di-indonesia.html Fry, Jason. (2009, 2 April). A Digital-Age Editors Lament. Retrieved from [blog]:http://reinventingthenewsroom.wordpress.com/2009/04/02/adigital-age-editors-lament/

Garrison,Bruce & Michael Dupagne. (2003). A Case Study of Media Convergence At Media Generals Tampa News Center. Expanding Convergence: Media Use in a Changing Information Environment Conference. Columbia, USA: University of South Carolina. Gottschalk, Pit. (2010, December 13). 65 Percent Convergence in German Newsrooms. Retrieved from http://www.pitgottschalk.com/2010/12/65percent-convergence-in-german.html. Hiatt, Jeff. (n.d). The Definition and History of Change Management. Retrieved from : http://www.change-management.com/tutorialdefinition-history.htm. Jenkins, Henry. (2001, June). Convergence? I Diverge. Retrieved from http://web.mit.edu/cms/People/henry3/converge.pdf Jenkins, Herry. (2004). The cultural logic of media convergence. Cultural Studies, 7(1), 33-43. Keegan, Sheila. (2009). Qualitative research : Good Decision Making Through Understanding People, Cultures And Markets. London: Kogan Page. Kompas (surat kabar). (n.d.). In Wikipedia. Retrieved March 11, 2011, from http://id.wikipedia.org/wiki/Kompas_surat_kabar Kompas Gramedia. (n.d.). History. Retrieved from http://www.kompasgramedia.com/aboutkg/history. Kung, et.al. (1999). Impact of The Digital Revolution On The Media And Communications Industries.The Public, 6(3), 29-48. Lawson-Borders, Gracie. (2006). Media Organizations and Convergence: Case Studies of Media Convergence Pioneer. USA: Lawrence Erlbaum Associates. Maruli, Aditia. (2010, September 6). Indonesia Urutan Lima Besar Pengguna Internet. Retrieved from: http://www.antaranews.com/ Pool, Ithiel de Sola. (1983). Technologies of Freedom. Cambridge: Harvard University Press. Quinn, Steven. (2002). Knowledge Management in the Newsroom. Oxford: Focal Press. Quinn, Steven. (2005). Convergence Journalism: The Fundamental of

Multimedia Reporting. New York: Peter Lang Inc. Ritchie, Jane & Jane Lewis. (2003). Qualitative Research Practice: A Guide for Social Science Students and Researchers. London: Sage Publications. Rogers, Everett.M. (1995). Diffusion of Innovations: Fourth Edition. New York: The Free Press. Schantin, Dietmar (2010, October 06). Benchmark Convergence, Newsrooms CTSP Degree. [Web log post]. Retrieved from http://www.pit-gottschalk.com/2010/10/benchmark-convergencenewsrooms-ctsp.html Schantin, Dietmar (2010, August 08-09). Benchmarking Newsroom Convergence: A Framework to Evaluate and Plan Convergence. Paper presented at the WAN-IFRA Newsplex Forum.Kuala Kumpur, Malaysia. Singer, Jane B. (n.d.). Strange Bedfellows? The Diffusion of Convergence in Four News Organizations. Retrieved from http://works.bepress.com/ jane_singer/14/. Smith, Lyn.( 2005). Effective Internal Communication. London: Kogan Page. Taslim, Edi. (2011, June 24). Kompas MMM. [Presentation]. The Economist. (2006). Who Killed The Newspaper? Retrieved from http://www.economist.com/ Turow, Joseph.(2009). Media Today: An Introduction to Mass Communication.3rd Edition. New York: Routledge. Wahono, Tri. (2010, November 24). Kompas Raih Tiga Penghargaan Internasional. Retrieved from http://tekno.kompas.com/ Zhang, Yuyan Ernest. (2008). Examining Media Convergence: Does It Converge Good Journalism, Economic Synergies, and Competitive Advantages? (Doctoral Dissertation). Columbia: The Faculty of the Graduate School at University of Missouri. (n.s.). (May/June 2011). A Newsroom Project Is Never Simply Finished. Retrieved from: WAN-IFRA MAGAZINE: http://epaper.wanifra.org/2011_0506_en/#/0/

attachment I

personal interview
on 23 July 2011

C: Why Kompas would like to implement the media convergence? T: Starting from the premis that it the future, we have to think eectively with limited resources, but could send content, that reach wider audiences. Print is said increasingly going down, so what we should do, is maintaining our brand to the audience aware of the technology. With the same content, we deliver to them. However, audiences are still limited because of the number and capabilities of the internet is dicult and not yet accessible to all areas. In addition, we use other mass channels, which is television. Therefore, the same content could be accessed via all platforms, or it is said one production for all delivery system.

Ta u k H . M i h a r d j a
Chief Editor Deputy of Kompas Executive Director Kompas.com News Director Kompas TV

The content is not just text. Nowadays, peoiple can visualize, that the content does not only print, video, and graphics. The concept that we use is the Three M- Multimedia, Multichannel, Multipaltform. Multimedia, as I said that the content is not only text, but also graphic, video, photos. Multichannel Kompas enters the new channel. Multiplatform Kompas appears as a newspapers, television, radio, news online. The concept of convergence is implemented, is to utilize Kompas brand to anticipate the public interest to information. Three M because the audiences of Kompas is widening and spreading. The content is same, but the delivery system and it polish dierently. C: Does the newsroom implement the convergence? T: In July 2011, our company will plan to build the together newsroom, where consists editors of print, online, and tv at the third oor. Perhaps, in the next November, it will become the control centre of convergence. In some projects, the reporters from each plaform cover the news together, or just one of them who represent others. There will be two ways, because it is not easy to nd a multiskill journalist, who could write for online and print. Some of them have capable, such as Gatot, a print journalist, who covered a World Cup in Africa in the previous. Hes not just write for print, but also report for radio. In the September, Kompas is going to prepare for the infrastructure, so the convergence through KG (Kompas Gramedia) wire, the reporters are placed at KG wire, the future newsroom, and all of the content will be converged. Each work, sharing ideas, sharing resources. C: What is the dicult thing faced on Kompas to be a media convergence? T: Changing the mindset is the hardest thing that weve faced. Changing the culture from print to online journalits. The character of print has been made already for 46 years old. They are educated to be print employees, which its made a stumbling block. Therefore, there must be some internal champions, to spread the inuence, that we can change as long as we want. C: Does Kompas have a media benchmark for the references? T: We see Telegraph and nytimes.com as the benchmark. Especially, when the Telegraph implemented convergence activities in totality. From the new building, people moved to the new place and experienced the new setting. They develop the online unit, sharing information, and have a supreme leader on it. Meanwhile the New York Times has also created a digital leader, a new structure, and a Digital Deputy Editor in Chief. Then, Kompas creates multimedia. Multimedia is aimed to bridge the digital management of content. There is a special division that will melt. C: What will be the planning ahead? T: Compass multimedia desk and the editors will be one production for all. In WAN-IFRA there are 7 media world trend: 1. Content media now no longer controlled the shareholders. 2. First mass advertising, now customize. 3. One is content for one production. 4. One is content for all: these points are applied in Kompas.

attachment II

personal interview
on 24 July 2011

C: How far Kompas implement the convergence in the company? P: In Kompas, theres an existing desk for supporting the convergence, called a multimedia desk. A multimedia desk is responsible to ll out the content in the multimedia. For example, they produce videos, contents for QR code, Augmented Reality, and other contents in iPad. One thing that were going to set up a together (convergence) newsroom. We try to make the structure and the layout of newsroom, that would exists one Commandor, Managing Editor, editors, and journalists.

Pepih Nugraha
Senior Journalists Kompas Editor Kompas.com

The Commander will give the command for anyone (journalists) to cover the news. He also would ask editors, not to display the same news that has been in online. For example, a plane crash, in the newspaper, the news is not displayed the same content with online, but should be more detailed analysis. Hence, what is called multimedia in same contents is, the medium can be dierent, but the content is same, and leaded by the same conductor. It is also called a convergence process, when he manages, directs every news platforms in one newsroom, such online, television, radio, and also print. Kompas is also entering to the new application world. We review from the analysis of Philip Meyer: The Death of Newspaper. Anderson: The Web is Dead, Long Live Internet. Kompas that you got from the multimedia platforms is named as an application. C: What would be the newsroom in the future? P: The circle consists of Editors, Managing Editors, and Editor in Chief. If we see from the picture, they are online journalists. From my opinion, this picture would be the ideal one. The structure may such a CNN newsroom (he showed the picture of some newsroom). There also giants screening to monitor the news ow. C: How Kompas maintain the credibility and existency among the media competition? P: The credibility of Kompas still awake. In Alexa, for instance, The credibility of Kompas is still maintained. In Alexa, for instance, Kompas.com rank 13 in Indonesia. However ,we have to change the paradigm, our minds, and action.

A newsroom convergence source: editorsweblog.com

If I were in the Training Development Department, I would recruit the journalists, who were active in social media, at least they have a blog. If they pass, I will send them to the eld, to write for online. In the past, they were training to write news for newspaper, not online. Hence, today, its dicult to change their paradigm to be online. They dont get the feeling on it. C: Does Kompas apply some rules or policies in order to do changes? P: They (journalists) have to be induced mandatory - 20% of the Key Performance Indicator (KPI) is contributed for online. Eventually they had to write to fulll the 20% scored. Like or not, they should jump over. Before the policy went, the management had implemented a reward, IDR 5000 for each news that sent to online. However, it didnt eective. By the 20% policy , a journalist have to send the news minimum two news in a day, or 60 news for a month. In last January, Mr. Jakob Oetama (the founder of Kompas Gramedia) has declared a statement, "Online First". Then, it was translated by the Editor in Chief, Managing Editor and editors.

attachment III

personal interview
on 24 July 2011

C: What is the background of Kompas to be a convergence? E: In 2007, a strategy called ,Three M- Multi Media- MultiChannel Multiplatform launched. The strategy is based on how Kompas doesnt make content for print, but also photos, videos, and audios, so the media has become multi-. The content we send in may channels, not just in physic (newspaper agent or books stores), but today from digital channel, such 3G networks, internet system. Audiences also access from blackberry, iPhone, iPad, notebook, and others, which called as multiplatform.

E d i Ta s l i m

Vice Business Director Kompas Business GM Kompas.com

The convergence surely changes the operational. The journalist cant use old ways. The content used to be sent in the evening, but today, what is the event, and should send the news at that time. However there are dierences between characters of news in each media. The character of online is hard, direct , and need quickness, so it cannot implement in print. Meanwhile, in print, the news is more analyzed and deeper. Therefore, it depends on the level of news Moreover, the production become the key factor on 3M. How to package Kompas in multiplatform. For instance, how to display content in Nokia or Blackberry. Each platform has dierent system and characters. Kompas is the most available media in every platforms, such iPad, and playbook. In iPad itself, we got an award in Asia, because of the richness of content. C: How the convergence process in the newsroom? E: In the newsroom, we made a special department for multimedia, called a multimedia desk. In the future, a multimedia desk is a desk which would be an agent of change. Some of journalists and editors are placed in the desk, then we give a responsibility to them as agents of change in the editorial. They produce the multimedia content for multimedia platforms, which are assisted by layout designer. This desk is a kind of small silo, but the objective is to inuence all journalists to do the same things as they do today. We wont call them print journalists, or online, or tv reporters, but in the next, we will call them multimedia journalists. However, it is a continuous process, never ending. C: The circulation of newspaper is going down, and even bankcrupt. Does it happen to Kompas? E: Asia is dierent, the circulation of Kompas is stagnant, not go down, but it grow slowly since 1995. Many factors aect, such as a digital become the alternative, a reader literacy in Indonesia. However, the newspaper is still growing in Indonesia. C: How much the budget that spent to prepare the convergence organization? E: We have no exact number of fund. The process just ows. From 1998, Kompas Cyber Media, a subsidiary of Kompas daily, was established. In 2007, a Multimedia desk was built. The expensive thing is not the infrastructure, but the process in the changing. C: How to implement the convergence in media? E: - We give training to print journalists continously. Such a video training, so a journalist doesnt only able to write, but also take photograph, and make video. For example, in World Cup Africa 2010, the journalist didnt just write for print, but he reported vith voice. - By inuence to others. Some of journalists and editors are placed at Kompas..com, learn online news. During three months, they will be rotated, and changed with others. Moreover, we socialize the Three M, and some games related the socialization program. We also present some events and seminars from WAN-IFRA to gain our knowledges.

C: What is the future planning for Kompas toward the media convergence? E: The point is, how we empower all the content in Kompas, our journalists. Kompas today is not just a newspaper, but Kompas is a brand, could be in paper, television, online, and digital. In the future, we surely strength our capability, by generating all the new technology. Therefore, Kompas is always become the rst in adopting the technology. We believe, technology is something that we have to embrace, not to be scared. When we launched Kompas epaper, we had worried if it may be threatened the print, because the content is same.