Traditional linear television has been a long-standing success story. However, the digital revolution is rapidly transforming the TV industry, in terms of production, distribution, and consumption. New market opportunities are attracting competitors from outside the industry, and incumbent TV companies must evolve in order to stay competitive and survive in a new digital world. Taking an institutional perspective, the authors develop a conceptual framework that identifies four strategic diversification options which TV firms can pursue to transform their traditional business synergistically: (1) remain a linear-only TV company; (2) combine the linear offering with advertising-based video-on-demand services; (3) combine the linear offering with subscription-based video-on-demand services, or (4) combine the linear offering with both kinds of video-on-demand services. Building on resource-based theory, the authors examine which sets of market-oriented and internal strategic resources are necessary for each strategic option. Specifically, they highlight the value propositions that linear TV can still offer in the digital age, and how TV companies can create unique advantages by leveraging synergies between linear and video-on-demand services. The authors provide guidelines for TV companies to manage the organizational transition and propose an agenda for future academic research.

中文翻译：

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在数字世界中生存需要什么？电视产业资源化理论与战略变革

传统的线性电视一直是一个成功的故事。然而，数字革命正在迅速改变电视行业的生产、分销和消费。新的市场机会正在吸引行业外的竞争者，现有电视公司必须不断发展以保持竞争力并在新的数字世界中生存。从制度的角度来看，作者开发了一个概念框架，确定了电视公司可以采取的四种战略多元化选择，以协同转变其传统业务：（1）保持纯线性电视公司；(2) 将线性服务与基于广告的视频点播服务相结合；(3) 将线性产品与基于订阅的视频点播服务相结合，或 (4) 将线性服务与两种视频点播服务相结合。作者以资源为基础的理论为基础，研究了每个战略选择需要哪些市场导向的内部战略资源。具体来说，他们强调了线性电视在数字时代仍然可以提供的价值主张，以及电视公司如何通过利用线性和视频点播服务之间的协同作用来创造独特的优势。作者为电视公司管理组织转型提供了指导，并为未来的学术研究提出了议程。他们强调了线性电视在数字时代仍然可以提供的价值主张，以及电视公司如何通过利用线性和视频点播服务之间的协同作用来创造独特的优势。作者为电视公司管理组织转型提供了指导，并为未来的学术研究提出了议程。他们强调了线性电视在数字时代仍然可以提供的价值主张，以及电视公司如何通过利用线性和视频点播服务之间的协同作用来创造独特的优势。作者为电视公司管理组织转型提供了指导，并为未来的学术研究提出了议程。