Netflix and other transnational online video streaming services are disrupting long-established arrangements in national television systems around the world. In this paper we analyse how public service media (PSM) organisations (key purveyors of societal goals in broadcasting) are responding to the fast-growing popularity of these new services. Drawing on Philip Napoli’s framework for analysing strategic responses by established media to threats of competitive displacement by new media, we find that the three PSM organisations in our study exhibit commonalities. Their responses have tended to follow a particular evolution starting with different levels of complacency and resistance before settling into more coherent strategies revolving around efforts to differentiate PSM offerings, while also diversifying into activities, primarily across new platforms, that mimic SVoD approaches and probe production collaborations. Beyond these similarities, however, we also find that a range of contextual factors (including path-dependency, the role and status of PSM in each country, the degree of additional government support, cultural factors and market size) help explain nuances in strategic responses between our three cases.

Netflix和其他跨国在线视频流服务正在扰乱世界各地国家电视系统中长期存在的安排。在本文中，我们分析了公共服务媒体（PSM）组织（广播社会目标的主要提供者）如何应对这些新服务的迅速增长。利用菲利普·纳波利（Philip Napoli）的框架分析现有媒体对新媒体竞争性流离失所威胁的战略反应，我们发现我们研究中的三个PSM组织表现出共性。他们的反应倾向于遵循特定的发展过程，从不同程度的自满和抵抗开始，然后制定出更加一致的策略，围绕着努力使PSM产品与众不同，同时又使业务多样化，主要是在新平台上模仿SVoD方法并探究生产协作。但是，除了这些相似之处之外，我们还发现一系列背景因素（包括路径依赖，每个国家PSM的角色和地位，政府额外支持的程度，文化因素和市场规模）有助于解释战略应对措施中的细微差别在我们的三个案例之间。