The loyalty of any workforce directly impacts an organization’s outcomes. Therefore, organizations in various industries continually strive to promote long-term productivity through employee engagement. The same is true in media management, which has an ongoing need to keep the focus off an either/or environment of decline in traditional media and increase in digital media. The goal is to maintain a focus on problem solving to remain viable in a complex media environment that encompasses traditional and digital media. Thus, one key is to encourage innovation. As such, Employee Engagement in Media Management, is a part of Springer’s Media Business and Innovation book series. Stavros Georgiades kicks off the series with a seven-chapter book written with the primary purpose of developing management theory related to media management. The introductory chapter immediately claims that the book aims “to make a small step towards filling the gap created by the mainstream management’s neglect of the media management field” (p. 6). The management construct of focus in this book is employee engagement. The concept of presenteeism (often confused with engagement) is exceptionally excluded from this text while a correct and useful introduction of literature relating to the construct of employee engagement is articulated within a framework of sensemaking. Specifically, Chapter 2, titled Employee Engagement and Organizational Change, “highlights the literature dealing with the way employee engagement can lead towards employee sensemaking and creativeness and also explains how employee sensemaking can be achieved via communication and participation methods” (p. 6). The next four chapters are separate research studies conducted by the author. Each study uses the inductive qualitative case study approach, known for providing an efficient way of analyzing qualitative data. In this instance, the research purposes included understanding managers’ perception of (1) how the act of providing information to employees can get them to engage and contribute within the organization; (2) how organization-specific participation methods influence employee engagement; and understanding employees’ perception of (3) how management can operationalize employee engagement in order to achieve employee creativity as a result (p. 87). The fourth study answers the research question: “When assessing the creative potential of employees in real world organizational settings, what characteristics can management actually attend to and use?” (p. 104). Although the four chapters support the aim of filling a gap, the four studies by one author seems disjointed in the book format; there are no connections between the chapters. For media scholars, the four chapters independently point toward ideas about information sharing, organizational arrangements for participation, enhancing employee creativeness, and assessment of employee creativity. However, collectively the chapters do not give a single picture of how a gap, focused on the construct of employee engagement, is being filled. Although two research studies focus on creativity, the series focus on innovation is lost. INTERNATIONAL JOURNAL ON MEDIA MANAGEMENT 2016, VOL. 18, NO. 2, 139–140

中文翻译：

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员工参与媒体管理：创造力和组织发展斯塔夫罗斯乔治亚德斯

任何员工的忠诚度都会直接影响组织的结果。因此，各行各业的组织不断努力通过员工参与来提高长期生产力。在媒体管理中也是如此，它一直需要将注意力从传统媒体衰落和数字媒体增长的非此即彼的环境中转移开。目标是保持对解决问题的关注，以在包含传统媒体和数字媒体的复杂媒体环境中保持可行。因此，关键之一是鼓励创新。因此，员工参与媒体管理是 Springer 媒体业务和创新丛书的一部分。Stavros Georgiades 以一本七章的书开始了这个系列，其主要目的是发展与媒体管理相关的管理理论。介绍性章节立即声称该书旨在“向填补主流管理层忽视媒体管理领域所造成的差距迈出一小步”（第 6 页）。本书关注的管理结构是员工敬业度。出勤主义（经常与敬业度混淆）的概念被特别排除在本文之外，而与员工敬业度构建相关的文献的正确和有用的介绍是在意义构建的框架内阐明的。具体而言，第 2 章题为“员工敬业度和组织变革”，“重点介绍了有关员工敬业度如何引导员工产生意义和创造力的文献，并解释了如何通过沟通和参与方法实现员工意义构建”（第 6 页）。接下来的四章是作者进行的独立研究。每项研究都使用归纳定性案例研究方法，该方法以提供分析定性数据的有效方法而闻名。在这种情况下，研究目的包括了解经理对（1）向员工提供信息的行为如何使他们在组织内参与和贡献的看法；(2) 特定于组织的参与方法如何影响员工敬业度；了解员工对 (3) 管理层如何实施员工敬业度以实现员工创造力的看法（第 87 页）。第四项研究回答了研究问题：“在现实世界的组织环境中评估员工的创造潜力时，管理层实际上可以关注和使用哪些特征？” （第 104 页）。尽管这四章支持填补空白的目的，但一位作者的四项研究在书籍格式上似乎是脱节的；章节之间没有联系。对于媒体学者来说，这四章分别指向了信息共享、参与的组织安排、增强员工创造力和员工创造力评估的思想。然而，总的来说，这些章节并没有给出一个关于如何填补专注于员工敬业度结构的差距的单一画面。尽管有两项研究侧重于创造力，但侧重于创新的系列研究却丢失了。国际媒体管理杂志 2016 年，第一卷。18，没有。2, 139–140 一位作者的四项研究在书籍格式上似乎是脱节的；章节之间没有联系。对于媒体学者来说，这四章分别指向了信息共享、参与的组织安排、增强员工创造力和员工创造力评估的思想。然而，总的来说，这些章节并没有给出一个关于如何填补专注于员工敬业度结构的差距的单一画面。尽管有两项研究侧重于创造力，但侧重于创新的系列研究却丢失了。国际媒体管理杂志 2016 年，第一卷。18，没有。2, 139–140 一位作者的四项研究在书籍格式上似乎是脱节的；章节之间没有联系。对于媒体学者来说，这四章分别指向了信息共享、参与的组织安排、增强员工创造力和员工创造力评估的思想。然而，总的来说，这些章节并没有给出一个关于如何填补专注于员工敬业度结构的差距的单一画面。尽管有两项研究侧重于创造力，但侧重于创新的系列研究却丢失了。国际媒体管理杂志 2016 年，第一卷。18，没有。2, 139–140 组织安排参与，增强员工创造力，评估员工创造力。然而，总的来说，这些章节并没有给出一个关于如何填补专注于员工敬业度结构的差距的单一画面。尽管有两项研究侧重于创造力，但侧重于创新的系列研究却丢失了。国际媒体管理杂志 2016 年，第一卷。18，没有。2, 139–140 组织安排参与，增强员工创造力，评估员工创造力。然而，总的来说，这些章节并没有给出一个关于如何填补专注于员工敬业度结构的差距的单一画面。尽管有两项研究侧重于创造力，但侧重于创新的系列研究却丢失了。国际媒体管理杂志 2016 年，第一卷。18，没有。2, 139–140