Abstract

This study focuses on managerial responses to disruption and, specifically, how news executives implemented journalistic practices and processes during the COVID-19 pandemic. Through the lens of Harvey’s (2006) theorization of space, the concept of Collaborative Virtual Environments, and the model of communities of practice, I explore management’s roles in virtual newsrooms. The method is based on semi-structured interviews with a purposive sample of 17 news managers in Spain. The findings presented here underline managerial performance in virtual newsrooms considered as communities of practice. Virtual spaces reconfigured relationships among colleagues and increased collaboration, shaping news practices and communication protocols. Management implemented strategies to control the negotiation of meaning, the building of trust and cooperation, and the power dynamics within their professional communities. Journalistic production during the COVID-19 pandemic also raised problematic issues such as work overload, psychological distress, and job insecurity.

摘要

本研究侧重于管理对中断的反应，特别是新闻主管如何在 COVID-19 大流行期间实施新闻实践和流程。通过 Harvey (2006) 的空间理论、协作虚拟环境的概念和实践社区模型，我探索了管理人员在虚拟新闻编辑室中的角色。该方法基于对西班牙 17 位新闻经理的有目的的样本进行的半结构化访谈。此处提出的研究结果强调了被视为实践社区的虚拟新闻编辑室的管理绩效。虚拟空间重新配置了同事之间的关系并加强了协作，塑造了新闻实践和通信协议。管理层实施了控制意义协商、建立信任与合作的策略，以及他们专业社区内的权力动态。COVID-19 大流行期间的新闻制作也提出了一些问题，例如工作超负荷、心理困扰和工作不安全。