Practical, Not Radical: Examining Innovative Learning Culture in a Public Service Media Organization

Recent scholarship has argued for media organizations’ need to radically innovate ensure their survival in the future. This study deploys innovative learning culture (ILC) framework qualitatively innovation and a legacy public service organization. While are linked, processes of professional journalists have received only little attention. Through an analysis development network operating organization, we identify characteristics ILC how those manifest practice, as well examine contextual factors that shape ILC. Our findings indicate shaped by journalistic technology platforms, organizational strategy. Importantly, organization’s technological environment is seen encourage mimicry processes, leading exploitative rather than explorative innovation. The contributes theoretically providing organizationally situated understanding accounts institutional tendencies