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Digital transitions in the newsroom: How are Indian language papers adapting differently?
https://cis-india.org/raw/london-school-of-economics-and-political-science-january-16-2017-digital-transitions-in-the-newsroom-how-are-indian-language-papers-adapting-differently
<b>In a new report published by the Reuters Institute for the Study of Journalism and Centre for Internet and Society, Zeenab Aneez explores how Indian newsrooms are adapting their workflow and processes to cater to an increasing digital audience and the implications these changes have on how journalists produce news. </b>
<p>This was published on the website of the <a class="external-link" href="http://blogs.lse.ac.uk/southasia/2017/01/16/digital-transitions-in-the-newsroom-how-are-indian-language-papers-adapting-differently/">London School of Economics and Political Science</a> on January 16, 2017.</p>
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<p style="text-align: justify; ">Global discussions about how the rise of the Internet has impacted journalism and news publishers has involved accounts of newspapers stopping publication altogether, or bringing their presses to a halt in order to direct resources to publishing solely digital content as in the case of Newsweek or the Independent. Large newspapers like The New York Times and The Guardian have successfully managed to transition from print only publications to multimedia news providers, bringing out both print and digital news but this is an ongoing and costly process.</p>
<p style="text-align: justify; ">In the Indian context however, things are a bit different, especially with regard to Indian language newspapers whose print business remains profitable, which positively impacts the dynamics of this transition. For our report, we interviewed over 30 senior editors, managers and rank-and-file journalists of three newsrooms – <a href="http://www.hindustantimes.com/">Hindustan Times</a>, <a href="http://www.jagran.com/">Dainik Jagran</a> and <a href="http://www.manoramaonline.com/">Malayala Manorama</a> – to understand how large Indian newspapers are reorganising themselves to cater to the demands of the digital space.</p>
<p style="text-align: justify; ">It has always been known than the print industry in India is still growing and we found that this leaves big Indian newspapers in a more comfortable position when it comes to investing in digital operations. Contrary to our assumptions, we discovered that these newspapers are taking aggressive steps to capture India’s growing digital audience and while Hindustan Times’ transition is very similar to English-language newspapers abroad, both Malayala Manorama and Dainik Jagran have adopted approaches that are specific to their niche audience and their position as market leaders.</p>
<h4 style="text-align: justify; "><b>Expansion rather than transition</b></h4>
<p style="text-align: justify; ">In contrast to the Hindustan Times, which has reorganised and equipped its existing print newsroom to do print as well as digital and mobile journalism, both the Indian language newspapers have focused on launching digital operations that run parallel to the print newspaper organisation.</p>
<p style="text-align: justify; ">This involved creating new brands (<a href="http://www.jagran.com/">Jagran Online</a>, <a href="http://www.jagranjosh.com/">Jagran Josh</a>, <a href="http://www.manoramaonline.com/">Manorama Online</a>), opening up new offices and hiring new personnel geared towards putting purely digital media products, that are not limited to news.</p>
<p style="text-align: justify; ">Sukirti Gupta, <a href="http://www.mmionline.in/">CEO of MMI Online</a> explains, “When we started thinking of our digital strategy, we were not looking so much at news but asking if there are new areas of growth as a media company and content was the first thing that seemed exciting for us. We looked at two genres that we thought would be great – health and education.”</p>
<p style="text-align: justify; ">Jagran Online includes ten websites covering news, health, entertainments, blogging and classifieds. Manorama Online lists fifteen websites as part of their operations, of which about ten are news, feature or content websites while the rest include a matrimonial site, classifieds and portals for real estate listings and doctor’s appointments.</p>
<h4 style="text-align: justify; "><b>Changing rhythms in the newsroom</b></h4>
<p style="text-align: justify; ">The production and distribution of digital news content for Malayala Manorama and Dainik Jagran is handled primarily by their respective digital counterparts from a separate newsroom. In adopting this approach, both newspapers have partially shielded their traditional newsrooms from the difficulties that arise when moving from a print to a digital newsrooms. At the same time Manorama Online and MMI Online, which operate as start-ups within these incumbent organisations, partially avoid the inertia that comes from their established organisational and professional cultures. Although print reporters are not directly involved with the digital publication, they continue to be the primary source of news for the website and mobile applications and have to adapt their workflow according to the demands of the online space.</p>
<p style="text-align: justify; ">This means that breaking news, a prominent feature of online news, has been made a priority for all reporters. “The journalism remains the same,” says Santosh Jacob George, Editor, Manorama Online, “the only difference is that we have to break the news ourselves while print has the whole day to produce the story. We’ve requested our print reporters to file first for online, either directly into the CMS or via WhatsApp.” At Dainik Jagran, Digital Editor Shekhar Tripathi, has the right to ask a reporter to file the story immediately for the website. “First our policy was print but now online is our first priority, but not at the cost of print. If a story breaks at 8 am, it first comes to me on WhatsApp. If I’m interested, I ask the reporter for more details and then to file the story. Our print reporters have gotten into the habit of filing stories online, they give us the facts first and add perspective later,” he says.</p>
<p style="text-align: justify; ">This change in rhythm has not come easily to the print newsrooms which are accustomed to filing stories towards an evening deadline but efforts by management are towards promoting a systematic collaboration between the print and online desks. Dainik Jagran’s Chief Editor has made digital a part of every journalist’s Key Result Area (KRA). “So it’s not just the digital team’s responsibility but now everyone has it in his list of duties and responsibilities to support digital,” explains Gupta. At Malayala Manorama, a clear set of guidelines to streamline workflow were introduced; ‘They called in senior people from print to have detailed discussions on this and our senior editors also visited individual bureaus and spoke to reporters there,’ informs an associate content producer, recalling efforts to sensitise print journalists to the demands of digital news.</p>
<h4 style="text-align: justify; "><b>Emergence of new forms of newswork</b></h4>
<p style="text-align: justify; ">Apart from the changes in workflow, the medium demands the use of various new tools and methods to gather, publish and distribute news. This has resulted in the emergence of new kinds of newswork performed by a new category of news workers. At the Hindustan Times newsroom, this work is performed by journalists who work on the online and audience engagement desks while at Dainik Jagran and Malayala Manorama, it is carried out by ‘content producers’ of the digital newsrooms. Although writers and editors for Manorama Online are journalism graduates who have also undergone journalism training specific to MM’s writing styles and journalistic values, they are designated as ‘content producers’ to differentiate their role from that of print journalists. At MMI Online, content producers do not necessarily possess prior journalistic experience, but have experience in web content production.</p>
<p style="text-align: justify; ">These content producers are social media savvy, have an eye for trending topics, are acutely aware of their competition and feel directly responsible for performance of their stories and subsequently, revenue. “We have to be very quick and prepare keyword-stuffed, trending news in a matter of minutes. It’s a race not just to get clicks but to retain the audience,” informs a junior content producer at Jagran Josh. “In print, your job [is], you write your story and you are done. With online we are more responsible for the outcomes. A well-researched story may not garner too many views so we have the option and the responsibility to package and redistribute the story until it finds the audience,” explains a senior content producer at Manorama Online.</p>
<p style="text-align: justify; ">Aside from these key observations, our interviews revealed the increased use of audience analytics combined with the introduction of new applications like <a href="https://chartbeat.com/">Chartbeat</a> and <a href="http://www.parsely.com/">Parse.ly</a> that analyse performance of stories and aid in editorial decision making, the increased use of social media sites like Facebook and Twitter as a source of news and distribution, experiments with new forms of storytelling, especially with the use of mobile phones and a renewed focus on hyperlocal news especially in the case of Indian-language publications.</p>
<p style="text-align: justify; ">Our findings, which are limited to observations of what changes are taking place within newsrooms and how this is impacting journalists, open up several questions about the current state of journalism in India, the increasing interdependence on social media platforms, especially Facebook, the use of external software to make editorial decisions, the evolving role of journalists in digital newsrooms and finally, the question of developing a sustainable business model for news on the web.</p>
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<p><i>This article is based on a report co-authored by Zeenab Aneez, Sumandro Chattapadhyay from the Centre for Internet and Society, Vibodh Parthasarathi of the Centre for Culture, Media and Governance, Jamia Milia Islamia and Rasmus Kleis Nielson of the Reuters Institute for the Study of Journalism. The open access report can be read and downloaded on the Reuters Institute website </i><a href="http://reutersinstitute.politics.ox.ac.uk/publication/indian-newspapers-digital-transition">here</a><i>. <br /></i></p>
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For more details visit <a href='https://cis-india.org/raw/london-school-of-economics-and-political-science-january-16-2017-digital-transitions-in-the-newsroom-how-are-indian-language-papers-adapting-differently'>https://cis-india.org/raw/london-school-of-economics-and-political-science-january-16-2017-digital-transitions-in-the-newsroom-how-are-indian-language-papers-adapting-differently</a>
</p>
No publisherzeenabRAW ResearchRAW PublicationsResearchers at WorkResearch2017-02-03T01:50:20ZBlog EntryIndian Newspapers' Digital Transition
https://cis-india.org/raw/indian-newspapers-digital-transition
<b>This report examines the digital transition underway at three leading newspapers in India, the Dainik Jagran in Hindi, English-language Hindustan Times, and Malayala Manorama in Malayalam. Our focus is on how they are changing their newsroom organisation and journalistic work to expand their digital presence and adapt to a changing media environment. The report comes out of a collaboration between the CIS and the Reuters Institute for the Study of Journalism, University of Oxford, and was supported by the latter. The research was undertaken by Zeenab Aneez, with contributions from Rasmus Kleis Nielsen, Vibodh Parthasarathi, and Sumandro Chattapadhyay.</b>
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<h4>Download: <a href="http://reutersinstitute.politics.ox.ac.uk/sites/default/files/Indian%20Newspapers%27%20Digital%20Transition.pdf">PDF</a>.</h4>
<p>Cross-posted from the <a href="http://reutersinstitute.politics.ox.ac.uk/publication/indian-newspapers-digital-transition">Reuters Institute for the Study of Journalism</a> (December 08, 2016).</p>
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<h2>Executive Summary</h2>
<p>This report examines the digital transition underway at three leading newspapers in India, the <em>Dainik Jagran</em> in Hindi, English-language <em>Hindustan Times</em>, and <em>Malayala Manorama</em> in Malayalam. Our focus is on how they are changing their newsroom organisation and journalistic work to expand their digital presence and adapt to a changing media environment.</p>
<p>The background for the report is the rapid and continued growth in digital media use in India. Especially since 2010, internet use has grown at an explosive pace, driven by the spread of mobile web access, also outside large urban areas and the more affluent and highly educated English-language minority that have historically represented a large part of India’s internet users. Some analysts estimate more than 30% of Indians had some form of internet access by the end of 2015 (IAMAI-IMRB, 2015). With this growth has come a perceptible shift of audience attention and advertising investment away from legacy media like print and television and towards digital media. This shift has been accompanied by the launch of a number of new digital media start-ups in India and, especially, the growing role of large international technology companies investing in the Indian market.</p>
<p>These developments present Indian newspapers with new challenges and opportunities. Print circulation and advertising is still growing in India, but more slowly than in the past, and especially the English-language market
seems saturated and ripe for the shift towards digital media that has happened elsewhere. From 2014 to 2015, the Indian advertising market grew by 13%. Print grew 8%, but English-language newspaper advertising only half of that. Digital advertising, in contrast, grew by 38%, and is projected to continue to grow for years to come as digital media become more central to India’s overall media environment (KPMG-FICCI, 2016).</p>
<p>If they want to secure their long-term future and continued editorial and commercial success, Indian newspapers have to adapt to these changes. The three case studies in this report represent three different examples of how major newspapers are navigating this transition.</p>
<p>Based on over 30 interviews conducted with senior management, editors, and rank-and-file reporters from three major newspapers, as well as other senior journalists and researchers who have wider experience in the Indian
news industry, plus secondary sources including industry reports and academic research, we show the following.</p>
<ul><li>All three newspapers are proactively investing in digital media technology and expertise, and adapting their editorial priorities, parts of their daily workflow, distribution strategies, and business model to the
rise of digital media. Tools like Chartbeat are now commonplace; search engine optimisation, social media optimisation, and audience analytics are part of everyday work; and some are experimenting with new
formats (<em>Hindustan Times</em> was a launch partner for Facebook Instant Articles; <em>Manorama Online</em> has produced both Virtual Reality and 360 videos, an Apple watch app, and is on Amazon Echo).<br /><br /></li>
<li>Given that the print newspaper industry is still growing in India, especially in Indian-language markets, these newspapers are innovating from a position of relative strength in comparison to their North American and European counterparts. However, this is done with the awareness that that print is becoming a relatively less important part of the Indian media environment, and digital media more important. Short-term, reach and profits come from print, but longer term, all have to build a strong digital presence to succeed editorially and commercially.<br /><br /></li>
<li>All three newspapers aim to do this by building on the assets they have as legacy media organisations, and trying to leverage their brand reputation, audience reach, and editorial resources to maintain an edge over digital news start-ups and international news providers. Their legacy, however, offers not only assets, but also liabilities. As successful incumbents, all of them struggle with the inertia that comes from established organisational structures and professional cultures. To change their organisation and culture, and thus more effectively combine new technologies and skills with existing core competences, each newspaper is not only investing in digital media and personnel, but also trying to change at least parts of the existing newspaper to adapt to an increasingly digital media environment.<br /><br /></li>
<li>They do this in different ways. At <em>Dainik Jagran</em> and <em>Malayala Manorama</em>, the focus has been on building up separate digital operations at Jagran.com and Manorama Online, apart from the printed newspaper itself. At the <em>Hindustan Times</em>, in contrast, the aim has been to integrate print and digital in a joint operation working across platforms and channels. <em>Dainik Jagran</em> and <em>Malayala Manoroma</em> have thus focused mostly on building up new digital assets, whereas the <em>Hindustan Times</em> has been transforming existing assets to work across platforms. At <em>Dainik Jagran</em> and <em>Malayala Manorama</em>, much of the push for change has come from management, whereas there has been a stronger editorial involvement at the <em>Hindustan Times</em>, and a greater attempt to engage rank-and-file reporters through training sessions and other initiative designed to demonstrate not only the commercial importance, but also the editorial potential, of digital media.<br /><br /></li>
<li>All three newspapers have found that expanding their digital operations requires investment of money in new technologies and in staff with new skills. But it is also clear that this is not enough. Investment in technology has to be accompanied by a change in organisation and culture to effectively leverage existing assets in a digital media environment. In their attempts to do this, the most significant barriers have been a perceived cultural hierarchy, deeply ingrained especially in the newsroom, that print journalism is somehow inherently superior to
digital journalism, and a lack of effective synergy between editorial leaders and managers, often combined with a lack of technical know-how. Money can buy new tools and bring in new expertise, but it cannot on its own change culture, ensure synergy, or align the organisation with new priorities. This requires leadership and broad-based change. Long-term, senior editors, management, and rank-and-file reporters will have to work and change together to secure Indian newspapers’ role in an increasingly digital media environment.</li></ul>
<p>Digital media thus present Indian newspapers with challenges and opportunities similar to those newspapers have faced elsewhere. Only they face these from a position of greater strength, because of the continued growth in their print business, and with the benefit of having seen how things have developed in more technologically developed markets. We hope this report will help them navigate the digital transition ahead.</p>
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For more details visit <a href='https://cis-india.org/raw/indian-newspapers-digital-transition'>https://cis-india.org/raw/indian-newspapers-digital-transition</a>
</p>
No publisherzeenabDigital NewsRAW PublicationsResearchers at WorkResearchDigital MediaFeaturedPublicationsHomepage2016-12-09T07:12:53ZBlog EntryDigital Transition in Newspapers in India: A Pilot Study
https://cis-india.org/raw/digital-transition-in-newspapers-in-india-pilot-study
<b>This pilot study situates itself at the intersection of global trends in news and journalism, and emergent practises of legacy print media in India. Our aim is to explore how legacy print newspapers are transitioning to the online space. The study will address questions in two thematic clusters: 1) the work of journalism, and 2) how the emergence of the digital, both as a source of news, and the medium of distribution, is shaping the work of newspaper journalists.</b>
<p> </p>
<h2>Introduction</h2>
<p>This pilot study situates itself at the intersection of global trends in news and journalism, and emergent practises of legacy print media in India. Our aim is to explore how legacy print newspapers are transitioning to the online space. The study will address questions in two thematic clusters: 1) the work of journalism, and 2) how the emergence of the digital, both as a source of news, and the medium of distribution, is shaping the work of newspaper journalists, which has expanded to include various functions particular to the digital environment. And two, newsroom practices, which focus on the different modalities of convergence emerging in Indian newsrooms, and the organisational re-engineering that is being attempted in order to do journalism in a space where professional editors and journalists no longer have dominance with respect to the production and distribution of content.</p>
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<h2>News Culture in Transition</h2>
<p>The influx of digital technology combined with advancements in the field of telecommunications has had a disruptive effect on the global news industry. This year’s World Press Trends survey, released last month, reports that at least 40 per cent of global internet users read newspapers online and that in most developed countries, readership on digital platforms has surpassed that in print(WAN-INFRA, 2016). However, while revenue from print is said to be declining, it still makes up for more than 92 per cent of all newspapers revenues. At the same time, circulation increased by 4.9 per cent globally, mostly owing to the 7.8 per cent growth in numbers from India, China and other parts of Asia which made up 62% of the global average daily print unit circulation in 2015. This growth, the report suggests, is a function of low prices and expanding literacy in these markets.</p>
<p>While newspapers are a thriving industry in India, newspaper organisations and journalists are adopting new technology in order to remain relevant in a fast changing environment (Chattopadhyay 2012, Panda 2014). One one hand, they are swept up in the disruptive shifts in the global media economy, while on the other, they are in a unique position to convert this disruption into an opportunity.</p>
<p>The WPT report also notes, perhaps to the relief of those struggling to find a sustainable revenue model for digital news, that revenue from paid digital circulation has increased 30 per cent in 2015 and that one in five readers from the countries studied are willing to pay for online news. Revenue from digital advertising on the other hand, is growing at the slower pace of 7.3 per cent.</p>
<p>The report points out that there is a huge opportunity in mobile growth, with more than 70 per cent of readers in countries like USA, UK, Australia and Canada reading newspapers via a mobile device. Similar trends can be seen in India, as internet usage here is increasingly shaped by mobile growth (Google India Report, 2015). The fact that many digital-born news sites are adopting a mobile-first strategy (Sen and Nielsen, 2016) reflects this. More recently, Hindustan Times has hired a mobile editor to build a team of over 700 journalists specialising in mobile journalism.</p>
<p>Earlier this year the Reuters Institute for the Study of Journalism released a report on digital news start-ups in India (Sen and Nielsen, 2016), which explores how digital-born news start-ups are developing new editorial priorities, funding models and distribution strategies for news in the Indian digital media market. The study, which included observing the practices of The Quint, Scroll, The Wire, Khabar Lahariya, Daily Hunt and InShorts, concluded that India was not short of noteworthy experiments in journalism and online news. It also found that more news publishers are adopting mobile-first approaches, given that internet use in India is increasingly through mobile devices. More relevant to this study, the report established that social media has emerged as a tool for distribution and also stated that digital news start-ups are turning their focus to Hindi and local language content, in order to serve new audiences.</p>
<p> </p>
<h2>Studying the Effects of Convergence</h2>
<p>Their digital transition can be witnessed on two counts: publishing with digital and publishing for digital. The first involves a shift towards using the digital in the process of sourcing and publishing news. Workflow is managed by advanced content management systems, news articles contain multimedia and interactivity that require technical expertise, and the web and social media are increasingly becoming a reliable source of primary and secondary information for journalists. Second, publishing for the highly competitive comes with it’s own challenges. Distribution and consumption of news is increasingly being carried out on digital platforms, fostering a culture of interdependence that impacts news providers in previously unforeseen ways. As the decision to prioritise their digital products take hold, newsrooms themselves evolve to contain a diverse range of skill and expertise.</p>
<p>According to the 2015 Trends in Newsroom report, editors and senior reporters in newsrooms across the globe are experimenting with new ways of storytelling using podcasts, chat apps, automation, virtual reality and gamification, as well as dealing with new challenges with respect to source protection in the face of increased surveillance and intermediaries like Facebook and Google and reporting on culturally sensitive subjects(World Editors Forum, 2015).</p>
<p>The dynamics of these shifts in different countries may be shaped by several factors including the availability of human and financial resources, and pace of adoption of new technologies by the readers. In markets like Japan, complexities of the existing newspaper trade in the country act as a deterrent to technological change (Villi and Hayashi, 2014). Given the pace at which the media ecology of the web evolves; this transition is an ongoing process characterised by experiments in business, marketing and editorial strategies. A good example of such an experiment is last week’s decision by leading Indian newspapers, to make their content unavailable to those consumers who had ad-blocking software installed.</p>
<p>Such a shift also demands that we ask new questions of news in journalism. In his paper on studying computational and algorithmic journalism, C. W. Anderson tackles how sociologists and media scholars can frame inquiries related to journalism, given its computational turn (Anderson, 2012). He suggests using the added lens of ‘technology’ and ‘institutions and fields’ to Michael Schudson’s (Schudson, 2010) typology on the sociology of news which approaches the study of news from economic, political, cultural and organisational approaches. While most of these are self-explanatory, by institutions and fields, he refers to the ‘field of journalism’ as a whole and the different actors that shape it. This frame will examine the cultural power struggles that occur within the field and the way these struggles shape newsroom practises and news content (Anderson, 2012). Anderson adds that it is imperative to understand that the dynamics of the field of journalism are closely connected to nearby fields which now include computer science, web development and digital advertising.</p>
<p>We adopted a similar approach for our study. We began our inquiry by asking questions about how the emergence of digital technologies and the Internet are changing the process of producing news and how news organisations are rising up to the challenges posed by the digital space: what technologies and software are being used in the production and distribution of news in India, how are these technologies and softwares influencing the process of news production and distribution, how are the everyday practices and roles with respect to journalistic and editorial work transforming with their transition to digital, how do media agencies conceptualise and measure online viewership, and how do these metrics impact journalistic and editorial practices.</p>
<p>These questions led us to explore how leading legacy print newspapers across three language markets - English, Hindi and Malayalam - are making the transition from producing news stories exclusively for print to producing multimedia stories for the highly competitive and and diverse media ecology of the web.</p>
<p> </p>
<h2>Research Plan</h2>
<p>As already mentioned, the study is divided into two thematic clusters: <strong>work of journalism</strong> and <strong>newsroom practises</strong>.</p>
<p>The former will include asking questions related to strategies and skills of information gathering and validation, methods and tools of communicating a news story in an online-first (or simultaneously print and online) environment, personal engagements with audiences via social media websites, new methods of performance assessment and sources and practices of learning and capacity building.</p>
<p>The latter will explore how choice/emphasis of content and reportage is being re-shaped by the digital environment by inquiring into changes in editorial responsibilities, dynamics of decision making, news-making workflows, technical diversity of the work force, and interaction between news producers within an increasingly convergent newsroom.</p>
<p>This being a pilot study, we will conduct intensive interviews with journalists, editors, and management personnel associated with one newspaper in each language market: 1) <strong>Hindustan Times</strong> in English, 2) <strong>Dainik Jagran</strong> in Hindi, and 3) <strong>Malayala Manorama</strong> in Malayalam. We selected these three languages due to their large market sizes and geographic distribution, and selected the newspapers for either their pioneering efforts in adopting digital technologies, or their dominant position in terms of circulation.</p>
<p>The research team includes Zeenab Aneez and Sumandro Chattapadhyay from CIS, and RISJ Director of Research Rasmus Kleis Nielsen. Vibodh Parthasarathi from CCMG, Jamia Millia Islamia, will contribute to the study as an advisor.</p>
<p> </p>
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<p>Paulussen, Steve and Pieter Ugille. 2008. ‘User Generated Content in the Newsroom: Professional and Organisational Constraints on Participatory Journalism.’ <em>Westminster Papers in Communication and Culture</em>. 5(2): 24-41.</p>
<p>Royal, Cindy. 2010. ‘The Journalist as Programmer: A Case Study of The New York Times Interactive News Technology Department.’ Presented at the International Symposium in Online Journalism, The University of Texas at Austin, April 20. Accessed from <a href="https://online.journalism.utexas.edu/2010/papers/Royal10.pdf">https://online.journalism.utexas.edu/2010/papers/Royal10.pdf</a>.</p>
<p>Schudson, Michael. 2010. ‘Political Observatories, Databases * News in the Emerging Ecology of Public Information’. <em>Daedalus</em>. 139(2): 100–109. doi:10.1162/daed.2010.139.2.100.</p>
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<p>‘Nine top #TrendsinNewsrooms’. 2015. WAN-IFRA blog. <a href="http://blog.wan-ifra.org/2015/06/02/nine-top-trendsinnewsrooms-of-2015">http://blog.wan-ifra.org/2015/06/02/nine-top-trendsinnewsrooms-of-2015</a>.</p>
<p>Villi, M., and K. Hayashi. 2014. ‘“The Mission Is to Keep This Industry Intact”: Digital Transition in the Japanese Newspaper Industry’. In 64th Annual International Communication Association (ICA) Conference, Seattle, WA, 22-26 May.</p>
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For more details visit <a href='https://cis-india.org/raw/digital-transition-in-newspapers-in-india-pilot-study'>https://cis-india.org/raw/digital-transition-in-newspapers-in-india-pilot-study</a>
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