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The media economy and production literature offers insights into the international activities of media companies that provide products in ‘world languages’. Researchers point out that English-language content and, thus, English-language companies have a linguistic advantage and dominate the global media market. In comparison, there is limited knowledge of how companies that originate from non-dominant-language territories expand their activities abroad. This is all the more relevant as digitisation and fragmentation transform markets and new business opportunities arise. Against this background, we ask whether media companies from non-dominant-language markets can benefit from new constellations and business models to overcome linguistic and strategic disadvantages. We use the example of German-language media companies to explore whether and how digitisation and, to some extent, fragmentation mediate the cross-border activities of non-dominant-language media companies. Using qualitative interviews with top media managers, we address their market perceptions and strategies regarding cross-border activities. In sum, market hierarchies remain persistent, as new challenges, such as portfolio redefinition and rising competition, emerge. However, companies focusing on generic products or niche markets can benefit from digitisation, as can companies that have already grew large and overcome their linguistic constraints.
Rimscha et al. (Thu,) studied this question.
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