English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Plus monthly

Global: Zendy Tools annual

Global: Zendy Tools monthly

Global: Zendy Free Plan

The Globe and Mail’s monopolistic position as the only national newspaper in Canada was challenged in 1998 with the launch of the National Post. The Globe’s leaders responded by launching a major change initiative aimed at updating the paper to the new competitive environment. The aim of this thesis was to extrapolate a model of best practice from the existing body of change management literature and use it to evaluate the change efforts at the Globe, while seeking to adapt theories of change for the media / newspapers. The thesis concludes that change management theories seem to, in general, apply to the newspaper context. A major discrepancy, however, appears to be empowerment and participative leadership, which apparently can be bypassed by newspaper leaders with no apparent ill effects on a change effort. The other principal conclusion is that a vision can be applied by more than one change leader.

Enemy at the gates : an analysis of changes at the Globe and Mail after the launch of the National Post, 1998-2003