This study seeks to show how Nike, Inc. has effectively followed a strategy to increase the sale of its products that can be characterized as propaganda. Regarding method, this is a qualitative study which applied the propaganda analysis plan developed by Jowett & O'Donnell (1992) to examine and describe (1) Nike's ideology, (2) corporate structure and culture, (3) purpose, (4) targeted audiences, (5) the dissemination of the propaganda, (6) techniques for increasing its effectiveness, (7) existing counterpropaganda and contradictions, and (8) the effectiveness of the campaign. The study provides evidence that Nike engages in propaganda through an organized, systematic, and deliberate attempt to influence the beliefs, attitudes, perceptions, and actions of specific audiences for the purpose of accomplishing fixed objectives.

In order to survive in a hyper-competitive media marketplace, managers must constantly evaluate new technologies and their potential impact on the industry. Using theories on innovation management in organization, this study examined the processes used by managers at daily newspaper in the U.S. during the time period of 1992-2005 to plan for publishing content online. Fourteen subjects, all of whom held management positions during this time, were interviewed at length about their experiences. Their responses reveal that the processes were generally haphazard. This was a result of several factors, some of which were external to the newspaper industry, and others which were cultural, internal forces. Despite a general level of disorganization in the processes, the responses do identify some practices that can be used as blueprints for media organizations that wish to rethink their approach to potentially disruptive technologies.

This study explains the development of Business Week from its beginning in 1929 to 1975 and its changes over this forty-five-year period in format, content and editors. The study shows how Business Week developed, reflecting the history of American business, industry, labor, and the rise of the consumer, and recorded the growth and changes in the magazine's format, news departments, services and features, and staff. The study traces the development of Business Week in three periods, 1929, 1930-1950, and 1955-1975; and concludes that Business Week is the leading magazine publication in the business press. The sources of data for this study primarily include the executives of Business Week and the magazine itself.