| dc.description.abstract | In the present article, we compare the models that the management in two leading com-
mercial Norwegian media organizations, one with a foothold in the written press,
Verdens
Gang
(VG), and one in television, TV 2, have used in dealing with the disruptive change in
news caused by the introduction of rolling news. Both started with an experimental internal
phase but later used different models to organize their news production. By establishing a
spin-off, separate from the printed newspaper, VG retreated from synergies between online
and offline productions, but gained by having two organizations dedicated to the processes
and values of each medium. Their online services are financed by advertisements alone. The
commercially financed television channel, TV 2, used an acquisition model, but encountered
problems with integrating the parts. Today, their strategy involves a proliferation of digital
TV channels, financed by a combination of advertisements and payment from viewers. Not
only their Internet site, but particularly their 24/7 news channel Nyhetskanalen
is a central element in the production of continous news | sv |
