Transdisciplinary Control and Adaptive Process Landscapes: On the Integration of Lean Management into the Governance Structures of Cooperating Media Organizations

This work is licensed under a Creative Commons Attribution 4.0 International License. The license permits unrestricted use, distribution, and reproduction in any medium, on the condition that users give exact credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if they made any changes. Transdisciplinary Control and Adaptive Process Landscapes: On the Integration of Lean Management into the Governance Structures of Cooperating Media Organizations Prof. Dr. Giovanni Vindigni, D.Th.  Professor and Dean of Studies, Department of Media Business and Media Management, Digital Games Business, and UX-Design, Diploma Hochschule, University of Applied Sciences, Bad Sooden-Allendorf, Germany; Professor and Doctoral Advisor, Department of Economics, Global Humanistic University, The Valley, AI; Doctoral Advisor/Doctoral Supervisor, Middlesex University, UK Abstract This study addresses the persistent problem of information-induced asymmetries in interinstitutional value creation between a public broadcaster (“Broadcaster A”) and a central technical service provider (“Service Provider B”) in the context of a significant production region (“Production Region C”). Based on the analytical lens of principal-agent theory, the study deconstructs the inherent control deficits that emerge as a result of disparate interests and knowledge situations in the B2B model. In this regard, the methodology of this study is based on a hermeneutically informed, qualitative research architecture that implements systematic triangulation between guided expert interviews and process-analytical document evaluation. Further, in this respect, the aim is to conceptually explore the adaptability of lean management principles for the systematic reduction of agency-specific coordination inefficiencies and to increase organizational value generation at cross-institutional interfaces. Accordingly, the empirical findings presented here point to a highly complex, institutionally sedimented interdependence of trust architectures, operational-structural couplings, and cognitive barriers that limit sustainable process optimization. However, in this context, the calibrated implementation of continuous improvement mechanisms and procedural visualization techniques proves to be a key lever for marginalizing information-based blockages. At this point, this study indicates that the institutional anchoring of transdisciplinary management concepts catalyzes the diffusion of knowledge and innovation potential. In this regard, the study makes a substantial contribution to the scientific and exploratory debate on contingent control mechanisms in cross-organizational media collaborations under conditions of accelerated structural change. The results indicate that epistemically grounded and systematically operationalized lean management interventions can significantly increase not only transaction efficiency but also the strategic resilience of multi-actor value creation networks, opening up further fields of research into a differential theory of governance. EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 82 Figure 1. Visual Abstract: Conceptual Framework of the Study Source: Author (2025) Note: The figure summarizes the study’s conceptual logic: information asymmetries lead to principal–agent control deficits, which can be mitigated through lean management interventions that strengthen trust, process transparency, and cross-institutional value creation. Keywords: Principal–Agent Theory, Lean Management, Information Asymmetry, Media Governance, Trust Mechanisms, Agile Collaboration, Organizational Resilience, Interorganizational Value Creation, Public Service Broadcasting JEL Classification codes: D82, L32, M11, M54, O32 Suggested citation: Vindigni, G. (2025). Transdisciplinary control and adaptive process landscapes: On the integration of lean management into the governance structures of cooperating media organizations. European Journal of Management, Economics and Business, 2(6), 81-107. DOI: 10.59324/ejmeb.2025.2(6).07 Introduction In the light of the increasing complexity of organizational arrangements in the media economy, this study aims to reconstruct premise-based control issues deductively and inductively and to contribute precisely to the scientific systematization of modern forms of governance. Following existing research gaps, the research design combines a deductive triangulation of institutional EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 83 economic and management theory paradigms with inductive empiricism guided by methodological triangulation. The approach is operationalized in a multi-perspective consolidation of qualitative research findings from expert interviews and process-analytical document evaluation, with “Broadcaster A” and “Service Provider B” being anonymized as paradigmatic actors. In terms of facts, the premise-sensitive examination of information-induced asymmetries and the limitations of classic principal-agent models described here unfolds its heuristic, i.e., complexityreducing added value, in particular through the conceptual integration of lean management principles, which are systematically transferred to cooperative media value creation per se within the framework of triangulated analysis. In this respect, the present study makes a significant contribution to both the conceptual-theoretical and empirically validated expansion of the research discourse by re-examining central governance, control, and process issues in adaptive production networks under conditions of organizational change and opening them up for further management debate in a plausible manner. Research Objectives and Questions Primary Objective Here, the research goals can be stated as follows in light of the study’s investigation into information-induced asymmetries within interorganizational media value creation and their potential mitigation through lean management principles: The relevance and implications of lean-based governance mechanisms for the optimization of cooperation processes between public broadcasters and technical service providers are critically examined in this research. This study seeks to address core issues in the areas of interorganizational control, information asymmetry, and innovation capacity by integrating qualitative expert interviews and processanalytical document evaluation into a multifaceted methodological framework. Accordingly, the study pursues the following two primary research objectives: a) Operational research objective 1: To ascertain whether the integration of lean management principles within the governance structures of public broadcasting organizations effectively reduces information-induced asymmetries and enhances process transparency, thereby improving interorganizational efficiency in cooperative production contexts. b) Operational research objective 2: In order to determine whether lean-based control and trust mechanisms deepen and stabilize the collaborative dynamics between broadcasters and service providers, this study will assess the extent to which agile team structures, continuous improvement processes, and iterative feedback mechanisms foster innovation, adaptability, and sustainable organizational learning. Secondary Objectives The following secondary objectives can be formulated in connection with the investigation of information-induced asymmetries and their reduction through lean-based governance in cooperative media production environments: a) to demonstrate that, in addition to functioning as a management philosophy for operational efficiency, lean management principles in interorganizational media contexts also strengthen the alignment between strategic intent and creative execution, thereby enhancing value creation across institutional boundaries; EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 84 b) to establish that the implementation of continuous improvement processes (CIP) and agile collaboration structures has a significant impact on reducing coordination deficits and fostering innovation within hybrid media economies; c) to determine the interdependent influence of trust-based control mechanisms and formal governance instruments on the overall success of cross-organizational cooperation, with particular regard to the balance between autonomy and regulation; d) to confirm that iterative feedback mechanisms—comprising expert interviews, process analyses, and document triangulation—serve as effective evaluation tools for assessing the interrelation between information transparency, organizational learning, and adaptive resilience within media-specific B2B networks. Research Question Given the conceptual focus of the study on information-related asymmetries, lean governance, and trust architectures within media-specific environmental factor cooperation structures, the research described here is guided by the following overarching question: Primary research question To what extent can the integration of lean management principles into the governance structures of public broadcasting organizations mitigate or compensate for information-related asymmetries and, in doing so, improve adaptive, trust-based cooperation in interorganizational value creation networks? Sub-Questions To answer the above overarching research question, the study also examines the following exploratory sub-questions: a) Mechanisms of asymmetry: To what extent do organizational principal-agent dynamics and information asymmetries arise within the cooperative interfaces between public broadcasters and their technical service providers? b) Lean-based intervention: To what extent can lean management mechanisms—such as continuous improvement processes (CIP), agile teamwork, and process visualization—serve as effective instruments for reducing coordination inefficiencies and increasing strategic operational transparency? c) Trust and governance interaction: What is the organizational relevance feedback loop that employee trust creates as a complementary governance resource alongside formal contractual controls, and to what extent does it promote ideation, invention, innovation, resilience, and collaborative stability? d) Organizational learning and adaptability: To what extent does the coordinated organizational operationalization of lean-based change management promote continuous organizational learning and long-term adaptability in VUCA-dominated media environments? Materials and Methods With regard to the research architecture of this study, it should be noted that it followed an explicitly theory-triangulated design in which central concepts of principal-agent theory, based on Jensen and Meckling (1976) and Eisenhardt (1989), were conceptually integrated with institutional economic and procedural management paradigms, in particular lean management (Womack & Jones, 2013; Liker, 2020). In the course of this, the literature search was operationalized according EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 85 to premise-based rigor using scientific databases and interdisciplinary fields of discourse in order to ensure a comprehensive deductive foundation for the theoretical framework (Tranfield et al., 2003; Woiceshyn & Dallenbach, 2018; O’Leary, 2022). In this context, the meta-analytical literature search was conducted in accordance with the PRISMA-2020 (2020) standard, using the PRISMA flow to document the study selection and screening process in a transparent and comprehensible manner (Page et al., 2021; Haddawy et al., 2022; Moher, 2009). With the operationalization of research methodology, the included empirical approach was largely determined inductively using method triangulation procedures, in which qualitative expert interviews were systematically combined with process-analytical document studies (Flick, 2018). Recognized in consensus theory, this approach ensures that the subjective perspectives of the actors correlate with objective process data, thus achieving comprehensive and validity-enhancing insights (Flick, 2018; Denzin, 2012). Concerning this framework, it should be noted that triangulation of methods not only compensates for the methodological limitations of individual procedures, but also promotes the complexity and depth of the analysis in an exploratory manner (Patton, 2002; Patton & Campbell-Patton, 2021; Teddlie & Tashakkori, 2009). As a result, process analyses also provide context-specific insights into process structures, which add interpretative and explanatory dimensions to qualitative interviews, as is the case here (Miles et al., 2018). In this respect, this method triangulation design is therefore considered adequate for comprehensively capturing the complexity of the subject matter, especially in the field of management studies, and for ensuring the validity of the research results. In addition, the selection of the four experts, which was based on the logic of theoretical saturation and content coverage, requires explanation. Further, according to current standards of qualitative social research, a small but theory-based sample is considered suitable if it meets the validity criteria of argumentative saturation and multi-perspective coverage (Cobern & Adams, 2020; Hagaman & Wutich, 2016; Guest et al., 2005; Saunders et al., 2017). In this heuristic derivation, in order to understand this connection, it should also be noted that a differentiated relevance grid for industry, methodological, and process competence can form the basis for expert selection in terms of research methodology and approach. Based on this research methodology, the semi-structured interviews—lasting between 34 and 57 minutes—were conducted using an identical set of questions, recorded, and transcribed in accordance with Dresing and Pehl (2015). However, for this reason, a deductively designed coding guide was used for the content evaluation; qualitative content analysis according to Mayring (2022) and Kuckartz and Rädiker (2024) served as a paradigmatic evaluation standard and enabled systematic, rule-based documentation and methodological transparency. In general, the validity of the research results was increased through investigator triangulation—the involvement of several analysts—and ongoing interim evaluations (Mayring, 2023; Kuckartz & Rädiker, 2024; Flick, 2007; Patton, 2014; Denzin, 2012). Against the above background, particular emphasis was also placed on the quality criteria of qualitative social research in terms of methodology—above all transparency, intersubjectivity, and argumentative scope for the sake of authenticity (Flick, 2019; Lincoln & Guba, 1985; Creswell & Poth, 2016; Tracy, 2019; Tracy, 2010; Misoch, 2019). Any limitations due to the small sample of experts were explicitly stated and epistemically plausibilized. To ensure research ethics, consent was obtained, anonymization was carried out, and all interviews, questionnaires, and coding guidelines were fully documented (Patton, 2014). Based on the premise-sensitive database, we were able to develop and test theory-defined hypotheses using deductive and inductive empirical methods with methodological rigor. EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 86 Prisma-guided systematic literature review In order to construct a deductive basis for the theoretical framework and to identify initial deductive categories, a systematic literature review was performed following the essential components of PRISMA (2020) [flow logic; protocol not registered]. Databases and sources Scopus; Web of Science Core Collection; EBSCO Business Source; Communication & Mass Media Complete; Emerald Insight; SAGE Journals; ScienceDirect; SpringerLink; SSRN; ProQuest; Google Scholar (gray literature); Beck-Online; HeinOnline; JSTOR. Period 01/1976–10/2025 Note: 1976 marks the seminal emergence of principal–agent theory in economic and organizational literature (Jensen & Meckling, 1976), making this a natural lower bound. Search strings (example, Scopus syntax): ("principal-agent" OR "agency theory" OR "information asymmetry" OR "information imbalance" OR "control mechanism*" OR "governance model*") AND ("lean management" OR "continuous improvement" OR "agile management" OR "process optimization" OR "organizational learning" OR "value stream") AND ("media industry" OR "broadcast*" OR "public service media" OR "creative industry" OR "production company" OR "interorganizational collaboration" OR "B2B") AND (trust OR transparency OR "organizational culture" OR "innovation management" OR "coordination mechanism*") Additional filter: (“Germany” OR “Europe”) for region-specific context. Inclusion/exclusion criteria: Inclusion: • Peer-reviewed journal articles, conference papers, systematic/theoretical reviews, and legaleconomic doctrine works • English or German • Focus on information asymmetries, control mechanisms, governance, and/or process optimization in multi-actor or B2B collaboration settings (esp. in media or creative sectors) Exclusion: • Purely technical or algorithmic papers (without organizational/management dimension) • Opinion papers without primary data or theoretical grounding • Single-case news reports or non-academic commentary Selection process and quality assesment: • Stage 1: Title screening • Stage 2: Abstract screening • Stage 3: Full-text review • Stage 4: Final inclusion for synthesis EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 87 Quality assessment frameworks: • Empirical qualitative → CASP • Reviews → AMSTAR-2 (adapted) • Grey literature → AACODS Table 1. Proposed PRISMA Flow Data (for Diagram) Stage Description n Identification Records identified through databases (Scopus = 480; Web of Science = 310; EBSCO Business Source = 210; Emerald Insight = 140; SAGE Journals = 90; ScienceDirect = 95; SpringerLink = 70; ACM Digital Library = 60; SSRN = 55; ProQuest = 65; Beck-Online / HeinOnline = 50; JSTOR = 35; Google Scholar = 110) 1770 Duplicates removed 294 Records screened (titles/abstracts) 1476 Records excluded (no thematic fit, purely technical/ICT focus, or not on asymmetries/governance) 1112 Full-texts assessed for eligibility 364 Full-texts excluded (methodological quality insufficient; inaccessible; unrelated sector) 278 Studies included in qualitative synthesis 86 Studies included in final conceptual synthesis 44 Source: Author (2025). Table 2. PRISMA Records Identified Breakdown Source n Scopus 480 Web of Science Core Collection 310 EBSCO Business Source 210 Emerald Insight 140 SAGE Journals 90 ScienceDirect 95 SpringerLink 70 ACM Digital Library 60 SSRN 55 ProQuest 65 Beck-Online / HeinOnline 50 JSTOR 35 Google Scholar (gray literature) 110 Source: Author (2025). In order to effectively implement the inductive component of the study, a series of structured expert interviews were carried out. In this regard, the objective was to produce empirically based insights regarding the manifestation of information asymmetries, control mechanisms, and lean management principles in the context of cross-institutional value creation between public broadcasting organizations and their technical service subsidiaries. EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 88 Figure 2. Prisma Flowchart Source: Author (2025) Sampling and selection logic Experts were selected through a deliberate sampling method, considering their professional backgrounds and active involvement in governance, production, or organizational transformation processes within the broadcasting industry (Patton, 2014; Godulla, 2016). At this juncture, four specialists were consulted, each embodying unique organizational viewpoints to ensure a thorough spectrum of conceptual diversity, encompassing management, process coordination, strategic development, and interface operations. Interview structure and data collection The interviews were conducted using a semi-structured guide that was shaped by the principles of principal–agent theory and lean management concepts, including control, trust, information transparency, and process improvement. Records removed before screening: • Duplicate records removed (n = 294) • Records marked as ineligible by automation tools (n = 0) • Records removed for other reasons (n = 0) Records identified from * (Databases, n = 1,770): Scopus (480); Web of Science (310); EBSCO Business Source (210); Emerald Insight (140); SAGE Journals (90); ScienceDirect (95); SpringerLink (70); ACM (60); SSRN (55); ProQuest (65); BeckOnline/HeinOnline (50); JSTOR (35); Google Scholar (110) Records screened (n = 1,476) Records excluded during title/abstract screening n = 1,112 (Out of scope, purely technical or ICT-focused, or lacking governance relevance) Reports sought for retrieval (n = 364) Reports not retrieved (n = 0) Reports assessed for eligibility. (n = 364) Non-peer-reviewed or methodologically insufficient studies excluded (n = 278) Studies included in the qualitative synthesis (n = 86) of which included in the analytic coding subset (n = 44) Identification Screening Included Eligibility EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 89 In this regard, all interviews were audio-recorded via Steinberg WaveLab 12, transcribed verbatim, and pseudonymized in accordance with research ethics guidelines (TRREE, 2025; DFG, 2025). Data analysis In this context, the transcribed material was subjected to a comprehensive analysis utilizing qualitative content analysis, as detailed by Mayring (2023) and Kuckartz und Rädiker (2024). A coding strategy that integrates both deductive and inductive approaches was employed: a) Theoretical constructs such as control deficits, trust mechanisms, lean principles, and process transparency served as the basis for the derivation of deductive categories. b) Inductive subcategories emerged during the open coding process, encapsulating supplementary concepts and relationships discerned within the data, such as informal coordination, learning processes, and agile adaptation. In terms of research methodology, the coding system underwent an iterative refinement process at this point and was carefully documented in a structured code book that included definitions, anchor quotes, and criteria for inclusion and exclusion (as mentioned above). Intercoder validation was performed on a 25% subsample to ensure coding reliability (Krippendorff’s α ≥ 0.70 as threshold). Triangulation and integration In the course of this, the results of the interviews were then linked to the theoretical statements of the principal-agent model and lean management in a relevance-based manner, thereby ensuring methodological triangulation and increasing the theoretical robustness of the results. Results First of all, the deductive part of this study develops empirically verifiable theoretical building blocks, hypotheses, determinants, and indicators, which are developed with scientific rigor so that they can be systematically transferred to the media industry using an anonymized B2B construct (Maxwell, 2013; Lincoln & Guba, 1985; Flick, 2018). Consequently, the results-oriented analysis of the theoryand investigator-triangulated part of the study dominates principal-agent theory, which serves as a central organizational economic paradigm, and integrates lean management as an innovative solution to agency problems in value creation networks between public broadcasters (“Broadcaster A”) and technical service providers (“Service Provider B”) in a generic production region (“Production Region C”) (Jensen & Meckling, 1976; Eisenhardt, 1989; Womack & Jones, 2013; Liker, 2020; Jin et al., 2024; KEF, 2022). From the above, it follows causally that the deductive systematization undertaken here is based on a premise-based triangulation with regard to specified theoretical perspectives. This shows that, first, a precise derivation of relevant determinants such as information asymmetry, power relations, trust building, and coordination needs takes place, which function as structure-determining categories. Finally, based on this, the primary indicators for effects and causal relationships are determined, which form the core of the analytical framework for empirical validation (Flick, 2018; Ragin, 2014; Kelle, 2009; Frese, 2013). In terms of research methodology and with regard to both scientific theory and conceptual problem exploration depth, here the study offers additional context by explaining the inherent tensions induced by the dual nature of media as both a cultural and economic asset. In particular, creative ideation, invention, and innovation potential are inextricably linked to uncertainties and costrelated externalizations, which indicate that there must be systematic management of both creative EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 96 situational sense (Woiceshyn & Daellenbach, 2018; Mayring, 2022; Kuckartz & Rädiker, 2024). In this way, the study not only contributes to the validation of existing theory-driven assumptions, but also makes a significant contribution to innovation by identifying and operationalizing new variables within the field of tension between information asymmetries and lean management interventions with regard to cooperating media organizations (Jensen & Meckling, 1976; Eisenhardt, 1989; Liker, 2020; Womack & Jones, 2013; Bertagnolli, 2018). Accordingly, relevance feedback ensures the epistemic consistency and pragmatic usefulness of the research results and, at the same time, allows concrete implications for theory and practice to be derived, as explored and explained in the discussion below (Lincoln & Guba, 1985; Tracy, 2010). Finally, the relevance feedback shows that the present study, through the explicit reflection and critical operationalization of the research results in the context of problem exploration, promotes a significant leap in knowledge that goes beyond the existing state of research on principal-agent theory in the context of cooperating media organizations and, at the same time, conceptually facilitates the connectivity of future research activities to the thematic contextual factors (Jensen & Meckling, 1976; Eisenhardt, 1989; Bovens et al., 2014; Coletta, 2013; Rajala & Jalonen, 2025; Breyer-Mayländer, 2022b; Fröhlich, 2009; Schnellmann, 2012; Woiceshyn & Daellenbach, 2018; Flick, 2018). Initially, the study presented here makes a significant contribution to theory-driven and empirical knowledge production in the field of information-induced asymmetries in cooperative media value creation networks (Jensen & Meckling, 1976; Eisenhardt, 1989; Bovens et al., 2014; Rajala & Jalonen, 2025). The subject of the study is therefore the exploration of agency-specific control dilemmas between public broadcasters in Germany and external service providers, with a particular focus on lean-based solutions (Williamson, 1993; Zaheer, McEvily, & Perrone, 1998; Beck, 2022; Schnellmann, 2012). Accordingly, the value of this study is reflected in the convergence of established principal-agent theory with the proven concept of lean management, which substantially broadens the discourse on organizational adaptability in complex service settings (Womack & Jones, 2013; Liker, 2020; Bertagnolli, 2018; Fröhlich, 2009; Breyer-Mayländer, 2022a; Breyer-Mayländer, 2022b). The research methodology implemented in this study benefits significantly from deductive theory triangulation, which clearly structures the premises relevant to decision-making and systematically focuses them for subsequent empirical testing (Flick, 2018; Denzin, 2012; Teddlie & Tashakkori, 2009). Operationalization via specific determinants and indicators established a robust analytical framework that allows for a differentiated understanding of both the coordination problems and the central control mechanisms of principal-agent theory in the context of cooperating media organizations (Jensen & Meckling, 1976; Eisenhardt, 1989; Bovens et al., 2014; Rajala & Jalonen, 2025). In this context, the deductive results first confirm the central role of information asymmetries as a driving force for inefficiencies and illustrate that conventional forms of organization are only partially effective due to the inherent incompleteness of contracts and asymmetric information distribution (Akerlof, 1978; Williamson, 1985, 1993; Ghoshal & Moran, 1996). At this point, the empirical inductive study also offered reasonable explanations for contextfactorial dynamic organizational reciprocity developments, namely between trust, power relations, and organizational flexibility (Eisenhardt, 1989; Bovens et al., 2014; Rajala & Jalonen, 2025). The expert interviews revealed that trust, as a complementary management tool, reduces contractual deficits and promotes innovation (Zaheer, et al., 1998; Williamson, 1993; Ghoshal & Moran, 1996). At the same time, however, it became apparent that excessive contractual determination acts as an obstacle to innovation and that a balance between freedom and rules is essential (Eisenhardt & Tabrizi, 1995; March, 1991; Liker, 2020; Womack & Jones, 2013). At its EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 97 core, this tension reflects the unique nature of hybrid media economies, in which cultural and economic goods interpenetrate each other (Fuchs, 2023; Caves, 2000; Beck, 2022; Beck, 2018; Zydorek, 2017; Schnellmann, 2012; Fröhlich, 2009). Consequently, trust influences the reduction of contractual deficits, promotes innovation potential, and, as a flexible control instrument, stands in tension with formalized control mechanisms (Williamson, 1993; Williamson, 1986; Zaheer et al., 1998; Ghoshal & Moran, 1996). Further, in this regrad, the expert interviews emphatically confirm that an excessive focus on contracts often inhibits organizational innovation, whereas a balance between freedom and rules is considered promoting ideation, invention, normative and processual innovation and contributes to a healthy organizational culture in line with the human-organizationtechnology model. This tension essentially characterizes the dual structure of the media sector, in which cultural and economic logics are intrinsically intertwined (Caves, 2000; Beck, 2022; Schnellmann, 2012; Apte & Karmarkar, 2007; Caves, 2000; Senge, 2010). However, the empirical findings also support the theses of the VUCA framework by illustrating that agile, lean-oriented organizational forms and process-based learning mechanisms are an integral part of resilient media collaboration (Bennett & Lemoine, 2014; Mack et al., 2015; Powley et al., 2020; Pinheiro et al., 2021). As a result of the constant change in the reality of life and work and increasing complexity, adaptive governance structures are required, which still face considerable challenges in practice (Hernaus et al., 2016; Ylinen, 2021; Wolf, 2020). The lean change management presented here promotes continuous organizational transformation and development into a learning organization, as the experts also emphasize causally and with regard to organizational application (Liker, 2020; Womack & Jones, 2013; Azanha et al., 2017; Thangam et al., 2024; Senge, 2010; Weber, 2012). Furthermore, it should be noted that this study has limitations, particularly due to the limited sample size and the restriction to a specific industry, which limits the transferability of the findings in terms of quality-related scope (Lincoln & Guba, 1985; Tracy, 2010; Mayring, 2022; Kuckartz & Rädiker, 2024). However, theory-based triangulation mitigates these limitations by increasing the validity and reliability of the results (Denzin, 2012; Flick, 2018; Teddlie & Tashakkori, 2009). For this reason, future research should quantify and differentiate the hypotheses identified using larger case numbers and investigate the effects of digital control instruments in greater depth (Baumann, 2024; Creswell & Poth, 2016; Woiceshyn & Daellenbach, 2018; Bovens et al., 2014; Rajala & Jalonen, 2025; Williamson, 1993). In conclusion, the study clearly emphasizes the need to further promote the integration of ideative and inventive management concepts within the media industry, using cooperating public broadcasting companies as an example to address the challenges of a fragmented, dynamic, and information-intensive production landscape (Gläser, 2021; Buchholz & Schult, 2016; BreyerMayländer, 2022b; Beck, 2022; Fröhlich, 2009; Schnellmann, 2012). Only in this way can organizational connectivity, innovation, and future viability be maintained (Liker, 2020; Womack & Jones, 2013; Powley et al., 2020; Pinheiro et al., 2021; Karalus, 2008). The study thus not only provides theoretical impetus but also practical recommendations for action that can serve as a model for the evolution of cooperative media productions (Eisenhardt, 1989; Bovens et al., 2014; Rajala & Jalonen, 2025; Wolf, 2020). With regard to the aforementioned cooperative and collaborative formations in relation to principal-agent theory, this study also generates significant praxeological insights in that it responds directly to the challenges of information-induced asymmetries in media-specific B2B cooperation networks and offers clear application-related added value for the agile management of the actors involved (Jensen & Meckling, 1976; Eisenhardt, 1989; Bovens et al., 2014; Rajala & Jalonen, 2025; Fröhlich, 2009; Schnellmann, 2012; Beck, 2022; Breyer-Mayländer, 2022b; Liker, 2020; Womack & Jones, 2013; Azanha et al., 2017; Zaccaro et al., 2023). EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 98 Evident and central to these findings is the realization that lean management principles not only promote process optimization at the operational level per se but also, as an integrative approach, increase cross-organizational transparency and thus help to overcome the epistemic barriers of information asymmetries, which can also be a consequence of the not-invented-here syndrome (Womack & Jones, 2013; Liker, 2020; Bertagnolli, 2018; Jensen & Meckling, 1976; Eisenhardt, 1989; Williamson, 1993; Caves, 2000; Mickov & Doyle, 2017). Empirically validated mechanisms, including continuous improvement processes (CIP), agile team structures, and iterative feedback loops, exemplify a tangible methodology that integrates efficiency enhancements with increased adaptability within the dynamic media landscape (Štefanić et al., 2012; Azanha et al., 2017; Thangam et al., 2024; Zaccaro et al., 2023; Melton, 2005). In addition, the study provides, in the praxeological sense, distinctions for managing innovation cycles. In particular, the tension between regulatory frameworks and creative autonomy is identified as another key mechanism that must be managed on a project-by-project basis (Caves, 2000; Mickov & Doyle, 2017; Beck, 2022; Fröhlich, 2009; Rajala & Jalonen, 2025; Sammeck, 2011). Accordingly, the findings support managers and decision-makers in developing flexible governance models, as this significantly creates scope for creativity on the one hand and structural security on the other, enabling organizational connectivity and sustainability (Eisenhardt, 1989; Bovens et al., 2014; Wolf, 2020; Pinheiro et al., 2021; Powley et al., 2020; Liyanage, 2025). Furthermore, the study specifies the role of trust as a complementary resource to contracts and standardized control instruments. Accordingly, the results of the study show that trust not only facilitates the secure drafting of contracts in asymmetrical power relationships but also acts as a constitutive catalyst for innovative collaboration and knowledge capitalization (Eisenhardt, 1989; Williamson, 1993; Zaheer et al., 1998; Zucker, 1986; Bovens et al., 2014; Ghoshal & Moran, 1996). This opens up the possibility of proactively entering into the process of shaping cooperative relationships and removing potential obstacles at an early stage through targeted trust-building strategies (Beck, 2022; Powley et al., 2020; Pinheiro et al., 2021; Caves, 2000; Shrestha et al., 2019). Also, in terms of sustainable organizational development, the results of the study call attention to a lean-based change management philosophy that significantly promotes the dynamic and emergent organizational adaptability of media organizations (Womack & Jones, 2013; Liker, 2020; Bertagnolli, 2018; Powley et al., 2020; Senge, 2010; Shah & Ward, 2002). This indicates that successfully operationalizing these findings requires implementing modular change processes and participatory team leadership models (Schulz, 2021; Zaccaro et al., 2023; Hernaus et al., 2016; Wolf, 2020; Pinheiro et al., 2021). Thus, the study establishes an evidence-based foundation that generates theoretically grounded and empirically validated instruments and concepts for practical implementation (Eisenhardt, 1989; Denzin, 2012; Flick, 2018; Woiceshyn & Daellenbach, 2018; Creswell & Poth, 2016). In the course of this, the conceptual clarity and methodological depth favor an explicit basis for future organizational implementations that ensure the long-term efficiency, innovative capacity, and resilience of media-specific production networks (Womack & Jones, 2013; Liker, 2020; Schulz, 2021; Powley et al., 2020; Pinheiro et al., 2021; Wolf, 2020). Finally, this added value is further strengthened by its transferability to comparable B2B scenarios and complex cooperation structures, meaning that the study makes a significant contribution not only to the media industry but also to general management research (Jensen & Meckling, 1976; Eisenhardt, 1989; Lincoln & Guba, 1985; Flick, 2019; Woiceshyn & Daellenbach, 2018; Coletta, 2013; Shrestha et al., 2019; Wolf, 2020; Beck, 2022; Krone & Pellegrini, 2024; Pinheiro et al., 2021). EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 99 Conclusion At this point, it can be said that this study makes a substantial contribution to the scientific and practical examination of organizational information-induced asymmetries in media-specific B2B cooperation networks. By converging principal-agent theory with convincing evidence from the application of lean management principles, it opens up new perspectives for the management of complex, multiple value creation processes in hybrid media economies. This paper confirms and expands the current discourse on adaptive, agile, and integrated governance and control instruments in the media environment under the conditions of a world characterized by volatile, uncertain, complex, and ambiguous (VUCA) features. The practical benefit of this work lies in the systematic operationalization of solutions that enable information asymmetries to be overcome through iterative, participatory, and process-oriented interventions. In particular, continuous improvement processes (CIP), agile interorganizational teams, and transparent communication processes are proven mechanisms that can be used in practice to build trust, improve coordination, and promote innovation. In this respect, the present study offers a validated framework that provides media professionals, management, and cooperation partners with concrete alternatives for optimizing complex production conditions. However, the limited empirical scope remains a constraint, as within this frame of reference, only qualitative expert interviews can initially guarantee the formation of initial hypotheses and theorygenerating findings. Future research in this area should examine generalizability using larger samples and multi-method approaches to investigate the impact of lean management tools in real time and to explore in greater depth the influence of digital innovations in media production on organizational connectivity, innovation, and future viability. In addition, the study opens up a promising interdisciplinary field of research for the further development of hybrid organizational models that are geared toward the tension between creativity and rationalization. It can be concluded that the increasingly dynamic media landscape requires adaptive governance that ensures not only efficiency but, above all, resilience and innovative strength in cooperative structures. Consequently, and in this regard, this study also provides a methodologically rigorous and practical foundation that can serve as a starting point for future empirical and also theoretical work. Nevertheless, it is advisable for organizational practice to develop context-specific change management strategies that balance the tension between freedom and control and systematically promote the ex ante (conceptual), interim (processual), and ex post (results-oriented) evaluable embedding of lean elements in existing production processes. This will enable media companies to position themselves for the future and stabilize cooperation between TV and radio stations and service providers in the long term. In conclusion, this research therefore makes a significant contribution to closing the theoretical and practical controllability gap in the context of complex media production networks, insofar as it opens up avenues for further analysis and innovation in the field of media economic governance. Acknowledgement This study was undertaken without designated financial backing from public, commercial, or nonprofit entities. The author also claims that the study's results and scientific interpretation were not affected by any financial or other conflicts of interest. Moreover, it is verified that all stages of the research were executed in alignment with the prevailing ethical standards of TRREE (2025) and adhere to the principles of scientific integrity and transparency as stipulated by DFG (2025). EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 100 Conflict of Interests No conflict of interest. References Ahrend, K. (2020). Beteiligungsmanagement: Erfolgreiche Führung von Holdingund Beteiligungsgesellschaften. Springer-Verlag. Ajaegbu, E. E., & Mmayie, S. (2025). Resolving Principal Agent Conflicts: Revisiting Agency Theory Through the Lens of Internal Audit. International Journal of Innovative Science and Research Technology, 1050–1059. https://doi.org/10.38124/ijisrt/25oct380 Akerlof, G. A. (1978). The Market for “Lemons”: Quality Uncertainty and the Market Mechanism. In Elsevier eBooks (pp. 235–251). https://doi.org/10.1016/b978-0-12-214850-7.50022-x Alparslan, A. (2006). Strukturalistische Prinzipal-Agent-Theorie: Eine Reformulierung der Hidden-ActionModelle aus der Perspektive des Strukturalismus. Springer-Verlag. Apte, U., & Karmarkar, U. S. (2007). Managing in the information economy: Current Research Issues. Springer Science & Business Media. Azanha, A., Argoud, A. R. T. T., De Camargo, J. B., Junior, & Antoniolli, P. D. (2017). Agile project management with Scrum. International Journal of Managing Projects in Business, 10(1), 121–142. https://doi.org/10.1108/ijmpb-06-2016-0054 Baumann, S. (2024). Handbook on Digital Platforms and Business Ecosystems in Manufacturing. Edward Elgar Publishing. Beck, H. (2022). Medienökonomie: Print, Fernsehen und Multimedia (4th ed.). Springer. Beck, K. (2018). Das Mediensystem Deutschlands: Strukturen, Märkte, Regulierung. Springer-Verlag. Bennett, N., & Lemoine, G. J. (2014). What VUCA really means for you. Harvard Business Review, 92(1), 10. Retrieved from https://dialnet.unirioja.es/servlet/articulo?codigo=5543971 Bernhold, T., & Wiesweg, N. (2021). Principal-agent theory. In Routledge eBooks (pp. 117–128). https://doi.org/10.1201/9781003128786-10 Bertagnolli, F. (2018). Lean management: Einführung und Vertiefung in die japanische ManagementPhilosophie. Springer-Verlag. Beyes, T., Holt, R., & Pias, C. (2020). The Oxford Handbook of Media, Technology, and Organization Studies. Bosse, D. A., & Phillips, R. A. (2014). Agency theory and bounded Self-Interest. Academy of Management Review, 41(2), 276–297. https://doi.org/10.5465/amr.2013.0420 Bovens, M., Goodin, R. E., Schillemans, T., & Gailmard, S. (2014). Accountability and Principal– Agent theory. In Oxford University Press eBooks. https://doi.org/10.1093/oxfordhb/9780199641253.013.0016 Breyer-Mayländer, T. (2022a). Start-ups in Medienunternehmen. In Springer eBooks (pp. 141–162). https://doi.org/10.1007/978-3-658-36216-4_7 Breyer-Mayländer, T. (2022b). Transformationsstrategien in der Medienbranche. In Springer eBooks (pp. 3–31). https://doi.org/10.1007/978-3-658-36216-4_1 EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 101 Buchholz, A., & Schult, G. (2016). Fernseh-Journalismus: Ein Handbuch für Ausbildung und Praxis. Springer-Verlag. Caves, R. E. (2000). Creative industries: contracts between art and commerce. Choice Reviews Online, 38(03), 38–1661. https://doi.org/10.5860/choice.38-1661 Clarke, A. (2019). Digital government units: what are they, and what do they mean for digital era public management renewal? International Public Management Journal, 23(3), 358–379. https://doi.org/10.1080/10967494.2019.1686447 Clarke, T. (2004). Theories of corporate governance: the philosophical foundations of corporate governance. Routledge eBooks. Retrieved from http://ci.nii.ac.jp/ncid/BA68389943 Cobern, W., & Adams, B. (2020). When interviewing: how many is enough? International Journal of Assessment Tools in Education, 7(1), 73–79. https://doi.org/10.21449/ijate.693217 Coletta, D. (2013). Principal-agent theory in complex operations. Small Wars and Insurgencies, 24(2), 306–321. https://doi.org/10.1080/09592318.2013.778016 Conboy, K. (2009). Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development. Information Systems Research, 20(3), 329–354. https://doi.org/10.1287/isre.1090.0236 Corbin, J., & Strauss, A. (2014). Basics of qualitative research: Techniques and Procedures for Developing Grounded Theory. SAGE Publications. Creswell, J. W., & Poth, C. N. (2016). Qualitative inquiry and research design: Choosing Among Five Approaches. SAGE Publications. Delbufalo, E. (2018). Agency theory and sustainability in the global supply chain. Springer. Delreux, T., & Adriaensen, J. (2017). The principal agent model and the European Union. Springer. Denning, S. (2018). The Age of Agile: How smart companies are transforming the way work gets done. Retrieved from https://openlibrary.org/books/OL29764855M/Age_of_Agile Denzin, N. K. (2012). Triangulation 2.0. Journal of Mixed Methods Research, 6(2), 80–88. https://doi.org/10.1177/1558689812437186 DFG. (2025). DFG - Deutsche Forschungsgemeinschaft. Retrieved October 29, 2025, from https://www.dfg.de/de Dreiskämper, T. (2025). Grundlagen der Medienbetriebslehre: Band 3: Zentrale Betriebsfunktionen in Medienunternehmen. Walter de Gruyter GmbH & Co KG. Dresing, T., & Pehl, T. (2015). Praxisbuch Interview, Transkription & Analyse: Anleitungen und Regelsysteme für qualitativ Forschende. dr dresing & pehl GmbH. Dwivedi, Y. K., Ismagilova, E., Hughes, D. L., Carlson, J., Filieri, R., Jacobson, J., . . . Wang, Y. (2020). Setting the future of digital and social media marketing research: Perspectives and research propositions. International Journal of Information Management, 59, 102168. https://doi.org/10.1016/j.ijinfomgt.2020.102168 Eisenhardt, K. M. (1989). Agency Theory: An Assessment and review. Academy of Management Review, 14(1), 57. https://doi.org/10.2307/258191 Eisenhardt, K. M., & Tabrizi, B. N. (1995). Accelerating Adaptive Processes: product innovation in the global computer industry. Administrative Science Quarterly, 40(1), 84. https://doi.org/10.2307/2393701 Figueiredo, P. C. N. (2024). Complex AI dynamics and interactions in management. IGI Global. EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 102 Flick, U. (2007). Qualitative Sozialforschung: eine Einführung. Rohwolt. Flick, U. (2018). Doing triangulation and mixed methods. SAGE Publications Limited. Flick, U. (2019). Gütekriterien qualitativer Sozialforschung. In Springer eBooks (pp. 473–488). https://doi.org/10.1007/978-3-658-21308-4_33 Frese, E. (2013). Organisationstheorie: Stand und Aussagen aus betriebswirtschaftlicher Sicht. SpringerVerlag. Friedrichsen, M., Grüblbauer, J., & Haric, P. (2015). Strategisches Management von Medienunternehmen: Einführung in die Medienwirtschaft mit Case-Studies. Springer-Verlag. Fröhlich, K. (2009). Innovationssysteme der TV-Unterhaltungsproduktion: Komparative Analyse Deutschlands und Großbritanniens. Springer-Verlag. Fuchs, C. (2023). Grundlagen der Medienökonomie: Medien, Wirtschaft und Gesellschaft. UTB. Galbraith, J. R. (2014). Designing organizations: Strategy, Structure, and Process at the Business Unit and Enterprise Levels. John Wiley & Sons. Gauld, R. (2007). Principal-Agent Theory and Organisational Change. Policy Studies, 28(1), 17–34. https://doi.org/10.1080/01442870601121395 Geschwill, R., & Nieswandt, M. (2020). Lateral management: A New Approach to Strategic Transformation in the Digital Era. Springer Nature. Ghoshal, S., & Moran, P. (1996). Bad for Practice: A Critique of the Transaction Cost Theory. Academy of Management Review, 21(1), 13–47. https://doi.org/10.5465/amr.1996.9602161563 Gläser, M. (2021). Medienmanagement. Vahlen. Godulla, A. (2016). Harald Rau/Chris Henneckes: Geordnete Verhältnisse?! Verflechtungsstrukturen deutscher TV-Sender. Communicatio Socialis, 49(4), 453–454. https://doi.org/10.5771/0010-3497-2016-4-453 Guest, G., Bunce, A., & Johnson, L. (2005). How many interviews are enough? Field Methods, 18(1), 59–82. https://doi.org/10.1177/1525822x05279903 Haddaway, N. R., Page, M. J., Pritchard, C. C., & McGuinness, L. A. (2022). PRISMA2020: An R package and Shiny app for producing PRISMA 2020‐compliant flow diagrams, with interactivity for optimised digital transparency and Open Synthesis. Campbell Systematic Reviews, 18(2). https://doi.org/10.1002/cl2.1230 Hagaman, A. K., & Wutich, A. (2016). How many interviews are enough to identify metathemes in multisited and cross-cultural research? Another perspective on Guest, Bunce, and Johnson’s (2006) landmark study. Field Methods, 29(1), 23–41. https://doi.org/10.1177/1525822x16640447 Hernaus, T., Vuksic, V. B., & Štemberger, M. I. (2016). How to go from strategy to results? Institutionalising BPM governance within organisations. Business Process Management Journal, 22(1), 173–195. https://doi.org/10.1108/bpmj-03-2015-0031 Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305–360. https://doi.org/10.1016/0304-405x(76)90026-x Jin, N., Tan, F., Wang, H., Sang, A., & Wang, S. (2024). Emergency Capacity pool to respond to unconventional emergencies based on Principal–Agent theory. Urban Science, 8(4), 262. https://doi.org/10.3390/urbansci8040262 EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 103 Karalus, G. (2008). Wachstumsstrategien in der Medienbranche: Eine Untersuchung des ressourcenbasierten Aufbaus neuer Geschäftsfelder bei deutschen Printmedien. Springer-Verlag. KEF. (2022). Kommission zur Ermittlung des Finanzbedarfs der Rundfunkanstalten. Retrieved October 29, 2025, from https://kefonline.de/de/berichte/details/?tx_rlppublications_detail%5Bpublication%5D=15&tx_rlppublica tions_detail%5Bpage%5D=1&tx_rlppublications_detail%5Baction%5D=show&tx_rlppublicatio ns_detail%5Bcontroller%5D=Publication&cHash=d6d4aff5549c0543123a3a78f0eb4%20f5f Kelle, U. (2009). Die Integration qualitativer und quantitativer Methoden in der empirischen Sozialforschung: Theoretische Grundlagen und methodologische Konzepte. Springer-Verlag. Kleindorfer, P. R., Singhal, K., & VanWassenhove, L. N. (2005). Sustainable Operations Management. Production and Operations Management, 14(4), 482–492. https://doi.org/10.1111/j.1937-5956.2005.tb00235.x Kohleick, H. (2008). Designing outsourcing relations in knowledge intensive business services: Modularisation and Systems Integration. Kölner Wissenschaftsverlag. Krone, J., & Pellegrini, T. (2024). Handbook of Media and Communication Economics: A European Perspective. Springer Nature. Kuckartz, U., & Rädiker, S. (2024). Qualitative Inhaltsanalyse. Methoden, Praxis, Computerunterstützung. Lantzsch, K., Altmeppen, K., & Will, A. (2010). Handbuch Unterhaltungsproduktion: Beschaffung und Produktion von Fernsehunterhaltung. Springer-Verlag. Leder, N., Kumar, M., & Rodrigues, V. S. (2023). Influencing factors driving collaboration in circular business models. International Journal of Logistics Research and Applications, 1–24. https://doi.org/10.1080/13675567.2023.2254258 Leiponen, A. (2012). The benefits of R&D and breadth in innovation strategies: a comparison of Finnish service and manufacturing firms. Industrial and Corporate Change, 21(5), 1255–1281. https://doi.org/10.1093/icc/dts022 Liker, J. K. (2020). The Toyota Way, Second Edition: 14 Management Principles from the World’s Greatest Manufacturer. McGraw Hill Professional. Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. SAGE. Liyanage, S. I. H. (2025). Corporate governance and sustainable value creation models: Lessons from Germany, the United Kingdom, South Africa, India, Botswana, and Sri Lanka. Springer Nature. Mack, O., Khare, A., Krämer, A., & Burgartz, T. (2015). Managing in a VUCA world. Springer. March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87. https://doi.org/10.1287/orsc.2.1.71 Maxwell, J. A. (2013). Qualitative Research Design: an interactive approach: An Interactive Approach. SAGE. Mayring, P. (2022). Qualitative Inhaltsanalyse: Grundlagen und Techniken. Beltz. Mayring, P. (2023). Einführung in die qualitative Sozialforschung. Beltz. Melton, T. (2005). The benefits of lean manufacturing. Process Safety and Environmental Protection, 83(6), 662–673. https://doi.org/10.1205/cherd.04351 Mickov, B., & Doyle, J. (2017). Culture, innovation and the economy. Routledge. Miles, M. B., Huberman, A. M., & Saldana, J. (2018). Qualitative data analysis: A Methods Sourcebook. SAGE Publications. EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 104 Misoch, S. (2019). 10. Gütekriterien qualitativer Sozialforschung. In De Gruyter eBooks (pp. 245– 262). https://doi.org/10.1515/9783110545982-010 Moher, D. (2009). Preferred reporting items for Systematic Reviews and Meta-Analyses: the PRISMA statement. Annals of Internal Medicine, 151(4), 264. https://doi.org/10.7326/0003-4819151-4-200908180-00135 Morris, P. W. G., & Pinto, J. K. (2007). The Wiley Guide to Project Organization and Project Management Competencies. John Wiley & Sons. Nölleke-Przybylski, P. (2021). Kreativität in der Unterhaltungsproduktion: Die soziale Praxis der Produktion fiktionaler und nonfiktionaler Fernsehsendungen. Springer VS. O’Leary, Z. (2021). The essential guide to doing your research project. Retrieved from http://ci.nii.ac.jp/ncid/BB00898975 Ortega, L. (2023). Managing in a vuca world (Volatility, uncertainty, complexity and ambiguity). Murphy & Moore Publishing. Page, M. J., McKenzie, J. E., Bossuyt, P. M., Boutron, I., Hoffmann, T. C., Mulrow, C. D., . . . Moher, D. (2021). The PRISMA 2020 statement: an updated guideline for reporting systematic reviews. BMJ, n71. https://doi.org/10.1136/bmj.n71 Panda, B., & Leepsa, N. M. (2017). Agency theory: Review of Theory and Evidence on Problems and Perspectives. Indian Journal of Corporate Governance, 10(1), 74–95. https://doi.org/10.1177/0974686217701467 Patton, M. Q. (2014). Qualitative research & evaluation methods: Integrating Theory and Practice. SAGE Publications, Incorporated. Patton, M. Q., & Campbell-Patton, C. E. (2021). Utilization-Focused evaluation. Sage Publications, Incorporated. Pinheiro, R., Frigotto, M. L., & Young, M. (2021). Towards resilient organizations and societies: A CrossSectoral and Multi-Disciplinary Perspective. Springer Nature. Posset, M. (2022). Medienökonomie: Alles, was Sie über Print, Fernsehen, Radio und Internet wissen müssen. Springer Gabler. Powley, E. H., Caza, B. B., & Caza, A. (2020). Research Handbook on Organizational Resilience. Edward Elgar Publishing. Prisma-2020. (2020). PRISMA 2020 flow diagram — PRISMA statement. Retrieved October 28, 2025, from https://www.prisma-statement.org/prisma-2020-flow-diagram Quinn, M., Hiebl, M. R. W., Moores, K., & Craig, J. B. (2018). Future research on management accounting and control in family firms: suggestions linked to architecture, governance, entrepreneurship and stewardship. Journal of Management Control, 28(4), 529–546. https://doi.org/10.1007/s00187-018-0257-1 Ragin, C. C. (2014). The comparative method: Moving Beyond Qualitative and Quantitative Strategies. Univ of California Press. Rajala, T., & Jalonen, H. (2025). Beyond simplification in public sector accountability: contradictions between Principal‐Agent and complexity theories. Public Administration Review. https://doi.org/10.1111/puar.13941 EJMEB (ISSN 3041-2102) | VOLUME 2 | NUMBER 6 | 2025 105 Rizvi, W. H., & Oney, E. (2018). The influence of emotional confidence on brand attitude: using brand belief as mediating variable. Economic Research-Ekonomska Istraživanja, 31(1), 158–170. https://doi.org/10.1080/1331677x.2017.1421993 Ryu, S. (2024). Media and entertainment industry management: How to Integrate Business and Management with Creativity and Imagination. Taylor & Francis. Sammeck, J. (2011). A New Institutional Economics Perspective on Industry Self-Regulation. Springer Science & Business Media. Saunders, B., Sim, J., Kingstone, T., Baker, S., Waterfield, J., Bartlam, B., . . . Jinks, C. (2017). Saturation in qualitative research: exploring its conceptualization and operationalization. Quality & Quantity, 52(4), 1893–1907. https://doi.org/10.1007/s11135-017-0574-8 Schnellmann, R. (2012). Das ökonomische Dilemma der Medienproduktion: Eine institutionentheoretische Betrachtung. Springer-Verlag. Schulz, T. (2021). Wertschöpfungsnetzwerke mit digitalisierten Dienstleistungen etablieren: Mit Lean-ServiceZyklus und Entwicklung digitaler Dienstleistungssysteme zum Erfolg Industrie 4.0. DIN Media GmbH. Senge, P. M. (2010). The fifth discipline: The Art & Practice of The Learning Organization. Crown Currency. Shah, R., & Ward, P. T. (2002). Lean manufacturing: context, practice bundles, and performance. Journal of Operations Management, 21(2), 129–149. https://doi.org/10.1016/s0272-6963(02)00108-0 Shrestha, A., Tamošaitienė, J., Martek, I., Hosseini, M. R., & Edwards, D. J. (2019). A PrincipalAgent Theory Perspective on PPP risk allocation. Sustainability, 11(22), 6455. https://doi.org/10.3390/su11226455 Štefanić, N., Tošanović, N., & Hegedić, M. (2012). Kaizen Workshop as an important element of continuous improvement process. International Journal of Industrial Engineering and Management, 3(2), 93–98. https://doi.org/10.24867/ijiem-2012-2-112 Teddlie, C., & Tashakkori, A. (2009). Foundations of mixed methods research: Integrating Quantitative and Qualitative Approaches in the Social and Behavioral Sciences. SAGE. Thangam, D., Chittoo, H., Ghosal, I., Kandasamy, R., & Park, J. Y. (2024). Expanding operations through agile principles and sustainable practices. IGI Global. Tom Buhrow, Christine Strobl, Benjamin Fischer, Florian Hager, & Oliver Köhr. (2021). ARD Selbstverpflichtung. Arbeitsgemeinschaft Der Öffentlich-rechtlichen Rundfunkanstalten Der Bundesrepublik Deutschland. Arbeitsgemeinschaft der öffentlich-rechtlichen Rundfunkanstalten der Bundesrepublik Deutschland. Retrieved from https://www.daserste.de/specials/ueber-uns/ardselbstverpflichtung-2021-22-100.pdf Towse, R. (2019). A Textbook of Cultural Economics. Cambridge University Press. Tracy, S. J. (2010). Qualitative quality: Eight “Big-Tent” criteria for excellent qualitative research. Qualitative Inquiry, 16(10), 837–851. https://doi.org/10.1177/1077800410383121 Tracy, S. J. (2019). Qualitative research methods: Collecting Evidence, Crafting Analysis, Communicating Impact. John Wiley & Sons. Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing Evidence‐ Informed management knowledge by means of systematic review. British Journal of Management, 14(3), 207–222. https://doi.org/10.1111/1467-8551.00375 TRREE. (2025). Home | TRREE. Retrieved October 29, 2025, from https://elearning.trree.org/