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Identity fallout: The draining effects of technological and economic change on newspaper journalists
Unformatted Document Text:  IDENTITY FALLOUT 1 IDENTITY FALLOUT: THE DRAINING EFFECTS OF TECHNOLOGICAL & ECONOMIC CHANGE ON NEWSPAPER JOURNALISTS Amber Hinsley, Ph.D., Assistant Professor, Saint Louis University Paper presented at the 2011 AEJMC conference: Media Management & Economics Division The newspaper industry is recovering shakily from the massive declines it has suffered for nearly a decade. Losses in advertising and circulation contributed to falling revenues that forced many organizations to implement downsizing measures, which were so widespread that the American Society of News Editors (2010) reported about one-third of U.S. newspaper journalists’ jobs in 2001 are now gone. Since 2007, about 13,500 jobs have been lost at daily newspapers (ASNE, 2010). Other estimates, drawn from media reports and journalists themselves, suggest more than 35,000 workers were laid off or accepted buyouts from 2007 through 2010 at newspapers large and small (Smith, 2010). The latest State of the News Media report (2011) suggests the newspaper industry is beginning to right itself: Fewer newspaper jobs were shed in 2010 than the three previous years, and profit margins at many of those publications are in the black, albeit far lower than before. The cuts in newsroom personnel were precipitated by two factors common across industries: pressure on corporations to remain competitive, and advances in technology (Pew Project for Excellence in Journalism, 2010; Shah, 2000). Never particularly adept at accepting change, most print news organizations were slow at incorporating new technologies that forced alterations in journalists’ job routines— routines that had remained largely unchanged for a century (Sylvie & Witherspoon, 2002). As the organizations grappled with resistance from some workers at the changes required for their jobs, the organizations—and the profession as a whole—

Authors: Hinsley, Amber.
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Amber Hinsley, Ph.D., Assistant Professor, Saint Louis University
Paper presented at the 2011 AEJMC conference: Media Management & Economics 
The newspaper industry is recovering shakily from the massive declines it has 
suffered for nearly a decade. Losses in advertising and circulation contributed to 
falling revenues that forced many organizations to implement downsizing measures, 
which were so widespread that the American Society of News Editors (2010) reported 
about one-third of U.S. newspaper journalists’ jobs in 2001 are now gone. Since 2007, 
about 13,500 jobs have been lost at daily newspapers (ASNE, 2010). Other estimates, 
drawn from media reports and journalists themselves, suggest more than 35,000 
workers were laid off or accepted buyouts from 2007 through 2010 at newspapers 
large and small (Smith, 2010). The latest State of the News Media report (2011) 
suggests the newspaper industry is beginning to right itself: Fewer newspaper jobs 
were shed in 2010 than the three previous years, and profit margins at many of those 
publications are in the black, albeit far lower than before.
The cuts in newsroom personnel were precipitated by two factors common 
across industries: pressure on corporations to remain competitive, and advances in 
technology  (Pew Project for Excellence in Journalism, 2010; Shah, 2000). Never 
particularly adept at accepting change, most print news organizations were slow at 
incorporating new technologies that forced alterations in journalists’ job routines—
routines that had remained largely unchanged for a century (Sylvie & Witherspoon, 
2002). As the organizations grappled with resistance from some workers at the 
changes required for their jobs, the organizations—and the profession as a whole—

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