![]() Thirdly, the ideologies and values carried by the Western media giants were often considered appealing across the world, which facilitated local reception. Secondly, they took place mostly in capitalist economies characterised by free markets thus, media products from Western companies were subject to relatively few institutional barriers when entering new markets. ![]() Firstly, the localisation processes were usually dominated by Western companies and targeted at audiences in non-Western, often ‘peripheral’, countries. Riding on the global tide of liberalisation and deregulation, these media conglomerates successfully entered the markets of non-Western countries.Įarlier explorations of media localisation generally shared several common premises. US-based global media giants, spearheading such novel exploration, were historically situated at the centre of both the literature on localisation and the discourse on media globalisation. In the media industry, the shift ushered in a wave of global media expansion by dint of market-specific localisation strategies. Since the 1970s, a shift in late capitalism from mass production to globalised flexible accumulation ( Harvey, 1989) has been calling forth new patterns of production and consumption that promoted the deterritorialised mobility and flexibility of labour, commodities, ideas and capital on a global scale. Westminster Papers in Communication and Culture 13(1), (2018) “Localisation between Negotiating Forces: A Case Study of a Chinese Radio Station in the United States”, Keywords: radio, transnational media production, localisation strategies, overseas Chinese audience, international communication, Chinese media By looking closely at the operations of a US-based studio jointly run by the Chinese international broadcaster China Radio International and its local partner, the article further analyses the negotiation between propaganda-oriented logic and market-driven logic as two major driving forces behind Chinese media’s worldwide expansion, and how the contradiction and disjuncture between the two affects the media outlets’ localisation practices and outcomes. This article revisits the Western model of media localisation and examines how the strategic components in Western media’s localisation practices are absent in Chinese media’s applications, where tensions and incongruities exist between the headquarters and the local production team. In their worldwide expansion in the service of the government’s political and diplomatic initiatives, these media outlets attempt to connect with and rise in the global media market by borrowing experiences from their Western competitors. During the past decade, Chinese state-owned media have accelerated their pace of overseas development to establish their international presence.
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