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During recent decades new players, forms, and practices have been entering the journalism field, prompting a re-examination of journalism’s professional and organizational boundaries. Many scholars argue for expanding the scope of journalism studies beyond the newsrooms to encompass actors labelled as strangers, peripheral players, or interlopers. Those actors do not belong to traditional journalism but are becoming involved in the production of news, challenging journalism borders from the inside and out. Their influence has been growing and scholarship is increasingly mapping out these strangers and assessing their role in journalism innovation. In this article, we examine the role of one type of implicit interloper in journalism innovation: media-tech companies. We consider companies that provide video management and virtual reality services as implicit interlopers, due to their connection to journalism through the boundary object of news production and lack of claim over journalistic authority. We argue that media-tech companies have been under-researched based on a review of literature on innovation according to Holton and Belair-Gagnon’s (2018) typology of interlopers. Therefore, we examine what kind of innovation comes from the periphery of journalism, and the prerequisites for and the role of those innovations in the context of a specific cluster. We conducted a case study of Media City Bergen based on a thematic analysis of semi-structured elite interviews with executives of media-tech companies. Our findings show how media-tech companies bring innovation to production and distribution, content, and content consumption. Furthermore, they show how disruptiveness and the degree of innovations change with the maturation of the cluster.

Cross-sector collaboration combining public (non-commercial) and private (commercial) organisational orientations is considered an advantageous and dynamic strategic approach to shared value creation and co-creative innovation in disruptive operational environments of media industries. However, cross-sector collaboration features inherent complexities and organisational tensions due to the fundamental differences between the actors’ strategies and operational models. This article explores organisational tensions and dualities in media work in the cross-sector collaboration of media clusters. The qualitative case study examines the development of the management approach and practical operations of the Finnish media cluster Mediapolis, which aims to produce value, especially through collaborative content and concept innovation. The case study builds on extensive empirical material collected since the Mediapolis project started in 2011 until 2018. The analysis focuses on the management of complexities and organisational tensions in implementing collaborative strategies at Mediapolis, as well as managing the shared operations and work of the cluster. The results reveal tensions between the core dualities in developing Mediapolis as a collaborative arrangement between the participating organisations in practice, despite shared strategic-level aspirations. The findings elaborate on the dynamics of different organisational orientations and business logics, discrepancies between visionary planning and practical actions, and opposing organisational interests and strategies as sources for organisational tensions in collaborative contexts. The article contributes to both the theoretical and practical knowledge on organisational tensions and their management in cross-sector collaboration in media cluster development and provides implications for managing respective complexities in media work.