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The 2015 Cricket World Cup in Christchurch: Using an event for post-disaster reimagine and regeneration

C. Michael Hall (University of Canterbury, Christchurch, New Zealand; Linnaeus University, Vaxjo, Sweden and University of Oulu, Oulu, Finland)
Alberto Amore (School of Business, Law and Communications, Solent University, Southampton, UK)

Journal of Place Management and Development

ISSN: 1753-8335

Article publication date: 16 August 2019

Abstract

Purpose

This study aims to focus on the development and upgrading of the Hagley Park cricket oval in Christchurch for the 2015 Cricket World Cup and how this hallmark event was used a catalyst to rebrand the city following the 2010 and 2011 earthquakes.

Design/methodology/approach

This paper is based on the findings from research conducted between 2012 and 2016. Data for the analysis were collected from mainstream media, sport organisations websites and government archives. In addition, a two-round series of semi-structured interviews with relevant stakeholders was undertaken in the aftermath of the Cricket World Cup.

Findings

In the case of Christchurch, the earthquakes and the destruction of much of the downtown provided a recovery opportunity, with the 2015 Cricket World Cup used to expedite the development of a new sporting venue in the city centre and rebrand the city to international tourists and sport enthusiasts.

Research limitations/implications

The Hagley Park cricket oval case study provides evidence on the rhetoric of urban competitiveness and the use of hallmark sporting events to reframe urban development in post-disaster contexts.

Originality/value

This research provides further evidence on the logics of disaster capitalism and how cities embark on costly redevelopment projects for sports and events whilst overlooking exacerbating vulnerabilities among the local community.

Keywords

Citation

Hall, C.M. and Amore, A. (2019), "The 2015 Cricket World Cup in Christchurch: Using an event for post-disaster reimagine and regeneration", Journal of Place Management and Development, Vol. 13 No. 1, pp. 4-17. https://doi.org/10.1108/JPMD-04-2019-0029

Publisher

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Emerald Publishing Limited

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