This study extends the event leverage model and applies the community development theory to explore how event managers can leverage recurring, non-mega sporting events for sustainable socio-economic development.
The authors conduct a survey comprising 6 semi-structured interviews by targeting recurring participatory events in Japan with an average 37.7 years of history.
The model highlights the strategic objectives (community needs) for socio-economic community development by attracting tourists during both event and event-free periods. Social development comprises three factors: social capital, sport participation and health promotion. Economic development comprises two factors: event revenue and tourism revenue. To achieve strategic objectives, the uniqueness of the event, good relationships with the media and locals, a platform to enjoy the local culture and sport event infrastructure are identified as means (community assets). Furthermore, locals and media are added to the model as key stakeholders, an additional category of the event leverage model.
Event managers need to make efforts to identify local resources and should optimize the event to attract participants and tourists for socio-economic development. In particular, local experience, local products, local culture and good relationship with locals could be key resources to produce sustainable benefits for the local city. The proposed model adding locals and media as key stakeholders could be useful for other similar contexts/future events aimed at socio-economic benefits for community development.
The proposed model extends the theoretical explanations in the literature on leveraging strategies through events to the perspective of the community development theory. Specifically, this study sheds light on community needs and assets for community development in the context of recurring non-mega sporting events.
Oshimi, D. and Yamaguchi, S. (2023), "Leveraging strategies of recurring non-mega sporting events for host community development: a multiple-case study approach", Sport, Business and Management, Vol. 13 No. 1, pp. 19-36. https://doi.org/10.1108/SBM-06-2021-0071
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