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The purpose of this paper is to analyse event management by using three value creation logics, value chain, value network and value shop. In event management, value is…
The purpose of this paper is to analyse event management by using three value creation logics, value chain, value network and value shop. In event management, value is generated through intermediation where the dominant creation logic is a value network. However, the complexity of events and danger of unexpected problems is increasing, which, in the worst case, leads to event failure. This fact makes it necessary to change the general attitude towards this topic from risk management to uncertainty management and use the value shop in order to solve problems efficiently.
This paper is based on the methodology of phenomenological hermeneutics which analyzes the object of study by interpreting the facticity and provides basics to generate a conceptual model.
The dominant value creation logic must be changed to prevent the value network from failure in generating value, since only the value shop provides high quality problem solving. Trust not only in planning but also in the own problem-solving competence and available tools is a major part of the value shop. As a practical example of high quality problem solving, the performance of high reliability organisations can be used by event managers.
Using these hermeneutical gained logic, additional empirical research projects in event management, leadership and problem-solving competence of top managers, are promptly intended. Additionally, studies concerning competences and structures of the uncertainty management team have to be determined and developed as well as education and coaching has to be generated in order to achieve best results in problem solving.
Practical implications of this paper are: considering the value shop as the dominant value creation logic in uncertainty management; establishing a specially trained Complex Problem-Solving Team; and considering trust to be an essential element of the value shop.
The basic job requirements a successful value net (event-) manager has to provide in such a complex system are: acting as integrator, mediator and problem solver simultaneously. Additionally event managers need to be trained to rethink the value creation logic and use the value shop within the value net to stay flexible and work successfully during their events.
Derived from this new perspective the necessity of enhancing the implemented value creation logic according to uncertainties allows event managers to solve unexpected problems faster and more efficiently.
A comprehensive literature review of mega event management of dynamic sporting events is presented. The purpose of this paper is to learn from these mega events to…
A comprehensive literature review of mega event management of dynamic sporting events is presented. The purpose of this paper is to learn from these mega events to prescribe mitigation strategies for improving cost performance while simultaneously minimising public disruption on formula one grand prix events. Knowledge accrued of challenges posed is theoretically applied to circuit construction and reestablishment processes involved in orchestrating a “street circuit” grand prix event.
An inductive research methodological approach was adopted using an interpretivist epistemological design. A mixed methods analysis of pertinent extant literature of mega events afforded greater synthesis of the research problem domain and generated more valid and reliable findings. The software VOSviewer was used to conduct a qualitative bibliographic analysis of pertinent extant literature.
Three thematic groups of past research endeavour emerged from the analysis and were assigned appropriate nomenclature, namely: customer experience; geographical location; and research methods and approaches adopted. Analysis of these clusters revealed common factors that impact upon construction works during mega sporting events including: inclement weather conditions; miscommunication between project stakeholders; and economic impact upon the local community. Factors for mitigating these risks were also proposed, namely: traffic management plans; shift working; and wider public consultation.
This unique study provides invaluable insight into construction works commissioned and implemented at a mega “motor sports” public event. Although the research context was narrowly defined, findings presented are equally applicable to contractors, organisers and public authorities orchestrating other types of public event. The research concludes with direction for future work that seeks to apply the lessons learnt and measure the impact of findings presented herein.