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Article
Publication date: 11 March 2021

Tim Brown and Peter Stokes

This paper examines events management as a Community of Practice (CoP) and to demonstrate that knowledge management and practice within events operate as a CoP. The paper…

Abstract

Purpose

This paper examines events management as a Community of Practice (CoP) and to demonstrate that knowledge management and practice within events operate as a CoP. The paper adds to the events management literature which is currently superficial in considering events conceptually as a CoP.

Design/methodology/approach

An interpretive and inductive approach was adopted for the research which incorporated quantitative and qualitative methods undertaken in a United Kingdom setting. Twenty-five in-depth semi-structured interviews with event professionals were conducted and this was complemented by a survey of 215 event professionals.

Findings

The findings demonstrate that within the evolving events industry, as well as reflected in aspects of the academic literature, events can be depicted as a “domain” which connects event professionals to a “community”. The themes emerging revealed that there are modes of working, shared values and practices, a shared identity and a desire to work as a wider collective in order to maintain and enhance knowledge and practice, which are in keeping with a CoP framework.

Research limitations/implications

This study provides new insight on an under-researched area concerning knowledge and practice development within events management.

Originality/value

This is a novel study that considers how the emergent field of events management should be considered as a CoP. It addresses a gap in the literature pertaining to knowledge and practice creation within events management from a CoP perspective.

Details

Journal of Hospitality and Tourism Insights, vol. 4 no. 2
Type: Research Article
ISSN: 2514-9792

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Book part
Publication date: 8 November 2019

Magdalena Petronella (Nellie) Swart

Bidding, planning, design, and management are principles of successful conference execution. In this chapter, an appreciation of context and the specification of concrete…

Abstract

Bidding, planning, design, and management are principles of successful conference execution. In this chapter, an appreciation of context and the specification of concrete guidelines are shared on how to make a conference a success. Micro examples inform the perspectives on how to apply event domain literature in the management of an academic association conference. Practical viewpoints, including strategic planning guidelines, operational documents, and event design philosophies shed light on professional conference management. Key success factors and challenges related to its design provide a yardstick on how to execute a conference. Key summary issues and special tips for success are also highlighted.

Details

Delivering Tourism Intelligence
Type: Book
ISBN: 978-1-78769-810-9

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Article
Publication date: 26 October 2020

Vassilios Ziakas and Donald Getz

This paper aims to examine how various academic disciplines shape the field of event portfolio management. Given the complex nature of portfolios comprising different…

Abstract

Purpose

This paper aims to examine how various academic disciplines shape the field of event portfolio management. Given the complex nature of portfolios comprising different genres that are studied separately from their respective disciplinary realms, the academic event portfolio landscape remains fragmented. This is against the nature of portfolios, which requires inter-disciplinarity and novel integration of genres, stakeholders and perspectives.

Design/methodology/approach

Based on a scoping literature review, this conceptual paper sets up a common ground for the academic study and industrial development of event portfolio management.

Findings

A comprehensive view of event portfolio literature across disciplines reveals its hypostasis as a compound transdisciplinary field. The authors suggest a set of foundational premises whereby they identify 22 principal thematic areas that comprise this emerging field.

Practical implications

The establishment of event portfolio management as a distinct field will help in the osmosis and diffusion of new ideas, models and best practices to run and leverage portfolios. The portfolio perspective highlights the need for cohesive learning to design comprehensive systems of events, implement joint strategies, solidify social networks, coordinate multiple stakeholders and develop methods of holistic evaluation.

Originality/value

By examining comprehensively event portfolio management as a transdisciplinary field, the authors have been able to identify principal research directions and priorities. This comprehensive analysis provides a synergistic ground, which at this embryonic stage of development, can be used to set out joint trajectories and reciprocal foci across the whole span of scholarship studying planned series of events.

Details

International Journal of Contemporary Hospitality Management, vol. 32 no. 11
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 20 March 2017

Seunghyun Brian Park and Kwangsoo Park

The purpose of this study is to develop research theme categories, investigate thematic trends between 1998 and 2013 and present changes in event management research topics.

Abstract

Purpose

The purpose of this study is to develop research theme categories, investigate thematic trends between 1998 and 2013 and present changes in event management research topics.

Design/methodology/approach

The coding instrument was developed for thematic analysis of 592 articles in four event management research journals and 106 event management articles in top-tier hospitality and tourism management (H&T) journals. Various intercoder reliability indices were calculated to ensure credibility of content analysis.

Findings

Major domains of research themes were identified across different periods and journals. Themes differed not only between the event management-focused journals and the hospitality and tourism (H&T) journals but also in different periods (1998-2003, 2004-2008 and 2009-2013).

Originality/value

First, this study analyzed all articles published in journals focusing on event management as well as event management research published in the H&T journals. Second, this paper improved the credibility of thematic analysis by developing a coding instrument of research themes and by reporting intercoder reliability. Third, this research captured changes in popularity of research themes of different periods and distinct research realms (event management journals versus H&T journals).

Details

International Journal of Contemporary Hospitality Management, vol. 29 no. 3
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 16 March 2015

Guido Ellert, Guido Schafmeister, David Wawrzinek and Heike Gassner

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

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.

Social implications

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.

Originality/value

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.

Details

International Journal of Event and Festival Management, vol. 6 no. 1
Type: Research Article
ISSN: 1758-2954

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Article
Publication date: 16 March 2015

David Lamb

The purpose of this paper is to use an experiential learning model in an introduction to events unit/module in partnership with Sport Canterbury (one of 17 regional Sports…

Abstract

Purpose

The purpose of this paper is to use an experiential learning model in an introduction to events unit/module in partnership with Sport Canterbury (one of 17 regional Sports Trusts, throughout New Zealand). During this unit/module students explored the creation and manipulation of an event experience and gained real-life hands on experience. Through their engagement in this process, students were able to acquire skills and knowledge that helped them experience the whole event planning cycle in planning, implement and evaluating an event. Experiential learning approaches are a valuable tool to overcome the knowledge-practice gap recognised in many vocationally orientated disciplines, including event management.

Design/methodology/approach

This paper uses a mixed methods approach including an on-line questionnaire, a number of interviews with students enrolled in the unit/module a survey involving the evaluation of those involved in the events organised by the students and a review of critical reflection diaries, written by students.

Findings

This paper highlights that an extensive range of event skills both personal and team based were acquired, developed and practised during the unit/module and students were able to relate the theory of event studies to the practice of managing an event. In particular students reported that they were able to utilise, record and reflect on their experience and adapt their learning to organising a real-life event. The experiential learning model used in this study resulted in students being actively engaged in their learning through involvement and active participation in an actual event, where they were able to apply what they had learnt in the classroom to the real world. The connection between theory and practice is therefore, pivotal and is a prevailing theme of this paper.

Originality/value

This paper demonstrates how students of event management were provided with the skills and knowledge to run events, by personal involvement in a real-life event in a student centred learning environment. Students enrolled on this unit/module were made responsible for every aspect of managing the annual Rebel Kiwisport Challenge (a series of recreation-based events held over a half day period for primary schoolchildren based in the Canterbury region). Balancing the theoretical input with the practical aspects of events in the introduction to events module/unit enabled students to become multitasking and as a result gain highly portable skills that will help them succeed in their future careers in events. Indeed, in a survey involving 1,100 employers in Australia Neilsen (2000) reported that the five most important skills needed for graduate employment were oral business communication skills, creativity, problem-solving skills, independent and critical thinking skills and flexibility. Similar research undertaken by Greenan et al. (1997) in the UK and Braxton et al. (1996) in the USA, report the same findings. Although, there is a dearth of literature in the social sciences on experiential learning, the same debate within event management education is sadly lacking and it is hoped that this study will help fill a gap in the literature.

Details

International Journal of Event and Festival Management, vol. 6 no. 1
Type: Research Article
ISSN: 1758-2954

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Article
Publication date: 18 May 2021

Nicholas Wise, Jelena Đurkin Badurina and Marko Perić

There is a need to rethink destination competitiveness research, which tends to overlook local impacts of events and new developments. Conducting pre-event research…

Abstract

Purpose

There is a need to rethink destination competitiveness research, which tends to overlook local impacts of events and new developments. Conducting pre-event research challenges researchers to move beyond analyzing competitiveness as an end (concerning strategy, tangible outcomes, economic deliverables and value for visitors) to assessing competitiveness as a beginning (through perceptions of place management and local impacts).

Design/methodology/approach

Survey research with local residents explores competitiveness pertinent to perceptions of place management and local impacts. Participation, enthusiasm and information availability are independent variables to assess whether statistically significant differences exist among residents’ perceptions. In total, 454 surveys were collected; the analysis involved exploratory factor analysis and t-test.

Findings

Factor analysis revealed two factors for place management (organizational competencies; managing awareness) and local impacts (awareness of social benefits; local interest and support). Enthusiasm and information availability have stronger influences on residents’ perceptions than participation in pre-event activities.

Practical implications

More emphasis needs put on ensuring information availability promotes enthusiasm, to help encourage participation. These three variables are a necessary basis for exploring residents’ pre-event perceptions – a key starting point to guide decision-making through later stages of an event life-cycle.

Originality/value

Events and competitiveness studies focusing specifically on information availability and enthusiasm of residents is little-explored. By exploring these variables and extending insight on participation, this paper contributes to the literature by assessing pre-event resident perceptions of place management and local impacts (with data collected as event developments were being realized).

Details

International Journal of Contemporary Hospitality Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-6119

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Book part
Publication date: 29 November 2018

Antonella Capriello

This chapter discusses emerging issues in event management with a focus on small-scale events. The author reflects on managerial approaches to stakeholder involvement and…

Abstract

This chapter discusses emerging issues in event management with a focus on small-scale events. The author reflects on managerial approaches to stakeholder involvement and engagement, and underlines the complexity of strategy formulation for destination development planning. This contribution also provides advanced conceptual instruments for event marketing as guiding principles that permeate destination-marketing strategies. In addition, the author investigates the role and nature of sponsorship linked to enhancing the value of small-scale events and highlights fundamental issues in developing a marketing management model for place marketing and the key drivers of event management strategies involving sponsors and event participants.

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Article
Publication date: 8 October 2019

David M. Herold, Tim Breitbarth, Nico Schulenkorf and Sebastian Kummer

Although logistics management is a crucial part of local and global sports events, there is no research-driven characterization of “sports logistics management”. The…

Abstract

Purpose

Although logistics management is a crucial part of local and global sports events, there is no research-driven characterization of “sports logistics management”. The purpose of this paper is to conceptualize a framework that allows for a more structured recognition of logistics in sports, in general, and sport event management, in particular. In addition, we conduct a systematic literature review of sports logistics management and locate opportunities for future research both for sports management and logistics management scholars.

Design/methodology/approach

Guided by Durach et al.’s (2017) systematic literature review approach, we identify key attributes and characteristics of sports logistics management. These are based on studies featuring at least partial aspects of logistics management in sports and sport events, and that were published between 2000 and mid-2019.

Findings

The study reveals that sports logistics management – meaning logistics activities in sports and sport event management – is a heavily under-researched area that provides an abundance of scientific opportunities. Based on the three sport event types of local/regional sport events, major sport events and mega sport events, the authors propose four sports logistics management pillars that are central to the proposed Sport Logistics Framework: venue logistics management, sports equipment logistics management, athletes logistics management, and fan and spectators logistics management.

Practical implications

By providing a conceptual framework for sports logistics, the authors progress towards informing the sport sector on relevant strategic and operational levels of logistics management and set the stage for empirical studies that are likely to advance sport logistics planning and management.

Originality/value

This is the first study that builds on a systematic review of literature specifically focused on the logistics aspect in sports and sport event management. It provides a conceptual framework of sports logistics management and offers an agenda of future research opportunities.

Details

The International Journal of Logistics Management, vol. 31 no. 2
Type: Research Article
ISSN: 0957-4093

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Article
Publication date: 23 September 2019

Kelly Maguire and Emmet McLoughlin

Events are a significant component of Ireland’s tourism offering. They are an important source of economic activity and an incremental driver of social change and…

Abstract

Purpose

Events are a significant component of Ireland’s tourism offering. They are an important source of economic activity and an incremental driver of social change and development throughout the country. However, the visual and physical impacts often created by event activities to the environmental and social resource base upon which, events depend, have begun to draw attention to the way events are planned and managed. Although the concept of sustainability has become the topic of much discussion and debate in event management literature, there exist many gaps in relation to its practical application in event management planning in Ireland. This is despite the statutory obligation of local authorities in Ireland to license events and to facilitate the process of planning for large-scale outdoor public events in Ireland. Yet, with the continued expansion of Ireland’s event industry, there is a fundamental need for an evidence-informed approach to planning for event management. Through the application of the European tourism indicator system (ETIS), the long-term sustainability and competitiveness of the national event industry in Ireland could be secured. This paper aims to examine and discuss the application of the ETIS as a possible tool to facilitate greater levels of sustainability and accountability within the events industry in Ireland.

Design/methodology/approach

This study used a quantitative content analysis approach involving a complete population sample of local authorities in the Republic of Ireland to determine the application of the ETIS within the legal process of planning for event management in Ireland.

Findings

While the findings have identified a basic provision for event management within a number of local authority legally required County Development Plans, none, however, were using the ETIS to monitor the impacts of events at the local level. This lack of data collection and benchmarking highlights the need for greater levels of sustainability and accountability within the legal process of planning for event management in Ireland.

Originality/value

This study suggests the ETIS as an easy, cost effective and viable solution to facilitate an evidence-informed approach to planning for event management at the local level. However, the lessons learned from this study may also have implications for destination planners and event managers outside of Ireland.

Details

Journal of Place Management and Development, vol. 13 no. 1
Type: Research Article
ISSN: 1753-8335

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