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Although several studies have aimed to present models to predict conflict outcomes, fewer methods have been developed to analyze conflict manageability and provide management strategies based on prediction models. This research pitches into the manageability analysis of conflicts occur during the implementation of a proposed change in construction projects. In this way, a framework has been developed by defining two parameters: the predictability index and the preventability index.

Within this framework, the predictability index determines how many outcomes of the prediction model can be used for conflict management based on the degree of clarity. The preventability index demonstrates how preventive measures for conflict management can be identified. Eventually, three preventive measures can be determined: (1) identifying weaknesses of decision-making patterns and organizational culture, (2) identifying events that may be prevented using soft skills and (3) identifying differences among similar change-implementation scenarios and evaluating causes of the differences. To demonstrate the capabilities of proposed framework, a practical example has been analyzed.

The results show that the behavior of the project parties can be psychologically analyzed, and psychological conflicts can be distinguished from technical conflicts. Moreover, identifying the weaknesses of parties' decision-making patterns and their organizational culture is the most effective measure to prevent the conflicts.

This research contributes to the construction body of knowledge by quantifying the predictability and preventability of conflicts between the project parties in a construction project based on: (1) the certainty level of the conflict occurrence and (2) the level of alignment between predicted outcomes of the conflict occurrence and the issued change request and/or change order.

The goal of this study is to learn about of the strategic framework used by event organizers in Indonesia to survive the COVID-19 pandemic. This effort is also used to see how crisis management is implemented in the organization, particularly in relation to the company's efforts to maximize technology in this COVID-19 crisis situation.

This is a qualitative study that employs the case study method with a single intrinsic case. Researchers chose six sources based on the range of responsibilities and authorities they have.

To remain viable faced with COVID-19 pandemic, event organizers must adopt an open communication strategy, be ready to adapt to changing conditions and take bold steps in crisis management. In general, Garuda Organizer's crisis management strategy consists of five stages: crisis research, forming a crisis team, planning crisis management steps, implementing a new work system and adapting to the new system's culture.

The focus of this research is on how to deal with crisis strategies in the world of event organizer from the standpoint of innovation diffusion. This study cannot be generalized because it is limited to efforts to formulate a strategic framework carried out by event organizer companies in dealing with the COVID-19 pandemic, not seeing the effectiveness of the strategy.

This research, in addition to its theoretical implications, provides practical contributions to the event organizer industry. The pandemic encourages every event organizer company to always be prepared to adapt to changing conditions. There is no such thing as a static condition; rather, it can change abruptly at any time. As a result, the most important requirement is a quick and precise response. Responsive leadership will ensure that the adaptation process goes smoothly. With uncertain conditions, businesses must be prepared to respond to any changes that occur at any time. Sometimes desperate action is required because it must be done quickly. Aside from that, do not overlook openness management. It will be easier to manage a crisis if all available communication channels are opened. Opening all communication channels allows all components of the company to participate in overcoming the crisis. The participation of all parties will make it easier to deal with any crisis that arises. This transparency is carried out not only within the company, but also with parties outside the company, such as the government as a regulator, company partners and community members who use our services. Aside from that, a willingness to change and step outside of one's comfort zone is required both within the company and for each individual employee. The company's willingness to try new things and learn quickly becomes critical for businesses in the midst of a crisis. As in the case of Garuda Organizer, a willingness to constantly learn and develop a new culture that is more in line with current conditions will make the company more adaptable in dealing with crises. Thus, effective crisis-response strategies can be developed quickly. When we are at ease in certain circumstances, as employees, we are often hesitant to change, even if the times or circumstances have changed dramatically. It is necessary to avoid the comfort of the status quo. It takes self-will to change in a crisis like this. What does not change will be forgotten by time. To maintain the continuity of the company's activities, all employees must be willing to give up their comfort and possibly make a small sacrifice (including time and effort). If companies can unite the interests of companies and individuals who work as employees (As the management and employees of Garuda Organizer have done by devoting more time to the company's future and delving deeper into one's own potential), they will undoubtedly survive the current crisis.

This study discovered that even in the midst of the COVID-19 pandemic, which is fraught with restrictions, there still are event organizer companies striving to provide the best service. The Garuda Organizer company strives to provide good service to its customers by disseminating innovations. Despite the limited circumstances, the public continues to enjoy events in a novel format, namely through virtual spaces.

This study identifies the use of technology as a means to overcome the problem of organizing events in the midst of the COVID-19 pandemic and maps the complexity of the innovation adoption process in Indonesian event organizer firms.

Near misses are important references for the construction industry to move toward zero injuries, and are of great significance in reducing accidents and improving safety education. To fully improve the construction industry's understanding and standardize the management process of near-miss events, this paper describes a systematic review of the research front and intellectual basis of near-miss events based on scientometric technique and CiteSpace.

The authors reviewed and summarized the research wave and definitions of near-miss events in construction. The science mapping approach is used to conduct quantitative analyses of 120 relevant articles published between 2009 and 2019. Three research themes are identified via author analysis, keyword analysis and co-citation analysis: the construction of near-miss management systems, near-miss events research and characteristic research.

It is found that improving the data collection method to maximize the quality of near-miss reports, optimizing and verifying the event analysis model considering the characteristics of near-miss events in construction, establishing a more comprehensive framework for the analysis of near-miss events and building a highly inclusive technology integration platform are the four main development directions for the future.

According to Heinrich's law, incidents are mainly blamed on near-miss events such as workers' unsafe behaviors. Due to the complexity and variability of the construction site, near-miss events in construction may have different features. This article helps promote the understanding of near misses in academia, standardizing the management process of near-miss events, which is conducive to mining the potential value of such events in practice. Some insights into the research front and the intellectual base of near-miss research in construction are proposed.

The existence of a wedding organizer plays an essential role in realizing the dream wedding of the bride and groom and the progression of a family-centred structure. The wedding organizer industry is one of the business sectors that experienced a significant impact during the COVID-19 pandemic due to various policies restricting mobility and interaction. This study aims to answer research questions: What challenges are experienced by wedding organizers in the context of COVID-19? What factors drive entrepreneurial resilience for family business continuity in the face of the COVID-19 pandemic?

This study uses a qualitative research design through semi-structured in-depth interviews with eight wedding organizers in Indonesia with questions centred around the context of the family in the event.

This study found several challenges faced by wedding organizers, including personal barriers and environmental challenges due to the COVID-19 pandemic. The four drivers of entrepreneurial resilience of wedding organizers in dealing with the COVID-19 crisis include entrepreneurial motivations, entrepreneurial characteristics, firm strategies, and environmental support. These factors create a positive interaction effect for the continuity of the wedding event organizers.

This study contributes to the literature by providing valuable insights into the broader entrepreneurial resilience issue and offering practical recommendations for wedding organizers and other entrepreneurs facing similar challenges. This study has both academic and practical implications in providing event management guidance and future avenues of research in this field.

This paper aims to specifically analyse the extent to which talent management practices in the post-COVID-19 era differ from those before the pandemic in the extreme work context of Egyptian hospitality sector.

The study uses an exploratory qualitative research approach where semi-structured interviews were conducted with 30 full-time employees working at hotels in Sharm El-Sheikh (Egypt). Moreover, thematic analysis was undertaken on the interview transcripts.

The findings revealed that in the post-COVID-19 era, the case hotels exclusively use the inclusive talent management approach, in which all staff are recognised by the management as talents with the same workplace privileges. This approach helped to mitigate the negative influences caused by the COVID-19 pandemic. Moreover, the findings highlighted the criticality of competencies such as multitasking along with in hospitality sector employees in relation to extreme context necessitated by COVID-19. The findings further established that when facing extreme events, such as COVID-19, a shift in training activities towards activating positive mental health and effective shock management among employees is also needed. This study found that organisational support and continuous learning play a vital role in individual employees’ resilience development, which also helped in retaining them.

This paper is one of the pioneering empirical studies on the relationship between talent management practices in extreme contexts and the influences of global disruptions resulting from COVID-19. Moreover, it is one of the few studies to specifically undertake a comparative assessment of the differences in talent management practices pre- and post-COVID-19 time period in the hospitality sector. The study findings contribute to multiple literature streams including extreme context, hospitality, human resource management and transaction stress model.

The events sector is an innovative and dynamic working environment that requires a creative and diverse workforce to help it thrive. However, in the main, the events workforce is not diverse, with evidence suggesting that most leaders continue to be White and male. There has been no previous research exploring the experiences of ethnically diverse professionals in this environment. This paper aims to draw on the theory of racialised organisations to begin to address this gap and amplify the voices of ethnically diverse events professionals.

Qualitative, semi-structured interviews were conducted with 17 ethnically diverse event managers working in the UK events industry.

Covert and overt forms of racism and discrimination remain ubiquitous within the culture of event organisations, and in a number of guises, ranging from regular racialised microaggressions to more subtle forms of exclusion. The events industry needs to do more than pay lip service to neoliberal notions of diversity and acknowledge the ways in which racial relations of power shape the industry and the experiences of individuals within it, and design interventions to address these issues.

To the best of the authors’ knowledge, this study is the first to apply the theory of racialised organisations to the events industry, recognising the centrality of race and racism to events organisations and careers. In so doing, it offers essential insight into race and ethnicity in this sector and contributes to ongoing efforts to integrate race and racism within theorising in management and organisation studies.

Academics recently identified a lack of research regarding who should guide interactions in virtual social networks when risks appear. Data shows that organizers are usually less active than other users in this context, which can lead to negative reactions among attendees. This research examines if and how virtual social network communication guided by an official source (vs a nonofficial source vs control group) reduces perceived crime risks and trust before the event, leading to lower ambivalence and higher intention to attend. The study was conducted in Colombia, a country where many individuals face this type of risk.

First-year university students (N = 210) from Colombia were invited to a “Welcome Cocktail”. Two weeks before the cocktail, they were divided into three groups (70 per condition) to receive information. In Group 1, participants were invited to be part of a WhatsApp group administered by one of the organizers. In Group 2, they participated in a WhatsApp group administered by a student. Group 3 was the control (i.e. no virtual communication established before the event). One week after the meeting, they were gathered again and answered a questionnaire, which measured perceived crime risk, trust, ambivalence and intention to attend.

Participants in the WhatsApp group administered by an official source perceived lower risk and higher trust in the organizers, which led to lower ambivalence towards the event and higher intention to attend it. The relationship between ambivalence and intention to attend is moderated by the nationality of the participants (locals vs foreigners), such as, at equal levels of ambivalence, foreigners show lower intention to attend the event.

This is the first study that compares different approaches on a virtual social network to reduce perceived crime risk in event management. The results present new findings on how the presence of an official source can mitigate this risk, and which potential attendees (i.e. locals vs foreigners) are especially benefited from it. The findings are particularly useful for managers in regions where attendees face crime risks every day, and might feel low trust towards public and private institutions, such as in Colombia.

Web Summit is an annual technological event which takes place annually in November and has great worldwide impact. The event fits into the MICE (meetings, incentives, conventions and exhibitions) typology and has mega-event proportions, not only due to the number of participants but also in relation to its media coverage. The aim of this study is to analyse the participation of Web Summit participants in leisure activities outside the event, namely regarding entertainment and culture and heritage. It was also intended to know their perception of the city's brand image, according to the participants' age and the number of days they stay in the city.

This investigation is anchored in a quantitative methodology. Data were collected during the four days of the event from a convenience sample of 410 participants. For this purpose, a 15-item questionnaire was used, specifically designed to meet the study's objectives, assessing three dimensions: entertainment, culture and heritage and brand image.

Entertainment and culture and heritage positively influence tourists' perception of brand image. It was also possible to ascertain that the age of the tourists and their interest in culture and heritage are correlated. Finally, it was found that tourists' perception of entertainment varies depending on the number of days they stay in Lisbon.

The main limitation of the study is related to the fact that a convenience sample was used in a single destination, which does not allow generalization to other contexts. Therefore, it would be interesting to apply the study in other geographical and cultural contexts, particularly in Rio de Janeiro, where the event will also take place next year (2023).This research contributes to extending the reflection on the role that events play in the brand image of a tourist destination. This study also highlights the importance of understanding consumer behaviour in MICE typology events.

The MICE sector plays an important role in the tourism industry as it constitutes a driving force of the global economy. Thus, it is considered that this research draws attention to the importance of the regions invested in this sector (e.g. expansion of facilities, ease of access to the site). Thus, in practical terms, the findings allow the authorities and the different stakeholders to better understand the impact of the event on the city's image and, at the same time, adapt the services according to the attendees' preferences.

Considering the results, the study may have an impact on the organization of tours and events related to local culture and heritage, particularly in old quarters, where there is a greater lack of resources and the standard of living of the inhabitants is more precarious.

This research contributes to extending the reflection on the role that mega-events play in the brand image of a tourist destination. This study also highlights the importance of understanding the behaviour of consumers of different ages in events of the MICE typology, in leisure activities outside the event.

Community events are significant for building community identity and cohesion. During 2020–2021, events largely halted due to coronavirus disease 2019 (COVID-19) and many communities lacked the capacity to recover their events quickly, in comparison to larger more well-resourced events. The study aims to understand and learn from the experiences of Scottish community event practitioners' during the disruption and recovery period for their events.

A targeted qualitative questionnaire elicited open-ended responses from people involved in the management and operation of community events in Scotland. Focus groups were also conducted with relevant practitioners to further elicit data.

Four key themes emerged as follows: (1) COVID-19 fractured stakeholder networks and impacted the ability of community events to operate. Practices adapted to incorporate virtual events. (2) Events were considered as important for place-building and wider collective community benefits. This was brought more into focus for practitioners as a result of the pandemic. (3) Local authorities were variable in the level and support they gave community events. (4) Some positive changes were enforced through COVID-19, such as collaboration between small event collectives that can build resilience for community events in the future.

The research provides an analysis of community events, which are often small-scale, diverse, local, unique to destinations and under-researched compared to large events. It particularly builds understanding of their resilience to sectoral disruption, through the lens of recovery from the COVID-19 pandemic, an extraordinary disruptive event. This paper provides practical strategies for community actors and local authorities to improve event delivery and leverage community events as place-builders.

No study to date has addressed the construct of event tourist experience value and there is no well-accepted value measurement method. This study aims to examine the underlying dimensions of event tourist experience value from a holistic perspective.

The research process consists of two steps. First, the dimensions of event tourist experience value are investigated by using grounded theory and content analysis of travel blogs. The second step is to explore and verify the scale of event tourist experience value.

The items show that event tourist experience value can be comprehensively understood from three dimensions: functional value (functional factors); hedonic value (relaxation, escape, restoration and interaction); and symbolic value (social prestige, belonging and self-transcendence).

The findings are useful indicators explaining events attendance, and can help event organizers and destination managers to better understand the needs of tourists and design event experiences in a more sophisticated way.

This work integrates a series of varied events to suggest a holistic view of event tourist experience value, which provides a theoretical basis for other scholars to compare and monitor findings in this field.