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The purpose of this paper is to present functional requirements for bibliographic records (FRBR)‐based model and functional requirements for authority data (FRAD)‐based model; both of which incorporate an event concept that transforms FRBR and FRAD with minimal modification.

Relationships between the entities defined in FRBR/FRAD are transformed into event entities and relationships with other kinds of entities. The cardinality of those relationships is also examined. In addition, a comparison of the proposed FRBR‐based model with the object‐oriented FRBR (FRBR_OO) is conducted.

In the proposed event‐aware FRBR model, an event and its output resource are dependent on each other and necessary information about an event can be expressed with information about its output resource, and vice versa. Therefore, the usefulness and expressiveness of the proposed model is limited. In the FRBR_OO model, dependency between an event and its output resource is not observed, except in a few cases, since a different resource and event modeling was adopted there. The event‐aware FRAD model proposed is useful – but also the scope of its usefulness limited since dependency between an event and its input/output resource is not observed on some event entities.

The proposed models are meaningful in terms of understanding the basic structure and features of a model that incorporates an event concept. The usefulness and limitation of event modeling have been clarified through such model building. The proposed models provide a stable basis for examining FRBR/FRAD further.

With fierce competition in capturing tourists, it is crucial that destinations be prepared to adapt and to refresh their event portfolio. The purpose of this paper is to look into the decision-making process that led to the development of a new festival in a middle-sized city, Tomar, in Portugal.

This study analyses the creation process of the Knights Templar Festival, in Tomar, a new event focusing on the Templar history of the city. A retrospective outlook on the evolution of the event is given. Primary data were collected via quantitative survey analysis and semi-structured interviews. The theoretical scope is events and placemaking.

The strengths and weaknesses of the region influenced the conception and setting up of this particular event. This awareness is important for cities in meeting the challenges and opportunities that event portfolio diversification calls for.

This paper helps us to understand the motives and challenges in establishing a new event in the city, through the analysis of a single case study of a European middle-sized city. Simultaneously, it is a longitudinal in-depth case of the first editions of a new historically focused event.

Several practical implications can be derived to the case of Tomar. Overall, it is key that cities align the focus of new events with the city’s identity (as Tomar did).

This paper presents an in-depth and longitudinal case study, from the moment of the creation of a new event to its fourth edition, mapping the decision-making process, highlighting the learning curve of the decision makers.

The purpose of this paper is to report on untold stories that not only illustrate the creativity but also complexity of working in outdoor events. There has been global interest in the creative industries and the creative economy more generally. Events have not been identified or categorised as part of this. Experiences have been identified as part of the creative sectors (NESTA, 2006) and events are seen as experiences (Jackson, 2006; Berridge 2007). There has been little research undertaken about the creative nature of event experiences, especially in how they are created.

A theoretical framework was created from literature on creativity more generally to inform the Creativity in Events research project. Interviews with those working in the outdoor events sector were the basis of the qualitative stage of the research project investigating the phenomenon of creativity in events.

This paper identifies the core facets of creativity in the management of outdoor events. These were fluency, originality, imagination, elaboration, environment and complexity. A vignette is used to illustrate the intricacy of the nature of creativity in the production of outdoor event experiences. The overall findings were that event management was both creative and pragmatic and that both are necessary. There was a need for a creative environment with processes and familiarity that aided inspiration and originality.

The background and findings are relevant to recognising events as part of the wider creative economy. A greater understanding of the nature of creativity in events informs both education and practice.

The purpose of this paper is to investigate the growing, and multifaceted, role for events within destination shopping centres. With particular focus upon The Gruffalo experience (GE)—a three week pop-up experiential children’s activation—the study offers insights and provides a conceptual framework, relating to the emerging and future role of events.

The study emerged from a privileged opportunity to research The GE, enabling a visitor questionnaire survey (n=1,305), using a non-probability sample, and four in-depth interviews, which were extended by an additional seven respondents.

There is a noteworthy role for events as “enlivenment”; attractors to increase visitation, repeat visitation and equally to impact dwell time and boost footfall and sales for tenants. The study revealed a need for a developed event portfolio, with various fundamental tensions relating to objectives, tenants, integration with wider strategy and customer experience.

By interlinking events with shopping, re-visitation intention is improved and therefore not only does it deliver short-term return but longer-term payback. The vast assortment of events, and stakeholders, means a strategic and reflective approach is required. A limitation of the study is that there is limited existing research on this topic upon which to compare the overall findings, or specifically the survey data and analysis.

This early research study into events within destination shopping centres has revealed a prolific and advantageous, but also emerging and intricate, relationship. There is an absence of extant literature and therefore this paper makes a notable contribution to this unfolding area.

This case study presents and evaluates the effectiveness of a psychological intervention based on a narrative therapeutic approach. Paul is a man with a mild learning disability who was referred for treatment for anxiety and anger. Following difficulties in engaging him in a cognitive behavioural intervention, a narrative approach was initiated. By placing Paul as an expert in his own life, the approach was intended to assist him to access his strengths and resources and encourage him to view himself as separate from the problem he labelled ‘Anger’. Quantitative data indicated that there was a reduction in feelings of anxiety and increased feelings of well‐being. Subjectively, Paul reported making steps towards achieving five therapeutic goals, including feeling more in control of ‘Anger’. It was concluded that, with modifications to standard techniques, a narrative therapeutic approach offers a promising alternative to CBT for people with learning disabilities.

Using two years of ethnographic fieldwork and 17 in-depth interviews, I examine a college gaming group's identity work. Stigmatized as social isolates, gamers employed oppositional identity work to construct themselves as “communal gamers.” Gaming Council members signified an identity counter to prevailing stereotypes by collaboratively coding “communal” to promote member interaction, affirming communality through joking and member recognition, and policing to enforce proper identity presentations. This study contributes to identity work research by furthering our understanding of identity work as group process and how groups manage identity dilemmas.

Optifit, an international brand of fitness equipment, had entered the Indian market in 2010 and had rapidly opened 45 stores in 8 years in the four metros (NCR region, Mumbai, Chennai and Kolkata). Jaiveer Roy was identified by Pravin Gupta (South Zone head) and Raghav Mehta (HR head) to join as Optifit's Store Manager for its Alwarpet branch, Chennai, a store that had leadership difficulties from the day it started in May 2018. Roy joined the store in May 2018 and did very well soon after his appointment to the store. However, in less than three months, both Roy's and his store's performance began to suffer and his relationship with Gupta began to crumble. This case highlights issues in people management, especially support for people selected for leadership positions and examines the performance indicators of an individual's performance at a broader level. The case also points towards the mistakes or errors leaders may commit vis-a-vis their own role as a leader and mentor.