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It is well known that culture is a catalyst for change, helping economies respond to societal problems and demands and that culture is where people turn to in moments of crisis. In this case study around designing and implementing evaluation methodologies/frameworks for Coventry UK City of Culture 2021, it is suggested that in English public policy and within publicly invested arts there is a maturation of thinking around recognising/measuring the public value of culture including its social value. The purpose of this paper is to chart the recent policy of justifying cultural expenditure with social value claims and highlight challenges for evaluating activity within Coventry UK CoC 2021 as a change in wider policy is taking place.

This paper provides creative insights into the design and implementation of the evaluation methodologies/frameworks for Coventry UK City of Culture 2021. The authors of this paper as the collective team undertaking the evaluation of Coventry's year as UK City of Culture 2021 bring first-hand experiences of challenges faced and the need for a cultural mega-event to evidence its value.

The case study aims to address the concepts of measuring value within cultural events and argues that a paradigm shift is occurring in methods and concepts for evidencing the aforementioned value.

The case study within this paper focuses on the build-up period to the UK City of Culture 2021 year and the thinking and logic behind the creation of the evaluation/measurement framework and therefore does not include findings from the actual cultural year.

It is acknowledged that there are papers examining measuring and evidencing the “value” of cultural mega-events, the authors bring real-life first-hand experience of the concepts being utilised by them on the ground in the delivery and evaluation design of Coventry, UK City of Culture 2021.

The authors review the literature on information behavior, an autonomous body of work developed mainly in library studies and compare it with work on knowledge mobilization. The aim is to explore how information behavior can contribute to understanding knowledge mobilization in healthcare management.

The authors conducted a narrative review using an exploratory, nonkeyword “double-sided systematic snowball” method. This is especially useful in the situation when the two traditions targeted are broad and relies on distinct vocabulary.

The authors find that the two bodies of work have followed similar trajectories and arrived at similar conclusions, with a linear view supplemented first by a social approach and then by a sensitivity to practice. Lessons from the field of information behavior can be used to avoid duplication of effort, repeating the same errors and reinventing the wheel among knowledge translation scholars. This includes, for example, focusing on sources of information or ignoring the mundane activities in which managers and policymakers are involved.

The study is the first known attempt to build bridges between the field of information behavior and the study of knowledge mobilization. The study, moreover, foregrounds the need to address knowledge mobilization in context-sensitive and social rather than technical terms, focusing on the mundane work performed by a variety of human and nonhuman agents.