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The purpose of this paper is to investigate the perception of public and private officers of stakeholder at the PyeongChang Winter Olympic Games 2018. This event was selected as the subject of this research as it is the most recent mega-scale international sporting event and, given that the organizing committee (OC) is currently operating, it afforded a unique opportunity to investigate the staff of the organization. To clarify the research questions, this research identified stakeholders of Olympic Games.

The research questions were examined by a stakeholder analysis that measured and compared perceptions conducted according to the stakeholder theory (Freeman, 2010) and previous research (Naraine et al., 2016).

This study identifies eight stakeholders of the 2018 Winter Olympic Games: the OC, the International Olympics Committee, National Olympic Committee, central government, local government, media, sponsors and non-government organizations. The authors pointed out that public officers are more sensitive to the opinions and movements of community members than private staff. Conversely, the authors found that the private staffs regard the media and influential stakeholders as more important compared with public officers.

Based on the findings from the Olympics committee, this study contributes to the academic literature related to sporting events and their stakeholders by providing the most up-to-date identification of stakeholders.

Based on the work of Parent (2008) on mega sports events, this paper explores the relationships among events stakeholders in Olympic Games host/bid city marketing. It outlines research questions, identifies a theoretical framework to better understand Olympic city marketing, presents four essays related to issues within this framework, and provides conclusions and suggestions for future research.

Over the past decade, the Olympic Movement has become increasingly dependent upon financial support provided by corporate sponsors. This study explores the evolution of the Olympic sponsorship programme, presents current and future marketing strategies employed by sponsors, and discusses major challenges within the programme.

The interest for hosting the Olympic Games is now at its historical peak. Heads of states, culture elites, top athletes and professional marketers are engaged in selling their cities to the deciding International Olympic Committee. This host selection process has recently been in the focus of public interest due to the bribery allegations against the winner of the 2002 Olympic Winter Games, Salt Lake City.

The purpose of this paper is to delineate shifts in environmental sustainability leadership in the Olympic Movement through a historical narrative.

A systematic literature review was conducted and data were analyzed chronologically.

Four eras are identified, distinguished by different leadership and levels of commitment toward the natural environment: public-driven environmental sustainability, host city-driven environmental sustainability, International Olympic Committee-mandated environmental sustainability and environmental regression.

This paper is limited to secondary data collected through a systematic literature review.

The findings inform a list of best practices for Olympic environmental sustainability, grounded in evidence of past successes and lessons learned from environmentally insensitive events.

This is the first historical narrative and synthesis of environmental leadership in the Olympic Movement, a topic previously covered in studies focused solely on the institutions responsible for hosting the event, ignoring external parties and the deep history of environmentalism dating back to the 1930s, or focusing just on actions, ignoring the actors who drove the environmental movement.

This study investigates the regulation and restriction of ambush marketing during the London 2012 Olympic Games, with analysis of actions taken via social networks and digital marketing related to the mega sports event. Results show that, where this issue was concerned, the London Organising Committee of the Olympic and Paralympic Games (LOCOG) was the most restrictive OCOG in history. However, there are neither specific legal tools nor international agreements to prohibit ambush marketing and protect official sponsorships. This paper looks at the proliferation of ambush cases during the London 2012 Olympics and underlines the widespread growth of this practice, despite reinforcement of existing laws. Findings show that brands were very imaginative at the expense of official sponsors and that social networks can be powerful publicity channels.

The Olympic Games is the largest sporting mega event of its type, with deep cultural and historical roots. The event is short lived compared to the lifespan of the infrastructure required in host cities. The purpose of this paper is to examine models of adaptability in Olympic construction, using case studies in previous Olympic host cities of the Summer Olympic Games (Rome 1960, London 2012), to assess the impact of adaptability on future legacy.

A mixed methods approach (archival research, direct observation), was used in two case studies: Rome (Palazzetto dello Sport, Palazzo dello Sport), and London (London Olympic Velodrome, London Aquatics Centre). The case studies examined how adaptability was used in design to secure legacy.

In the selected case studies (Rome 1960, London 2012), adaptability has had a positive impact on the post-Games use of venues, all four of which remain in use today. However, there are multiple factors that contribute to post-Games legacy, and further research is necessary.

Whilst some positive results were observed in this study, more research is necessary across a broader spectrum of sites and venues to make conclusive recommendations for architects designing for Mega Sporting events.

The significance of this study to architectural practice, academia, and society is its potential to benefit future Olympic Games, International Olympic Committee policy, and be extended to other Mega Sporting events.

The originality of this research lies within its analysis of Olympic infrastructures and sustainability, of which there is a current lack of comparative studies in academic research.

This study aims to provide an understanding of the multi-layered managerial and organizational challenges of mega sporting events such as the Olympic and Paralympic Games, identify key competencies that address the complexities and uncertainties when planning and organizing the Olympic and Paralympic Games and provide a framework to classify sporting events according to their complexity and uncertainty.

This study uses in-depth semi-structured interview with key organizing actor of the Olympic and Paralympic Games in Rio in 2016.

Planning and organizing complex and long-term mega sporting events such as the Olympic and Paralympic Games require a set of key competencies, including a range of soft skills (collaboration, negotiation, communication), goal-setting, persistence and resilience, paradox thinking and timing.

Presenting the findings in an unedited and raw interview format provides practitioners and scholars alike with unfiltered and rich data that allows to choose, apply and adapt key competencies and heuristics from Rio 2016 to their own mega sporting projects or research agendas; allows to differentiate between sporting events according to their complexity and uncertainty.

A large-sample survey of general public consumers in Canada, France and the United States during the 2000 Olympic Games supports previous research on ambush marketing, provides evidence that purchase decisions are affected by ambush marketing reducing the value of sponsorship partnerships, and purports that the International Olympic Committee and its partners need to develop specific strategies to combat ambush marketing country by country

This study looks at the visibility of logos during the televised broadcast of the 2006 Winter Olympic Games in Turin, and television viewers' perceptions, recall and recognition of those logos. The results indicate that the number of brands and logos perceived was far greater than actually existed, bringing into question the effectiveness of the Olympics' 'clean venue' policy.