Search results

This study operationalizes risks in stakeholder dialog (SD). It conceptualizes SD as co-produced organizational discourse and examines the capacities of organizers' and stakeholders' practices to create a shared understanding of an organization’s risks to their mutual benefit. The meetings and online forum of a German public service media (PSM) organization were used as a case study.

The authors applied corpus-driven linguistic discourse analysis (topic modeling) to analyze citizens' (n = 2,452) forum posts (n = 14,744). Conversation analysis was used to examine video-recorded online meetings.

Organizers suspended actors' reciprocity in meetings. In the forums, topics emerged autonomously. Citizens' articulation of their identities was more diverse than the categories the organizer provided, and organizers did not respond to the autonomous emergence of contextualizations of citizens' perceptions of PSM performance in relation to their identities. The results suggest that risks arise from interactionally achieved occasions that prevent reasoned agreement and from actors' practices, which constituted autonomous discursive formations of topics and identities in the forums.

This study disentangles actors' practices, mutuality orientation and risk enactment during SD. It advances the methodological knowledge of strategic communication research on SD, utilizing social constructivist research methods to examine the contingencies of organization-stakeholder interaction in SD.

This chapter considers some of the divergent outcomes of youth mobilization and participation in offline spaces, particularly in the youth nonprofit. Critics of youth online political participation detail several shortcomings of online activism as compared to offline activism, but in so doing, these critics venerate offline activism as a utopic alternative. Based on qualitative research in three organizations that mobilize youth around issues of education reform, this chapter demonstrates that the offline youth activist nonprofit fosters political power among some youth while burning out other youth. For teenage activists, these nonprofit organizations offer political education, institutional leverage, and foster political efficacy. At the same time, older youth organizers who are paid staff in these same organizations struggle with having to reign in the radicalism of the youth they mentor, while performing invisible labor around the demands of their organizational funders. These organizational pressures work to burn out youth organizers and steer them away from politics. Online forms of youth activism bring about outcomes that both enhance the political capacities of youth as well as hinder their potential to transform social injustices. Far from utopic, offline movement contexts also foster these contradictory outcomes and should be considered more critically in the debates over the merits of offline versus online activism.

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.

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.

The purpose of this paper is to focus on: first, what major impacts do organizers perceive special events to create, and how do they measure an event’s success? second, do these perceived impacts align with the major themes of economic benefits, social impacts, and community cohesiveness revealed in the existing literature? and third, why do event organizers perceive these major impacts?

In order to gain a better understanding of the types of community impact event organizers anticipate from, and attempt to solicit through special events, this study makes use of a survey with open-ended questions. Such questions enable a broader discussion between interviewees and interviewers, giving interviewees greater response leeway and generating more material for the researcher’s analysis.

Findings suggest that bringing the community together, producing economic benefits for local businesses, and creating socializing and educational opportunities for visitors are the primary impacts anticipated by interviewed event organizers. In particular, providing a positive experience by getting the community involved proves to be the key element to the success of any special event discussed.

There are a couple of limitations to the study. First, the study presented a relatively small sample. Second, these results may relate to the institutions located along Lake Erie where parks and recreation have long been viewed as an integral part of community life.

This study represents a first attempt to complement the quantitative data in the former research with a qualitative study. Through in-depth interviews, it sets out to create a dialogue from the event organizers along Lake Erie in the USA to help better understand the impacts of special events prepared by Parks and Recreation Departments.

This paper aims to take International SPOrt (ISPO) as a typical case to study how exhibition organizers can reshape their relationship with users through business model innovation to answer the question that how enterprises can help the exhibition industry to upgrade and develop through business model innovation in the internet environment.

Faced with the development of internet technology, the impact of online platforms, the relationship between exhibition organizers and their customers are facing unprecedented challenges. On the basis of the literature review, this study analyzed the innovation of exhibitors’ business model from three modules: value proposition, revenue logic and cost base and how to reshape their interaction with users through innovation. This study systematically analyzed the innovation of the ISPO business model and the process of reshaping its relationship with users and dynamic interaction with a single case study method.

The main conclusions are as follows: the starting point of reshaping the relationship between exhibition organizer and users in the internet era is to re-understand the needs of customers, the key point of reshaping the relationship is to further cultivate the industrial value and the sustainability of the relationship lies in the customer life cycle management.

From the perspective of exhibition organizers filling the gap of case study in the field of the exhibition. In the area of the exhibition, previous studies rarely started from the perspective of exhibition organizers, but, this paper discusses the interaction between exhibition organizers, exhibitors and visitors from this perspective in this study.

The purpose of this study is to examine how the deployment of market-based resources influence trade show (TS) organizers’ performance effectiveness as measured with exhibitor and visitor attendance levels. To this end, the study synthesizes several market-based resources including TS longevity, TS webpage interactivity, industry association support, exhibition duration and exhibition area, and investigates how their deployments affect TS attendance levels.

A cross-sectional dataset was compiled on 79 TSs by searching a variety of online sources. Organizers’ performance effectiveness was measured using TS attendance levels. The extent to which organizers deployed market-based resources was likewise quantified using hard data. A series of regression models was estimated to isolate the effect of the market-based resources on TS attendance levels.

The results demonstrate the existence of positive relationships between market-based resources and TS attendance levels which are characterized by diminishing returns. More specifically, the authors found that as the amount of the deployment of the market-based resources increases, their incremental contributions to TS attendance levels become smaller.

The findings offer comprehensive managerial insights about how organizers can improve their attendance levels by carefully deploying market-based resources.

The few available works that try to address the question of why some TSs are well attended while others are not rely on the opinions of exhibitors and visitors. This study attempts to address the same question from the organizers perspective, and, in so doing, it contributes to the spares literature on TS management from the organizers perspective.

The purpose of this paper is to consider the self-determination theory (SDT) to examine the perceived impact of events on happiness based on event organizers’ opinions. Moreover, it explores whether event organizers in Abu Dhabi consider promoting happiness and well-being as a value of their event and examines how organizers define a successful event.

The research was inspired by Abu Dhabi’s governmental initiative to promote happiness at all stages, with the aim of becoming one of the happiest countries in the world. A qualitative approach was used, and seven event organizers from the Emirate of Abu Dhabi in the United Arab Emirates were interviewed.

Attributes of an event were analyzed, and the results indicated that happiness as a value of events is not an idea that occurs to organizers by recalling values; yet, after reminding them of “happiness,” they all agreed that this value is what they do promote with their events.

Thus, actions must be considered to implement happiness with the potential to become a “first-on-mind” value of events organized in Abu Dhabi (UAE).

Specifically, the authors researched if event organizers consider promoting happiness and well-being as a value of their event, as well as to determine what they considered to be a successful event.

Applying stakeholder theory in the trade show industry, this paper aims to examine the effects of the key stakeholders’ perceptions on trade show exhibitors’ positive behavioral intention.

This study used a 46-item measurement scale on exhibitors’ satisfaction to predict positive behavioral intention. Three dimensions were proposed to account for three key stakeholders in the trade show industry: satisfaction with self-performance, satisfaction with organizers and satisfaction with visitors. Data were collected from 594 exhibitors at three trade shows.

This study found that satisfaction with self-performance, satisfaction with organizers and satisfaction with visitors are significantly and positively related to exhibitors’ positive behavioral intention. All three dimensions in combination explained approximately two-thirds of the variance in exhibitors’ positive behavioral intention.

This study introduced a new way of predicting exhibitor’s positive behavioral intention. Satisfaction with organizers was found to be the dominant predictor of exhibitors’ positive behavioral intention, which challenges the notion that exhibitors attend trade shows only for sales activities.

Trade show organizers and exhibitors could use the three determinants as a diagnostic tool for future improvement and benchmark their performances across different time periods and/or against their competitors.

Although the three key stakeholder types have been studied previously, the factors that theoretically lead to exhibitors’ positive behavioral intention have not been simultaneously addressed. For the first time, the model proposed in this study showcased the importance of considering all three key stakeholders when studying exhibitors’ positive behavioral intention.

This paper aims to examine participatory sport event organizers’ perspectives on potential connections between their events and tourism and destination marketing outcomes.

This qualitative study entailed in-depth interviews with participatory sport event organizers in the United Kingdom, coupled with thematic analysis of event websites and social media. The paper uses Chalip’s (2004) model for host community event leveraging to interpret findings.

Event organizers focused on attracting participants and delivering positive experiences, rather than on stimulating tourism-related outcomes. However, organizers used a range of strategies to attract participants, such as emphasizing attractive and unique location features, which could also serve to entice active sport tourists and promote the event host destination.

Participatory sport event organizers may not prioritize or even sufficiently understand the potential for their events to generate tourism outcomes. For organizers confronted with operating constraints and event delivery challenges, it may be difficult to find the time, and practical ways, to satisfy the needs of tourism stakeholders.

The unique contribution of this paper is its focus on supply-side perspectives on the role of participatory sport events as tourism catalysts, and its examination of the potential for such small-scale events to contribute to sustainable tourism development. This paper also considers the nature of event organizers’ role in implementation of Chalip’s (2004) model for host community event leveraging.