Acknowledgements | p. xi |
Preface | p. xiii |
1 Traditional and niche sport, recreation and tourism events | p. 1 |
Cheryl Mallen and Lorne J. AdamsTraditional events | p. 2 |
Niche events | p. 3 |
The rise of contemporary niche events | p. 6 |
A need for skilled traditional and niche event managers | p. 7 |
Conclusion | p. 7 |
Chapter questions | p. 8 |
2 The concept of knowledge in event management | p. 9 |
Cheryl MallenA knowledge transfer race | p. 10 |
Defining knowledge | p. 11 |
Common knowledge | p. 13 |
Advancement knowledge | p. 14 |
A definition of knowledge for the context of event management | p. 18 |
A knowledge transfer race strategy | p. 19 |
Networks support the knowledge transfer strategy | p. 22 |
Conclusion | p. 23 |
Chapter questions | p. 24 |
3 The event planning model: The event development phase, Part I | p. 25 |
The event manager as a facilitator | p. 27 |
Amy CunninghamWhat is facilitation? | p. 27 |
Role of an event facilitator | p. 28 |
Facilitating the communication requirements | p. 29 |
Facilitating group communication requirements: The case of group rhythm and facilitation | p. 31 |
Facilitating knowledge transfer | p. 33 |
Facilitating event structures for governance | p. 34 |
Joanne MacLeanEvent structures | p. 36 |
Theoretical dimensions of event structures | p. 37 |
Principles in event structures | p. 39 |
Application of theory and principles in event structures | p. 41 |
Facilitating event management using the network perspective | p. 42 |
Laura Cousens and Martha Barnes and Geoff DicksonBuilding blocks: The concepts used to understand business networks | p. 43 |
Social capital: The intangible resource of networks | p. 49 |
Conclusion | p. 50 |
Chapter questions | p. 51 |
4 The event planning model: The event development phase, Part II | p. 53 |
Facilitating volunteer management practices | p. 54 |
Julie StevensThe contribution of volunteers to major sport events | p. 54 |
Event volunteers | p. 55 |
Planning a volunteer program | p. 57 |
Facilitating event policy development | p. 61 |
Maureen Connolly and Lorne AdamsComplementary concepts in policy development | p. 65 |
Application: Policy becomes praxis | p. 67 |
Facilitating corporate social responsibility | p. 70 |
Cheri BradishChapter questions | p. 74 |
5 The event planning model: The event operational planning phase | p. 75 |
Cheryl MallenMechanism 1 The cultivation of the operational planning network | p. 76 |
Mechanism 2 The creation of written operational plans | p. 78 |
The written event operational plan: establishing a design format | p. 79 |
Logical operational planning | p. 79 |
Sequential operational planning | p. 80 |
Detailed operational planning | p. 81 |
Integrated operational planning | p. 88 |
Mechanism 3 The inclusion of contingency plans | p. 89 |
Mechanism 4 The activation of a plan refining process | p. 90 |
Contemporary issues in the event operational phase | p. 91 |
Practice operational planning scenarios | p. 91 |
Practice scenario 1 | p. 93 |
Practice scenario 2 | p. 94 |
Practice scenario 3 | p. 95 |
Conclusion | p. 95 |
Chapter questions | p. 95 |
6 The event planning model: The event implementation, monitoring, and management phase | p. 97 |
Lorne J. AdamsImplementation: Executing the plan | p. 98 |
Disseminating implementation requirements and production meetings | p. 98 |
Monitoring the dynamic and fluid operational environment | p. 100 |
Managing operational plan implementation | p. 102 |
Overcome foreseeable failure when managing deviations from the plan | p. 103 |
Predetermine the decision-making team and process | p. 104 |
Preprogrammed and not preprogrammed decisions | p. 105 |
Inherent implementation, monitoring, and management issues in operational network practice | p. 106 |
Issue: Operational plan detail and implementation performance | p. 106 |
Issue: Implementation knowledge and performance | p. 107 |
Issue: Deviations from the plan | p. 107 |
Issue: Implementation conflict | p. 108 |
Issue: Implementation communication | p. 109 |
Additional implementation, monitoring, and management issues | p. 110 |
Conclusion | p. 110 |
Chapter questions | p. 110 |
7 The event planning model: The event evaluation and renewal phase, Part I | p. 111 |
Scott ForresterBackground knowledge for the event manager | p. 112 |
What is evaluation? | p. 112 |
Why is evaluation necessary? | p. 113 |
Differentiating between evaluation, research, and assessment | p. 115 |
Key evaluation questions | p. 116 |
Facilitating the process of evaluating the event | p. 116 |
What type of event is it, and where is the event in terms of the program life cycle? | p. 117 |
Who are the key stakeholders of the evaluation? | p. 117 |
What are the questions or issues driving the evaluation? That is, what is the goal or purpose of the evaluation? | p. 117 |
What resources are available to evaluate the event? | p. 118 |
Have any evaluations been conducted in prior years? | p. 118 |
What kind of environment does the event operate in? | p. 118 |
Which research design strategies are suitable? | p. 118 |
What sources of evidence (data) are available that are appropriate given the evaluation issues, the event structure, and the environment in which the event operates? | p. 119 |
Which evaluation approach seems appropriate? | p. 119 |
Should the evaluation be conducted? | p. 119 |
General steps in evaluating the event | p. 119 |
Decisions required by the event manager before evaluating | p. 120 |
Role of theory in evaluating events | p. 120 |
Informal versus formal evaluations | p. 121 |
Formative versus summative evaluations | p. 122 |
What to evaluate? | p. 122 |
Quantitative evaluation versus qualitative evaluation | p. 123 |
Approaches to event evaluation | p. 124 |
Political, ethical, and moral decisions in event evaluation | p. 128 |
Summary | p. 129 |
Chapter questions | p. 130 |
8 The event planning model: The event evaluation and renewal phase, Part II | p. 131 |
Scott ForresterDeveloping questionnaires | p. 132 |
Developing the survey questions, structure and format | p. 133 |
Determining sampling size and sampling administration strategies | p. 136 |
Sample size | p. 136 |
Sampling approaches | p. 138 |
Survey administration strategies | p. 139 |
Importance/performance analysis | p. 140 |
Service-quality analysis | p. 143 |
Evaluating the value of volunteers | p. 144 |
Using event evaluation to inform the event renewal | p. 145 |
Conclusion | p. 148 |
Chapter questions | p. 149 |
9 Event bidding | p. 151 |
Cheryl MallenWhat is a feasibility study, candidature document, bid questionnaire, and bid dossier? | p. 152 |
What is a bid tour? | p. 155 |
What are the critical factors in a successful bid? | p. 156 |
What is the one critical factor for bid success? | p. 161 |
Conclusion | p. 164 |
Chapter questions | p. 164 |
10 Facilitating quality in event management | p. 165 |
Craig HyattWhat is quality? | p. 166 |
Quality is conformance to specifications | p. 167 |
Quality is excellence | p. 168 |
Quality is value | p. 169 |
Quality is meeting and/or exceeding customers' expectations | p. 169 |
Current definitions of quality and the lack of guidance for event managers | p. 170 |
Issues in defining quality in event management | p. 171 |
Conflicting stakeholder expectations influence quality perceptions | p. 172 |
Limited control over inputs influences quality | p. 172 |
Financial constraints influence quality | p. 173 |
Contingency plans influence quality | p. 174 |
Creating a quality statement to guide event managers | p. 175 |
A sample quality statement | p. 176 |
Quality statement for rally in the valley | p. 176 |
Conclusion | p. 178 |
Chapter questions | p. 178 |
11 An integral approach to experiential learning: A foundation for event management and personal development | p. 181 |
Beth Jowdy and Mark McDonald and Kirsty SpenceIntegral approach to experiential learning | p. 182 |
Defining experiential learning | p. 182 |
Wilber's integral approach | p. 184 |
Applying the integral approach to event management | p. 186 |
Individual | p. 187 |
Collective | p. 188 |
Maximizing personal development in experiential event management settings | p. 189 |
Activities for reflection | p. 192 |
Application of four quadrants to personal development | p. 193 |
Conclusion | p. 194 |
Chapter questions | p. 198 |
12 Conclusions | p. 199 |
Lorne J. AdamsAppendix A Example of an operational plan for the National Collegiate Athletic Association (NCAA) Men's Basketball Championship, Round 2, San Jose, California: The hospitality component | p. 203 |
Lauren ThompsonAppendix B Facilitation issues and suggestions for the implementation, monitoring, and management phase of the planning model | p. 223 |
Scott McRobertsReferences | p. 229 |
Index | p. 249 |