PurposeThe purpose of this paper is to illuminate how the strategic decisions a visitor attraction (VA) makes in relation to how it handles weddings or corporate functions on site will have a direct affect on what “work process knowledge” (WPK) an employee will need.Design/methodology/approachThe qualitative research design was comparative case studies of the work processes and knowledge within six Scottish VAs, based on a social constructivist framework. Data were gathered using the methods of key informant interviews and shadowing.Findings“Rich and thick” description illustrates the issues arising from using a VA as a wedding or function venue, highlighting the WPK workers require to convert the site between the two functions.Research limitations/implicationsAlthough cross‐site commonalities of the six cases validate the findings, a broader survey of a greater number of VAs would be beneficial, as would a review of how WPK has subsequently evolved in VAs, especially in relation to events.Practical implicationsWPK is an attitude, commitment and understanding at an overview level, incorporating a strong element of strategy as well as individual tasks. The event organiser is shown how developing WPK in staff can contribute to success.Originality/valueTo date this is the first study of WPK in relation to VAs and certainly in relation to events. To academics, it represents an original contribution to the theory of WPK and for practitioners enhances management understanding for improving event delivery.

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This chapter addresses the issue of work process knowledge in tourism, hospitality and events (THE) facilities. As well as defining the phenomenon, the chapter highlights the importance of work process knowledge in THE facilities, recognizing the organization, the individual and customers as the key drivers. An understanding of work process knowledge has the potential to help THE facility managers and employees to provide better customer service. Conversely, the chapter acknowledges how a lack of understanding can ultimately result in service failure. The chapter then explores factors that affect work process knowledge and how facility managers can develop work process knowledge among their staff. In this respect, the chapter noted the importance of work process knowledge issues concerning communication, flexibility, size and complexity of operations, worker attitudes and seasonality to the effective management of the THE facility.