Collaborative capacity to develop an events portfolio within a small island development state: the Cook Islands

Issues, patterns and strategies in the development of event portfolios: configuring models, design and policy

“…As evidenced, even when a confined portfolio approach (nautical brand) to events is employed, an overall strategic vision may be lacking to thoroughly foster synergies and enhance complementarities, hence resulting in missed opportunities for cross-leverage. Moreover, as demonstrated in the case of Cook Islands, the strategic development of its event portfolio is dependent on the collaborative capacity of the supporting events network (Dickson, Milne, & Werner, 2018).…”

“…Yet, whilst the strategic use of individual events in portfolios as attractions, focal celebrations and complementary features is commonplace, there is little evidence of joint planning to magnify outcomes bestowed by events' interdependencies and complementarities. This may occur through the development of an events network promoting stakeholder engagement and nurturing their relationships in collaborative patterns (Dickson et al, 2018;Kelly & Fairley, 2018;Larson, 2009;Yaghmour & Scott, 2009). Strong network connections among events, and with other institutions, can yield a healthier population or portfolio; one that can learn and adapt to change, support events facing difficulties, and maximize the potential of events individually and collectively (Andersson, Getz, & Mykletun, 2013b).…”

“…This includes consideration of the spatial factors that influence portfolio development patterns such as urban/regional characteristics and assets as well as host community/destination size. The spatiality of an event portfolio can thus be urban, regional, rural and within an island context (Dickson et al, 2018;Ziakas & Boukas, 2016), or even designed and managed at a national level as the example of Wales's major event portfolio demonstrates. Important parameters of portfolio development patterns include the underlying portfolio purposes, scale of events and subsequent portfolio size, genre composition of portfolio, its governance structure and strategic leveraging scope.…”

Event portfolio management: An emerging transdisciplinary field of theory and praxis

“…Just how this is to be measured and evaluated remains an open question and should become a research priority. There has to be more attention paid to collaboration mechanisms and forms of portfolio governance, as discussed by Dickson, Milne, and Werner (2018) in the context of the Cook Islands. The focal organization for an event portfolio can take many forms, and it is questionable if completely new organizations are necessary, and how formal they should be, as opposed to existing DMOs or local authorities and informal networking.…”

Embracing the event portfolio paradigm in academic discourse and scholarship

“…Indeed, since its publication, a small pile of literature has emerged following this line of inquiry that focuses, instead of single events, on portfolios comprising an array of interrelated events. This literature includes portfolio studies on Gainesville, Florida (Gibson, Kaplanidou, & Kang, 2012), Termoli in Italy (Presenza & Sheehan, 2013), London, Ontario (Clark & Misener, 2015), Portimão in Portugal (Pereira, Mascarenhas, Flores, & Pires, 2015), Barcelona (Richards, 2015), Sunshine Coast in Australia (Gration, Raciti, Getz, & Andersson, 2016), Auckland in New Zealand (Antchak, 2017), Berlin (Viol, Todd, Theodoraki, & Anastasiadou, 2018), and Cook Islands (Dickson, Milne, & Werner, 2018). Further, portfolio-related aspects, approaches and issues were examined (Andersson, Getz, & Mykletun, 2013;Andersson, Getz, Gration, & Raciti, 2017;Antchak & Pernecky, 2017;Dragin-Jensen, Schnittka, & Arkil, 2016;Kelly & Fairley, 2018;Sanders, Laing, & Frost, 2015;Taks et al, 2009;Westerbeek & Linley, 2012;Ziakas & Boukas, 2016).…”