It was never ours: Formalised event hosting rights and leverage

Kelly, Donna; Fairley, Sheranne; O’Brien, Daniel

doi:10.1016/j.tourman.2019.01.016

Cited by 10 publications

(4 citation statements)

References 68 publications

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“…Subsequently, in power inequalities, the voices of people with the most power are heard, while those of the less powerful are ignored (Clarke & Jepson, 2011). Power imbalances can exclude host communities from reaping an event's full benefits, leading the dissatisfied community to oppose event hosting (Kelly et al, 2019).…”

Section: Community Characteristics and Engagementmentioning

confidence: 99%

Community Engagement as an Event Impact Management Tool: A Review and a Research Agenda

2023

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Literature has highlighted the negative backlash from host communities for event hosting due to unfavourable impacts. Host communities feel ignored when event organisers do not appropriately acknowledge the communities' interests and concerns. Accordingly, studies have proposed community engagement as an impact management tool. However, evidence supporting the operationalised use of engagement as an impact management tool is scattered and inadequate. To this end, the current paper systematically locates, analyses and reviews 68 peer-reviewed empirical research articles on the nexus of event impacts and host community engagement to examine the lag in the literature's development. As one of the first reviews to systematically analyse empirical research on the use of community engagement as an event management tool, this study contributes to knowledge enhancement by revealing the current gaps in the literature and practice and provides future directions to strengthen the value of community engagement as an event impact management tool.

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Section: Community Characteristics and Engagementmentioning

confidence: 99%

Community Engagement as an Event Impact Management Tool: A Review and a Research Agenda

2023

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Section: Collaborationmentioning

confidence: 99%

“…Event owners' formal stipulations relating to supply chain characteristics can also be a constraint to leveraging for host communities (Kelly, Fairley & O'Brien, 2019). In the context of the 2007 Cricket World Cup, the event owner's supplier and broadcast restrictions impeded achievement of economic benefits as well as the showcasing of local culture (Kelly et al, 2019). Similarly, Duignan, Down and O'Brien (2020) demonstrated how the regulation of Olympic space by 2016 Rio de Janeiro Olympic Games organisers initially precluded local business stakeholders from leveraging the Olympic opportunity.…”

Section: Collaborationmentioning

confidence: 99%

Constraints to leveraging regular season sport team events

Sobral

Fairley

O’Brien

2021

Sport Management Review

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Research on event leveraging has revealed that certain constraints inhibit the realisation of desired benefits from event hosting. Using qualitative action research methods, this study examined the constraints to leveraging regular season professional sport team events for tourism. The leveraging potential of regular season professional sport team events has been largely ignoredboth by researchers and practitioners. This presented an ideal opportunity to examine the pre-leveraging phase with a view to understanding leveraging constraints. The results identified five overarching constraints: lack of collaboration; priorities and resources; perceived benefit radius; perceived tourism potential; and, unclaimed responsibility. We propose a process model to better understand how leveraging constraints emerge and can be negotiated over time. This research is among the first to demonstrate the utility of team events for inclusion in regional event portfolios. It, therefore, builds on extant knowledge by presenting a more holistic conceptualisation of the inherent constraints to event leveraging, and further, provides a basis from which to successfully negotiate these constraints.

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“…They are simply an application of strategic leverage. However, Host City Contracts must enable the utilization of local businesses and resources in order to ensure that benefits are not limited to global suppliers (Kelly, Fairley, & O'Brien, 2019).…”

Section: Introductionmentioning

confidence: 99%