The Olympic Games and knowledge management: A case study of the Sydney organising committee of the Olympic Games

Halbwirth, Sue; Toohey, Kristine

doi:10.1080/16184740108721890

Cited by 50 publications

(38 citation statements)

References 5 publications

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“…According to Nonaka and Takeuchi (1995;see also Cook & Brown, 1999;Nonaka, 1994), knowledge is created through continuous, dynamic interaction between tacit and explicit knowledge, what they refer to as the "knowledge creation spiral" that leads to four different forms of conversion The importance of knowledge as a source of added value or competitive advantage is widely accepted in the organization/management literature (e.g., Eisenhardt, & Santos, 2002;Grant, 1996;Nickerson, & Zenger, 2004), and has more recently become of some interest in the event and tourism literature (e.g., Cooper, 2006;Halbwirth & Toohey, 2001;Shaw & Williams, 2009;Stadler, Fullagar, & Reid, 2014;Yang & Wan, 2004), as well as the volunteering literature more generally (e.g., Lettieri, Borga, & Savoldelli, 2004;Liu & Ko, 2012). Articles published to date predominantly focus on the need for KM and an associated research agenda rather than offering suggestions on how to actually capture and/or use knowledge effectively.…”

Section: The Seci Modelmentioning

confidence: 99%

“…It is this hope to plan, capture, and, potentially, reuse knowledge through volunteers in other contexts that makes the potential for a human capital legacy a KM matter (Dalkir, 2011;Hsu & Sabherwal, 2012;Seleim & Khalil, 2011). capital development (Benson, Dickson, Terwiel, & Blackman, 2014), growth in sports participation (Cashman, 2006;Chalip, 2006;, or knowledge management that may benefit future event organizing committees (Halbwirth & Toohey, 2001). This research gap is surprising considering (a) the number of volunteer positions involved (e.g., 25,000 in the Vancouver 2010 Games 1 and 70,000 at the London 2012 Games 2 ), and (b) the scale of the public and private investment to host these events ("Olympics cost B.C.…”

Section: Human Capital Legacy As a Knowledge Outcomementioning

confidence: 99%

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Enabling Event Volunteer Legacies: A Knowledge Management Perspective

2017

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Human capital development delivered through the volunteers is espoused as one legacy outcome of hosting mega-sporting events such as the Olympic and Paralympic Games. However, to date the reality of such a legacy remains largely undemonstrated. In this article, Nonaka and Tacheuchi's SECI model and Lee and Yang's knowledge value chain (KVC) are integrated to identify insights to support the development of a potential human capital legacy from volunteers in future mega-sport events through focusing on knowledge management. A case study of the Vancouver 2010 Olympic and Paralympic Winter Games demonstrates gaps in the knowledge management systems in place, both in terms of the identification of knowledge and the processes for capture and reuse. It is argued that, unless those involved in hosting the events reconsider their approach to human capital legacy development, using the creation and management of knowledge as a core element, it is unlikely that long-term human capital legacy outcomes will be achieved for host communities.

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Section: The Seci Modelmentioning

confidence: 99%

Section: Human Capital Legacy As a Knowledge Outcomementioning

confidence: 99%

Enabling Event Volunteer Legacies: A Knowledge Management Perspective

2017

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“…(3) Schenk et al (2015) has emphasized the importance of knowledge management in the sport events and has offered knowledge management model of Canada Games (7). Halbwirth and Toohey (2001) state that since people's cultures, countries' rules, and technological needs are different in the cities and countries hosting the Olympic games, the effective application of a knowledge management system is one of the critical needs of the organizing committees of the Olympic games. The organizing committee of the Sydney Olympic Games enjoyed such a system (2).…”

Section: Introductionmentioning

confidence: 99%

“…However, reviewing the related literature indicates that this issue has not been given due consideration in sport organizations (1). Sport organizations, just like other organizations, need to achieve success in acquiring, storing, sharing, managing, and controlling their organizational knowledge to reduce uncertainty about the results of their decisions and administrative procedures as well as coordinating and facilitating the execution of their goals and strategic measures (2). Workplace tools and structures that efficiently facilitate the sharing and creation of knowledge are important to the survival and growth of national sport organizations (3).…”

Section: Introductionmentioning

confidence: 99%

The Factors affecting Knowledge Sharing at the Iranian Ministry of Sports

Souteh

Esmaeili

Honari

et al. 2018

Ann. Appl. Sport Sci

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Background. Knowledge today is a strategic factor in achieving a sustainable competitive advantage for power in an organization, but merely having knowledge only as an asset does not create value. The sharing and dissemination of knowledge with other members within and outside the organization will provide a space for the creation of new and valuable knowledge assets. Objectives. The aim of this study was to identify and prioritize factors affecting knowledge sharing and dissemination in Iran's ministry of youth and sports. Methods. This study employed the qualitative research method. The study population included all managers, advisers, and experts of the ministry and faculty members informed in the field of knowledge management within the ministry. In the first stage, purposive sampling based on theoretical l approach and 19 semi-structured interviews were conducted. Using coding method seven main factors were detected by MAXQDA software. The next step was to prioritize and interpretive structural modeling and the opinion of eight experts and academic professors was used. Results. After analyzing the data, factors affecting knowledge sharing were put into 5 levels. Leadership factors were placed at the bottom of the model and the individual factors placed at the highest level. Conclusion. The insight that this model offers can help in the success and effectiveness of KM activities in this ministry.

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“…Similar expectation are placed on other international sporting events such as the Commonwealth Games. Applying knowledge management (KM) practices to sports event management can offer much needed support the multi-billion dollar industry growth (Halbwirth, 2001). Systematic handling of knowledge following an explicit framework underpins successful knowledge transfer and sharing (Heisig 2009, Sadrei et al 2007.…”

Section: Introductionmentioning

confidence: 99%

A Synthesis of a Knowledge Management Framework for Sports Event Management

Ghaffar

Beydoun

Shen

et al. 2012

Proceedings of the 7th International Conference on Software Paradigm Trends

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Due to rapid social development in Asia, sports events have grown larger and many new countries are also hosting them for their first time. In addition to required increase in expenditures and more efficient management, various instances of inadequate planning highlighted the needs for more effective and better sustainable structures to support knowledge transfer between organizers, from one event to the next. The research presented in this paper aims to facilitate the deployment of systematic knowledge management practices to sports event management, to enable sustainable planning. The research in this paper synthesizes is carried out on the Malaysian Games as an example of a sports event management. Furthermore, we introduce knowledge management (KM) framework that was developed based on studies and observations of processes and activities in this organization. The focus is on knowledge that is key to the success of the Malaysian Games and that which can be used to the development of the organization and in future games. Due to rapid social development in Asia, sports events have grown larger and many new countries are also hosting them for their first time. In addition to required increase in expenditures and more efficient management, various instances of inadequate planning highlighted the needs for more effective and better sustainable structures to support knowledge transfer between organizers, from one event to the next. The research presented in this paper aims to facilitate the deployment of systematic knowledge management practices to sports event management, to enable sustainable planning. The research in this paper synthesizes is carried out on the Malaysian Games as an example of a sports event management. Furthermore, we introduce knowledge management (KM) framework that was developed based on studies and observations of processes and activities in this organization. The focus is on knowledge that is key to the success of the Malaysian Games and that which can be used to the development of the organization and in future games. A SYNTHESIS OF A KNOWLEDGE MANAGEMENT FRAMEWORK FOR SPORTS EVENT MANAGEMENT

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The Olympic Games and knowledge management: A case study of the Sydney organising committee of the Olympic Games

Cited by 50 publications

References 5 publications

Enabling Event Volunteer Legacies: A Knowledge Management Perspective

Enabling Event Volunteer Legacies: A Knowledge Management Perspective

The Factors affecting Knowledge Sharing at the Iranian Ministry of Sports

A Synthesis of a Knowledge Management Framework for Sports Event Management

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