EVENT MANAGEMENT IN SPORT,
RECREATION AND TOURISM
Now in a fully revised and updated second edition, Event Management in
Sport, Recreation and Tourism provides a comprehensive theoretical and
practical framework for planning and managing events. Focusing on the role
of the event manager and their diverse responsibilities through each phase of
the event planning process, this is still the only textbook to define the concept
of knowledge in the context of event management, placing it at the centre of
professional practice.
The book is designed to encourage critical thinking on the part of the student
to help them develop the skills that they will need to become effective, and
reflective, practitioners in the events industry, and every chapter contains a
rich array of real-world case studies, data and practical examples from sport,
recreation and tourism contexts. This second edition has been significantly
strengthened with the inclusion of two completely new chapters – on
environmental sustainability, and on the politics of event management – and
is essential reading for any student or practitioner working in event
management, sport management, leisure management, outdoor recreation or
tourism.
Cheryl Mallen: Associate Professor in the Department of Sport Management
at Brock University, Canada. Her research involves knowledge and
environmental sustainability. She is well published, with articles in the Journal
of Sport Management, Sport Management Review and the European Sport
Management Quarterly.
Lorne J. Adams: Associate Professor in the Department of Kinesiology at
Brock University, Canada. He is the recipient of four teaching awards,
including the 3M Teaching Fellowship. He has been a coach and served as
Athletic Director for 10 years.
EVENT MANAGEMENT IN
SPORT, RECREATION AND
TOURISM
THEORETICAL AND
,PRACTICAL DIMENSIONS
SECOND EDITION
EDITED BY CHERYL MALLEN AND
LORNE J. ADAMS
First published 2008
by Butterworth Heinemann
This edition published 2013
by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
Simultaneously published in the USA and Canada
by Routledge
711 Third Avenue, New York, NY 10017
Routledge is an imprint of the Taylor & Francis Group, an
informa business
© 2013 Cheryl Mallen and Lorne J. Adams
The right of the editor to be identified as the author of the
editorial material, and of the authors for their individual
chapters, has been asserted in accordance with sections 77
and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or
reproduced or utilized in any form or by any electronic, mechanical,
or other means, now known or hereafter invented, including
photocopying and recording, or in any information storage or
retrieval system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be
trademarks or registered trademarks, and are used only for
identification and explanation without intent to infringe.
British Library Cataloguing in Publication Data
A catalogue record for this book is available from the
British Library
Library of Congress Cataloging in Publication Data
Event management in sport, recreation and tourism : theoretical and
practical dimensions / edited by Cheryl Mallen and Lorne Adams. p. cm.
1. Special events–Management. 2. Sports–Management. 3. Recreation–
Management. 4. Tourism–Management. I. Mallen, Cheryl. II. Adams, Lorne
James.
GT3405.E9 2013
394.2068--dc23
2012023535
ISBN: 978-0-415-64100-5 (hbk)
ISBN: 978-0-415-64102-9 (pbk)
ISBN: 978-0-203-08228-7 (ebk)
Typeset in Melior and Univers
by Keystroke, Station Road, Codsall, Wolverhampton
CONTENTS
,List of contributors xiii Preface to the second edition xv Acknowledgements
xix
1 TRADITIONAL AND NICHE EVENTS IN SPORT, RECREATION AND
TOURISM 1
CHERYL MALLEN AND LORNE J. ADAMS
Characteristics of traditional events 1 A traditional event has a governing
body 1 A traditional event is a recognizable and time-honoured
sporting activity 2 Characteristics of niche events 3 A niche event is created
or adapted for a particular audience 4 A niche event has no traditional
governing body 4 A niche event can take an unconventional form 4 Niche
events can evolve into traditional events 5 Design a niche event 6 Why are
contemporary niche events arising? 6 The need for skilled traditional and
niche event managers 8 Conclusion 8
2 THE CONCEPT OF KNOWLEDGE IN EVENT
contents v
MANAGEMENT 10
CHERYL MALLEN
The concept of knowledge 10 Defining knowledge 11 Common knowledge in
event management 12
Common knowledge means acquiring systemic knowledge 12 Common
knowledge means understanding of what one does 13 Common
knowledge means “know how” 13 Common knowledge involves
understanding the basics of
culture, politics and personalities 14 Common knowledge includes
basic conceptual
understandings 14 Common knowledge means having common sense
for the event management industry 14 Advancement knowledge in event
management 14 Advancement knowledge involves an in-depth
understanding of event management routines gained through practice 15
Advancement knowledge includes “enbrained” knowledge in event
management gained through practice 16 Advancement knowledge involves
“encultured” knowledge in event management gained through practice 16
Advancement knowledge is foundational for the generation of your new
knowledge 16 The value of being able to define knowledge 17 A unique
definition of knowledge to guide you in the context of event management 17
The advantage of your “flexibility effect” or personalized knowledge 18 You
are in a knowledge transfer race 19 You need a knowledge transfer race
strategy 20 Social networks support the knowledge transfer strategy 23
, Conclusion 25
3 THE EVENT PLANNING MODEL: THE EVENT DEVELOPMENT
vi contents
PHASE, PART I 26
AMY CUNNINGHAM AND JOANNE MACLEAN
The event manager as a facilitator 26 What is facilitation? 27 The role of an
event facilitator 28 Facilitating the communication requirements 29
Facilitating knowledge transfer 33
Facilitating event structures for governance 34 Event structures 37
Theoretical dimensions of event structures 38 Principles in event structures
40 Application of theory and principles in event structures 41 Conclusion 43
4 THE EVENT PLANNING MODEL: THE EVENT DEVELOPMENT
PHASE, PART II 44
MAUREEN CONNOLLY, LORNE J. ADAMS AND CHERI BRADISH
Facilitating event policy development 44 Complementary concepts in policy
development 49 Application: policy becomes praxis 51
Facilitating event volunteer management 54 A volunteer management
program 56 Facilitating corporate social responsibility 64
5 THE EVENT PLANNING MODEL: THE EVENT OPERATIONAL
PLANNING PHASE 69
CHERYL MALLEN
Mechanism 1: the cultivation of the operational planning network 69
Application of contingency theory 71
contents vii
Application of complexity theory 71 Application of agency theory 72
Mechanism 2: generating written operational plans 73
RECREATION AND TOURISM
Now in a fully revised and updated second edition, Event Management in
Sport, Recreation and Tourism provides a comprehensive theoretical and
practical framework for planning and managing events. Focusing on the role
of the event manager and their diverse responsibilities through each phase of
the event planning process, this is still the only textbook to define the concept
of knowledge in the context of event management, placing it at the centre of
professional practice.
The book is designed to encourage critical thinking on the part of the student
to help them develop the skills that they will need to become effective, and
reflective, practitioners in the events industry, and every chapter contains a
rich array of real-world case studies, data and practical examples from sport,
recreation and tourism contexts. This second edition has been significantly
strengthened with the inclusion of two completely new chapters – on
environmental sustainability, and on the politics of event management – and
is essential reading for any student or practitioner working in event
management, sport management, leisure management, outdoor recreation or
tourism.
Cheryl Mallen: Associate Professor in the Department of Sport Management
at Brock University, Canada. Her research involves knowledge and
environmental sustainability. She is well published, with articles in the Journal
of Sport Management, Sport Management Review and the European Sport
Management Quarterly.
Lorne J. Adams: Associate Professor in the Department of Kinesiology at
Brock University, Canada. He is the recipient of four teaching awards,
including the 3M Teaching Fellowship. He has been a coach and served as
Athletic Director for 10 years.
EVENT MANAGEMENT IN
SPORT, RECREATION AND
TOURISM
THEORETICAL AND
,PRACTICAL DIMENSIONS
SECOND EDITION
EDITED BY CHERYL MALLEN AND
LORNE J. ADAMS
First published 2008
by Butterworth Heinemann
This edition published 2013
by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
Simultaneously published in the USA and Canada
by Routledge
711 Third Avenue, New York, NY 10017
Routledge is an imprint of the Taylor & Francis Group, an
informa business
© 2013 Cheryl Mallen and Lorne J. Adams
The right of the editor to be identified as the author of the
editorial material, and of the authors for their individual
chapters, has been asserted in accordance with sections 77
and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or
reproduced or utilized in any form or by any electronic, mechanical,
or other means, now known or hereafter invented, including
photocopying and recording, or in any information storage or
retrieval system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be
trademarks or registered trademarks, and are used only for
identification and explanation without intent to infringe.
British Library Cataloguing in Publication Data
A catalogue record for this book is available from the
British Library
Library of Congress Cataloging in Publication Data
Event management in sport, recreation and tourism : theoretical and
practical dimensions / edited by Cheryl Mallen and Lorne Adams. p. cm.
1. Special events–Management. 2. Sports–Management. 3. Recreation–
Management. 4. Tourism–Management. I. Mallen, Cheryl. II. Adams, Lorne
James.
GT3405.E9 2013
394.2068--dc23
2012023535
ISBN: 978-0-415-64100-5 (hbk)
ISBN: 978-0-415-64102-9 (pbk)
ISBN: 978-0-203-08228-7 (ebk)
Typeset in Melior and Univers
by Keystroke, Station Road, Codsall, Wolverhampton
CONTENTS
,List of contributors xiii Preface to the second edition xv Acknowledgements
xix
1 TRADITIONAL AND NICHE EVENTS IN SPORT, RECREATION AND
TOURISM 1
CHERYL MALLEN AND LORNE J. ADAMS
Characteristics of traditional events 1 A traditional event has a governing
body 1 A traditional event is a recognizable and time-honoured
sporting activity 2 Characteristics of niche events 3 A niche event is created
or adapted for a particular audience 4 A niche event has no traditional
governing body 4 A niche event can take an unconventional form 4 Niche
events can evolve into traditional events 5 Design a niche event 6 Why are
contemporary niche events arising? 6 The need for skilled traditional and
niche event managers 8 Conclusion 8
2 THE CONCEPT OF KNOWLEDGE IN EVENT
contents v
MANAGEMENT 10
CHERYL MALLEN
The concept of knowledge 10 Defining knowledge 11 Common knowledge in
event management 12
Common knowledge means acquiring systemic knowledge 12 Common
knowledge means understanding of what one does 13 Common
knowledge means “know how” 13 Common knowledge involves
understanding the basics of
culture, politics and personalities 14 Common knowledge includes
basic conceptual
understandings 14 Common knowledge means having common sense
for the event management industry 14 Advancement knowledge in event
management 14 Advancement knowledge involves an in-depth
understanding of event management routines gained through practice 15
Advancement knowledge includes “enbrained” knowledge in event
management gained through practice 16 Advancement knowledge involves
“encultured” knowledge in event management gained through practice 16
Advancement knowledge is foundational for the generation of your new
knowledge 16 The value of being able to define knowledge 17 A unique
definition of knowledge to guide you in the context of event management 17
The advantage of your “flexibility effect” or personalized knowledge 18 You
are in a knowledge transfer race 19 You need a knowledge transfer race
strategy 20 Social networks support the knowledge transfer strategy 23
, Conclusion 25
3 THE EVENT PLANNING MODEL: THE EVENT DEVELOPMENT
vi contents
PHASE, PART I 26
AMY CUNNINGHAM AND JOANNE MACLEAN
The event manager as a facilitator 26 What is facilitation? 27 The role of an
event facilitator 28 Facilitating the communication requirements 29
Facilitating knowledge transfer 33
Facilitating event structures for governance 34 Event structures 37
Theoretical dimensions of event structures 38 Principles in event structures
40 Application of theory and principles in event structures 41 Conclusion 43
4 THE EVENT PLANNING MODEL: THE EVENT DEVELOPMENT
PHASE, PART II 44
MAUREEN CONNOLLY, LORNE J. ADAMS AND CHERI BRADISH
Facilitating event policy development 44 Complementary concepts in policy
development 49 Application: policy becomes praxis 51
Facilitating event volunteer management 54 A volunteer management
program 56 Facilitating corporate social responsibility 64
5 THE EVENT PLANNING MODEL: THE EVENT OPERATIONAL
PLANNING PHASE 69
CHERYL MALLEN
Mechanism 1: the cultivation of the operational planning network 69
Application of contingency theory 71
contents vii
Application of complexity theory 71 Application of agency theory 72
Mechanism 2: generating written operational plans 73
