This book explores and advances the latest concepts and developments in event management theory and practice.
Drawing on the ever-growing event management literature – and supported by theories and concepts from parent disciplines – the book examines challenges and opportunities related to maximising business and social benefits for those working in different event management positions in a variety of contexts. Written by an international team of five management scholars, the book investigates event management and leverage from various angles, including international business, event business studies, sport management, community development, and business strategy. It does so by offering a combination of theoretical approaches as well as contemporary cases from around the world.
This book will be of interest to undergraduate and postgraduate students of event management, as well as scholars researching in social and business-related areas of event management and leverage.
Part 1 Event Management and Leverage: Definitions and Conceptualisations
Chapter 1 Managing and Leveraging Events: Background, Focus and Context
Chapter 2 The Strategic Event Management Framework
Chapter 3 Event Leverage
Chapter 4 Event Impact Evaluation
Part 2 Event Management and Leverage in Practice: Cases, Contexts and Challenges
Chapter 5 Events and Commercial Engagement: Business and Social Factors
Chapter 6 Events and International Business Opportunities
Chapter 7 Events, Strategic Alliance and Network Management
Chapter 8 Business Events, Knowledge Management and Strategic Responses
Chapter 9 Social Dimensions of Community Events
Chapter 10 A New Social Field: Events-for-Development
Part 3 Event Management and Leverage: Reflections and Outlook
Chapter 11 Critical Issues and Future Research in Event Management and Leverage