HOME | CHECKOUT | ABOUT | FAQ | CONTACT US |
 
Welcome Guest [create an account] or log-in:
email
password

Chapter 7 Knowledge and event leadership (Jane Tattersall)

DOI: 10.23912/9781911635253-4869

ISBN: 9781911635253

Published: May 2021

Component type: chapter

Published in: Event Leadership

Parent DOI: 10.23912/9781911635253-4274

10.23912/9781911635253-4869

Abstract

The aim of this chapter is to explain the value and management of different types of knowledge in an events or music festival business setting, where its potential to maximise profit and help an organisation to outperform its rivals has received less attention in academic literature than other sectors such as manufacturing or information technology. Competition in the events and festivals sectors has increased considerably as more companies join the market, and the nature and scope of events has widened to satisfy consumer appetites for more diverse and engaging experiences. Leaders that nurture, recognise, manage and employ knowledge effectively are more likely to be innovative and successful in their sector. Throughout the chapter, knowledge is explored mostly through the lens of music festivals, although the points made are easily applicable to the wider events, tourism and leisure sectors.

Sample content

Click here to download PDF

Contributors

  • Jane Tattersall, Sheffield Hallam University (Author)

For the source title:

Cite as

Tattersall, 2021

Tattersall, J. (2021) "Chapter 7 Knowledge and event leadership (Jane Tattersall)" In: Abson, D.E. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911635253-4869

References

Agrawal, A. (2006). Engaging the inventor: Exploring licensing strategies for university inventions and the role of latent knowledge. Strategic Management Journal, 27(1), 63-79. doi:10.1002/smj.508.

https://doi.org/10.1002/smj.508

Ambrosini, V. & Bowman, C. (2001). Tacit knowledge: Some suggestions for operationalization. Journal of Management Studies, 38(6), 811-829. doi:10.1111/1467-6486.00260.

https://doi.org/10.1111/1467-6486.00260

Arisha, A. (2013). Knowledge management and measurement: A critical review. Journal of Knowledge Management, 17(6), 873-901. doi:10.1108/JKM-12-2012-0381.

https://doi.org/10.1108/JKM-12-2012-0381

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.

https://doi.org/10.1177/014920639101700108

Barney, J. B. & Clark, D. N. (2007). Resource-Based Theory : Creating and sustaining competitive advantage. Oxford: Oxford University Press.

Bhardwaj, M. & Monin, J. (2006). Tacit to explicit: An interplay shaping organization knowledge. Journal of Knowledge Management, 10(3), 72-85. doi:10.1108/13673270610670867.

https://doi.org/10.1108/13673270610670867

Bladen, C., Kennell, J., Abson, E. & Wilde, N.(2012). Events Management: An introduction. London: Routledge.

https://doi.org/10.4324/9780203852972

Bollinger, A. S. & Smith, R. D. (2001). Managing organizational knowledge as a strategic asset. Journal of Knowledge Management, 5(1), 8-18. doi:10.1108/13673270110384365.

https://doi.org/10.1108/13673270110384365

Chua, A. (2002). Taxonomy of organisational knowledge. Singapore Management Review, 24(2), 69.

Corner, P. & Pavlovich, K. (2016). Shared value through inner knowledge creation. Journal of Business Ethics, 135(3), 543-555. doi:10.1007/s10551-014-2488-x.

https://doi.org/10.1007/s10551-014-2488-x

FAME, (2021) Company Report of Live Nation (Music) UK Limited. http://fame4.bvdinfo.com.

Frappaolo, C. (2008). Implicit knowledge. Knowledge Management Research & Practice, 6(1), 23. doi:10.1057/palgrave.kmrp.8500168.

https://doi.org/10.1057/palgrave.kmrp.8500168

Gascoigne, N. & Thornton, T. (2013). Tacit Knowledge Acumen.

https://doi.org/10.4324/9781315729886

Grace, A. & Butler, T. (2005). Beyond knowledge management: Introducing learning management systems. Journal of Cases on Information Technology (JCIT), 7(1), 53-70. doi:10.4018/jcit.2005010104.

https://doi.org/10.4018/jcit.2005010104

Grant, R. (1996). Toward a knowledge- based theory of the firm. Strategic Management Journal, 17, 109-122.

https://doi.org/10.1002/smj.4250171110

Grant, S. B. (2016). Classifying emerging knowledge sharing practices and some insights into antecedents to social networking: A case in insurance. Journal of Knowledge Management, 20(5), 898-917.

https://doi.org/10.1108/JKM-11-2015-0432

Hallin, C. A. & Marnburg, E. (2008). Knowledge management in the hospitality industry: A review of empirical research. Tourism Management, 29(2), 366-381. doi:10.1016/j.tourman.2007.02.019.

https://doi.org/10.1016/j.tourman.2007.02.019

Hill, C. W. L., Jones, G. R. & Schilling, M. A.,. (2015). Strategic Management: An integrated approach (11th ed.) Cengage Learning.

Huo, W., Cai, Z., Luo, J., Men, C. & Jia, R. (2016). Antecedents and intervention mechanisms: A multi-level study of R&D team's knowledge hiding behavior. Journal of Knowledge Management, 20(5), 880-897.

https://doi.org/10.1108/JKM-11-2015-0451

Jennex, E. M. (2014). A proposed method for assessing knowledge loss risk with departing personnel. Vine, 44(2), 185-209.

https://doi.org/10.1108/VINE-07-2012-0028

Jiménez-Jiménez, D. & Sanz-Valle, R. (2011). Innovation, organizational learning, and performance. Journal of Business Research, 64(4), 408-417. doi:http://dx.doi.org.lcproxy.shu.ac.uk/10.1016/j.jbusres.2010.09.010.

https://doi.org/10.1016/j.jbusres.2010.09.010

Johnson, G., Whittington, R., Angwin, D., Regner, P. & Scholes, K. (2014). Exploring Strategy (10th ed.) Pearson Education.

Katz, R. L. (1974). Skills of an effective administrator. Harvard Business Review, Oct.

Kotter, J. P. (1999). John P. Kotter on What Leaders Really Do. Boston: Harvard Business School Press.

https://doi.org/10.1108/bl.2000.17013aae.001

Lambe, P. (2011). The unacknowledged parentage of knowledge management. Journal of Knowledge Management, 15(2), 175-197. doi:10.1108/13673271111119646.

https://doi.org/10.1108/13673271111119646

Leonard, D. & Sensiper, S. (1998). The role of tacit knowledge in group innovation. California Management Review, 40(3), 112-132. doi:10.2307/41165946.

https://doi.org/10.2307/41165946

Lindner, F. & Wald, A. (2011). Success factors of knowledge management in temporary organizations. International Journal of Project Management, 29(7), 877-888. doi:10.1016/j.ijproman.2010.09.003.

https://doi.org/10.1016/j.ijproman.2010.09.003

Lubit, R. (2001). The keys to sustainable competitive advantage: Tacit knowledge and knowledge management: Organizational Dynamics, 29(3), 164-178. doi:10.1016/S0090-2616(01)00026-2.

https://doi.org/10.1016/S0090-2616(01)00026-2

Lyles, M. A. (2014). Organizational learning, knowledge creation, problem formulation and innovation in messy problems. European Management Journal, 32(1), 132-136. doi:10.1016/j.emj.2013.05.003.

https://doi.org/10.1016/j.emj.2013.05.003

Mintzberg, H. (2004). Managers not MBAs : A hard look at the soft practice of managing and management development. San Francisco, CA: Berrett-Koehler.

Moingeon, B. & Edmondson, A. C. (1996). Organizational Learning and Competitive Advantage. London: SAGE.

Morgan, M. (2008). What makes a good festival? understanding the event experience. Event Management, 12(2), 81-93. doi:10.3727/152599509787992562.

https://doi.org/10.3727/152599509787992562

Muskat, B. & Deery, M. (2017). Knowledge transfer and organizational memory: An events perspective. Event Management, 21(4), 431-447. doi: 10.3727/152599517X14998876105765.

https://doi.org/10.3727/152599517X14998876105765

Muñoz, C., Mosey, S. & Binks, M. (2015). The tacit mystery: Reconciling different approaches to tacit knowledge. Knowledge Management Research & Practice, 13(3), 289-298. doi:10.1057/kmrp.2013.50.

https://doi.org/10.1057/kmrp.2013.50

Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese companies create the dynamics of innovation. Oxford University Press.

https://doi.org/10.1016/0024-6301(96)81509-3

Northouse, P. G. (2015). Leadership: Theory and practice (7th ed.). London: SAGE.

Panahi, S., Watson, J. & Partridge, H. (2016). Information encountering on social media and tacit knowledge sharing. Journal of Information Science, 42(4), 539-550. doi:10.1177/0165551515598883

https://doi.org/10.1177/0165551515598883

Peng, H. (2013), Why and when do people hide knowledge?, Journal of Knowledge Management, 17(3), 398-415.

https://doi.org/10.1108/JKM-12-2012-0380

Pérez‐Luño, A., Saparito, P. & Gopalakrishnan, S. (2016). Small and medium‐sized enterprises' entrepreneurial versus market orientation and the creation of tacit knowledge. Journal of Small Business Management, 54(1), 262-278. doi:10.1111/jsbm.12144

https://doi.org/10.1111/jsbm.12144

Peterson, T. O. & Van Fleet, D.,D. (2004). The ongoing legacy of R.L. Katz. Management Decision, 42(10), 1297-1308. doi:10.1108/00251740410568980

https://doi.org/10.1108/00251740410568980

Phipps, S. & Prieto, L. (2012). Knowledge is power? an inquiry into knowledge management, its effects on individual creativity, and the moderating role of an entrepreneurial mindset. Academy of Strategic Management Journal, 11(1), 43-57.

Polanyi, M. (1967). The Tacit Knowledge Dimension. London: Routledge & Kegan Paul.

Porter, M. E (1985). The Competitive Advantage: Creating and Sustaining Superior Performance. NY: Free Press.

Puusa, A. & Eerikäinen, M. (2010). Is tacit knowledge really tacit? Electronic Journal of Knowledge Management, 8(3), 307-318.

Ragsdell, G. & Jepson, A. (2014). Knowledge sharing: Insights from campaign for real ale (CAMRA) festival volunteers. International Journal of Event and Festival Management, 5(3), 279-279.

https://doi.org/10.1108/IJEFM-11-2013-0028

Razmerita, L., Kirchner, K. & Nabeth, T. (2014). Social media in organizations: Leveraging personal and collective knowledge processes. Journal of Organizational Computing and Electronic Commerce, 24(1), 74-93. doi:10.1080/10919392.2014.866504

https://doi.org/10.1080/10919392.2014.866504

Ribière, V., & Calabrese, F. (2017). Why are companies still struggling to implement knowledge management? Answers from 34 experts in the field. In Successes and Failures of Knowledge Management (pp. 13-34). Elsevier Inc. https://doi.org/10.1016/B978-0-12-805187-0.00002-4

https://doi.org/10.1016/B978-0-12-805187-0.00002-4

Shankar, R., Mittal, N., Rabinowitz, S., Baveja, A. & Acharia, S. (2013). A collaborative framework to minimise knowledge loss in new product development. International Journal of Production Research, 51(7), 2049-2059. doi:10.1080/00207543.2012.701779

https://doi.org/10.1080/00207543.2012.701779

Shaw, G. & Williams, A. (2009). Knowledge transfer and management in tourism organisations: An emerging research agenda. Tourism Management, 30(3), 325-335. doi:10.1016/j.tourman.2008.02.023.

https://doi.org/10.1016/j.tourman.2008.02.023

Singh, N., Racherla, P. & Hu, C. (2007). Knowledge mapping for safe festivals and events: An ontological approach. Event Management, 11(1), 71-80. doi:10.3727/152599508783943264.

https://doi.org/10.3727/152599508783943264

Stadler, R., Fullagar, S. & Reid, S. (2014). The professionalization of festival organizations: A relational approach to knowledge management. Event Management, 18(1), 39-52. doi:10.3727/152599514X13883555341841.

https://doi.org/10.3727/152599514X13883555341841

Stadler, R. & Fullagar, S. (2016). Appreciating formal and informal knowledge transfer practices within creative festival organizations. Journal of Knowledge Management, 20(1), 146-161.

https://doi.org/10.1108/JKM-11-2014-0484

Taylor, H. (2007). Tacit knowledge: Conceptualizations and operation- alizations. International Journal of Knowledge Management, 3(3), 60-73. doi:10.4018/jkm.2007070104.

https://doi.org/10.4018/jkm.2007070104

Vitari, C., Moro, J., Ravarini, A., & Bourdon, I. (2007). Improving KMS acceptance: the role of organizational and individuals' influence. International Journal of Knowledge Management, 3(2), 68-90. https://doi.org/10.4018/jkm.2007040104

https://doi.org/10.4018/jkm.2007040104

Von Krogh, G., Ichijo, K. & Nonaka, I. (2000). Enabling Knowledge Creation. US: Oxford University Press.

https://doi.org/10.1093/acprof:oso/9780195126167.001.0001

Wang, Z., Wang, N. & Liang, H. (2014). Knowledge sharing, intellectual capital and firm performance. Management Decision, 52(2), 230-258. doi:10.1108/MD-02-2013-0064.

https://doi.org/10.1108/MD-02-2013-0064

Werner, K., Dickson, G. & Hyde, K. F. (2015). Learning and knowledge transfer processes in a mega-events context: The case of the 2011 rugby world cup. Tourism Management, 48, 174-187. doi:http://dx.doi.org/lcproxy.shu.ac.uk/10.1016/j.tourman.2014.11.003.

https://doi.org/10.1016/j.tourman.2014.11.003

William H. Starbuck. (2006). The Production of Knowledge. Oxford University Press.

https://doi.org/10.1093/acprof:oso/9780199288533.001.0001

Yukl, G. (2010). Leadership in Organisations (3rd ed.). New Jersey: Pearson.

Yuqin, Z., Guijun, W., Zhenqiang, B. & Quanke, P. (2012). A game between enterprise and employees about the tacit knowledge transfer and sharing. Physics Procedia, 24, 1789-1795. doi:10.1016/j.phpro.2012.02.263.

https://doi.org/10.1016/j.phpro.2012.02.263

Zander, U. & Kogut, B. (1995). Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test. Organization Science, 6(1), 76. doi:10.1287/orsc.6.1.76.

https://doi.org/10.1287/orsc.6.1.76

Available

Chapter 7 Knowledge and event leadership (Jane Tattersall) [Details]Price: USD $7.99*Licences / Downloadable file

Published in Event Leadership

Chapter 7 Knowledge and event leadership (Jane Tattersall) [Details]Price: USD $7.99*Licences / Downloadable file
Paperback format [Details] Available as an inspection copyPrice: USD $60.00Copies / Delivery by post
Terms and conditions of purchase | Privacy policy