Chapter 9 Modelling events as social agents of change (Dr Miriam Firth)
DOI: 10.23912/9781911635253-4873 | ISBN: 9781911635253 |
Published: May 2021 | Component type: chapter |
Published in: Event Leadership | Parent DOI: 10.23912/9781911635253-4274 |
Abstract
This chapter offers a model of events as social agents of change to outline how leadership in, and through, events evidence leadership of societal change. First, ‘social agents of change’ is defined to clarify this term to apply to the model. Following this, each area of the model is discussed to identify how events can be modelled as social agents of change. Through this model, you can consider how events provide information and education, how events clarify societal behaviour and action, how leaderless events support cultural and political issues, and how events management has created new employability practices. Each element of this model refers to theory and case studies to provide support for events being seen as social agents of change. The summary offers the model in full and student questions offered at the end enable you to apply this in your studies to complete critical analysis of events as social agents of change.
Sample content
Contributors
- Dr Miriam Firth, University of Manchester (Author) https://orcid.org/0000-0003-2317-0953
For the source title:
- Dr Emma Abson, Sheffield Hallam University (Author) https://orcid.org/0000-0002-1333-4216
Cite as
Firth, 2021
Firth, D.M. (2021) "Chapter 9 Modelling events as social agents of change (Dr Miriam Firth)" In: Abson, D.E. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911635253-4873
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