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

Chapter 9 Practical Implications and Recommendations for Event Organisers

DOI: 10.23912/9781911635444-4912

ISBN: 9781911635444

Published: March 2021

Component type: chapter

Published in: Knowledge Management in Event Organisations

Parent DOI: 10.23912/9781911635444-4545

10.23912/9781911635444-4912

Abstract

Throughout this book a number of practical implications and recommendations for event organisers have been mentioned and outlined. This chapter aims to bring them all together in relation to some of the challenges faced by event organisations specifically, as covered in Chapter 2. It is worth remembering though, that any knowledge management initiative in any kind of organisation is not just down to top management and their aims and objectives. Debowski (2006: 337) nicely summarised the four key knowledge management principles as follows: - Knowledge management is everyone’s business; - Knowledge practices are legitimate core business; - Communication is essential; and - High performance should be encouraged. While the recommendations presented throughout this chapter are largely aimed at event managers, they need to be incorporated with all employees in mind; permanent and seasonal staff members, volunteers, as well as contractors, suppliers, local businesses and other stakeholders. An event organisation can only learn as a whole over time by effectively bringing together knowledge and expertise from as many different sources as possible. Furthermore, effective knowledge management, and a more explicit understanding of it, will enhance professionalisation across the events industry and will make event professionals more employable in the future (Stadler et al., 2014). The book has also highlighted that there is still a need for further research into knowledge management in event organisations. In the final section of this chapter, suggestions for future research will hence be presented. This could be in the form of student research projects, dissertations (undergraduate or postgraduate), as well as consultancy work or other types of applied research.

Sample content

Click here to download PDF

Contributors

For the source title:

Cite as

Stadler, 2021

Stadler, R. (2021) "Chapter 9 Practical Implications and Recommendations for Event Organisers" In: Stadler, R. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911635444-4912

References

Armistead, C., & Meakins, M. (2002). A framework for practising knowledge management. Long Range Planning, 35(1), 49-71.

https://doi.org/10.1016/S0024-6301(02)00017-1

Blackman, D., Benson, A. M., & Dickson, T. J. (2017). Enabling event volunteer legacies: a knowledge management perspective. Event Management, 21(3), 233-250.

https://doi.org/10.3727/152599517X14942648527473

Chen, C.-J., & Huang, J.-W. (2007). How organizational climate and structure affect knowledge management - The social interaction perspective. International Journal of Information Management, 27(2), 104-118.

https://doi.org/10.1016/j.ijinfomgt.2006.11.001

Clayton, D. (2016). Volunteers' knowledge activities at UK music festivals: a hermeneutic-phenomenological exploration of individuals' experiences. Journal of Knowledge Management, 20(1), 162-180.

https://doi.org/10.1108/JKM-05-2015-0182

Clayton, D. (2020). Knowledge management in events. In S. J. Page & J. Connell (Eds.), The Routledge Handbook of Events (2nd ed., pp. 442-456). London: Routledge.

https://doi.org/10.4324/9780429280993-28

Cooperrider, D. L., & Whitney, D. (1999). Collaborating for Change: Appreciative Inquiry. San Francisco, CA: Barrett-Koehler.

Debowski, S. (2006). Knowledge Management. Australia: John Wiley & Sons Ltd.

Du Plessis, M. (2006). The Impact of Organisational Culture on Knowledge Management. Oxford: Chandos Publishing.

https://doi.org/10.1533/9781780632025

Getz, D. (2018). Event Evaluation. Oxford: Goodfellow Publishers.

Gloet, M., & Berrell, M. (2003). The dual paradigm nature of knowledge management: implications for achieving quality outcomes in human resource management. Journal of Knowledge Management, 7(1), 78-89.

https://doi.org/10.1108/13673270310463635

Gordon, R., & Grant, D. (2005). Knowledge management or management of knowledge? Why people interested in knowledge management need to consider Foucault and the construct of power. Tamara: Journal of Critical Postmodern Organization Science, 3(2), 27-38.

Hanlon, C., & Cuskelly, G. (2002). Pulsating major sport event organizations: A framework for inducting managerial personnel. Event Management, 7(4), 231-243.

https://doi.org/10.3727/152599502108751622

Hislop, D., Bosua, R., & Helms, R. (2018). Knowledge Management in Organizations - A Critical Introduction (4th ed.). Oxford: Oxford University Press.

Hung, S.-Y., Durcikova, A., Lai, H.-M., & Lin, W.-M. (2011). The influence of intrinsic and extrinsic motivation on individuals' knowledge sharing behavior. International Journal of Human-Computer Studies, 69(6), 415-427.

https://doi.org/10.1016/j.ijhcs.2011.02.004

Intezari, A., Taskin, N., & Pauleen, D. J. (2017). Looking beyond knowledge sharing: An integrative approach to knowledge management culture. Journal of Knowledge Management, 21(2), 492-515.

https://doi.org/10.1108/JKM-06-2016-0216

Lockstone-Binney, L., Hanlon, C., & Jago, L. (2020). Staffing for successful events: Having the right skills in the right place at the right time. In S. J. Page & J. Connell (Eds.), The Routledge Handbook of Events (2nd ed., pp. 427-441). London: Routledge.

https://doi.org/10.4324/9780429280993-27

Mosley, D. C., Megginson, L. C., & Pietri, P. H. (2001). Supervisory Management - The Art of Empowering and Developing People (5th ed.). South Western: Thomson Learning.

Muskat, B., & Deery, M. (2017). Knowledge transfer and organizational memory: an events perspective. Event Management, 21(4), 431-447.

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

Nonaka, I., & Takeuchi, H. (1995). The Knowledge Creating Company - How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

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

Orlikowski, W. J. (2002). Knowing in practice: Enacting a collective capability in distributed organizing. Organization Science, 13(3), 249-273.

https://doi.org/10.1287/orsc.13.3.249.2776

Ragsdell, G., & Jepson, A. S. (2014). Knowledge sharing: insights from Campaign for Real Ale (CAMRA) festival volunteers. International Journal of Event and Festival Management, 5(3), 279-296.

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

Smith, A. C. T., & Stewart, B. (2011). Organizational rituals: Features, functions and mechanisms. International Journal of Management Reviews, 13(2), 113-133.

https://doi.org/10.1111/j.1468-2370.2010.00288.x

Stadler, R. (2019). Knowledge management in event and festival organisations: Challenges and future directions. In E. Lundberg, J. Armbrecht, & T. Andersson (Eds.), A Research Agenda for Event Management (pp. 154-169). Cheltenham and Northampton: Edward Elgar.

https://doi.org/10.4337/9781788114363.00020

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

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

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

Thatchenkery, T., & Chowdhry, D. (2007). Appreciative Inquiry and Knowledge Management - A Social Constructionist Perspective. Cheltenham: Edward Elgar.

https://doi.org/10.4337/9781847204455

Available

Published in Knowledge Management in Event Organisations

Hardback format [Details]Price: £105.00Copies / Delivery by post
Terms and conditions of purchase | Privacy policy