|Author:||Leung, Kit Ling|
|Title:||The planning and development of an event portfolio in an urban destination|
|Subject:||Hong Kong Polytechnic University -- Dissertations|
Special events -- Planning
Special events -- Management
|Department:||School of Hotel and Tourism Management|
|Pages:||viii, 275 pages : color illustrations|
|Abstract:||Destinations that are involved with staging a multiplicity of events have increasingly found that it is necessary to define shared goals and strategic visions, to mobilize and synergize disparate events and other destination assets in a coherent and coordinated approach, and to foster a collaborative stakeholder event network that will attain, magnify and sustain their outcomes and benefits. Despite the prospective benefits for destinations of capitalizing on sports, arts and cultural, business events, the academic study of such portfolios and the generation of theories that are capable of grounding empirical research in this emerging area are embryonic. The present study contributes to understanding the development and operationalization of a holistic approach to event portfolio planning and management in an urban destination, with an illustrative case of Hong Kong. This exploratory study adopts a qualitative approach and used a total of 21 in-depth interviews with public, private and not-for-profit event organizers and stakeholders from Hong Kong. The findings supplement the holistic theorization of event portfolios by indicating the importance of contextual dynamics in the macro and micro event environments for destination managers to adapt managerial processes with a view to achieving its effective implementation and leveraging. The findings also highlight that unless interrelationships and cross-leveraging strategies and tactics among events are planned holistically, the benefits of synergies are likely to be incidental and ephemeral. Lastly, the potential of event portfolios can only be fully exploited if a web of collaborative network actors encompasses public, private and not-for-profit stakeholders across all event sectors. As is shown in the case of Hong Kong, numerous pragmatic challenges confront this notion of collaboration and coordination amongst event stakeholders across event portfolios since there are multifarious interests with asymmetrical power interrelationships.|
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