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Creating Sustainable Mega Event Impacts: Networking and Relationship Development through Pre-Event Training

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  • Danny O’Brien
  • Sarah Gardiner

Abstract

The primary purpose of this research was to investigate how relationship marketing, specifically networking, was used to create sustainable event impacts in the context of pre-event training for the Sydney 2000 Olympic Games. The investigation employed Parvatiyar and Sheth's (2000) process model of relationship marketing. Three case studies in regional Australia were analysed with respect to how stakeholders used pre-Games training to add breadth and sustainability to the Games’ impacts. Equally important, the study addressed how some stakeholders lost opportunities for economic development by not using networking and relationship development in their pre-Games training initiatives. Findings suggest that a relationship-based approach to a major sport event can expand short-term impacts for hosts into longer-term opportunities for tourism, investment, and trade relations.

Suggested Citation

  • Danny O’Brien & Sarah Gardiner, 2006. "Creating Sustainable Mega Event Impacts: Networking and Relationship Development through Pre-Event Training," Sport Management Review, Taylor & Francis Journals, vol. 9(1), pages 25-47, January.
    • Handle: RePEc:taf:rsmrxx:v:9:y:2006:i:1:p:25-47
    DOI: 10.1016/S1441-3523(06)70018-3
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    Citations

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    Cited by:

    1. Julie Clark & Ade Kearns, 2016. "Going for gold: A prospective assessment of the economic impacts of the Commonwealth Games 2014 on the East End of Glasgow," Environment and Planning C, , vol. 34(8), pages 1474-1500, December.
    2. Jan van der Borg & Mario Volpe & Nicola Camatti & Andrea Albarea, 2021. "Are sports events necessarily black holes for public finances? The case of Milan-Cortina 2026," Working Papers 2021:12, Department of Economics, University of Venice "Ca' Foscari".
    3. Ziakas, Vassilios & Costa, Carla A., 2011. "Event portfolio and multi-purpose development: Establishing the conceptual grounds," Sport Management Review, Elsevier, vol. 14(4), pages 409-423.
    4. Pereira, Elsa & Mascarenhas, Maria Margarida & Pires, Gustavo, 2014. "Sports Events As A Tool To Leverage The Tourism Destination Image," Spatial and Organizational Dynamics Discussion Papers 2014-4, CIEO-Research Centre for Spatial and Organizational Dynamics, University of Algarve.
    5. Kelly, Donna M. & Fairley, Sheranne, 2018. "What about the event? How do tourism leveraging strategies affect small-scale events?," Tourism Management, Elsevier, vol. 64(C), pages 335-345.
    6. Sparvero, Emily & Chalip, Laurence, 2007. "Professional Teams as Leverageable Assets: Strategic Creation of Community Value," Sport Management Review, Elsevier, vol. 10(1), pages 1-30, May.
    7. Schulenkorf, Nico, 2010. "The roles and responsibilities of a change agent in sport event development projects," Sport Management Review, Elsevier, vol. 13(2), pages 118-128, May.
    8. Abel Meza Talavera & Sami G. Al-Ghamdi & Muammer Koç, 2019. "Sustainability in Mega-Events: Beyond Qatar 2022," Sustainability, MDPI, vol. 11(22), pages 1-27, November.
    9. Kaplanidou, Kyriaki (Kiki) & Al Emadi, Ahmed & Sagas, Michael & Diop, Abdoulaye & Fritz, Gerald, 2016. "Business legacy planning for mega events: The case of the 2022 World Cup in Qatar," Journal of Business Research, Elsevier, vol. 69(10), pages 4103-4111.

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