In reviewing 165 of the most prominent event articles, this article provides a timely evaluation of prevalent research methods that have shaped event research in the past 16 years. We adopt critical case sampling and citation analysis approaches to identify 21 journals and the 165 articles. We subsequently analyzed the content of each article to reveal the method(s) used and classified these by journal and by year. To facilitate discussion about the findings, the article initially appraises the character of the event phenomenon and the implications of this for methods selection. This discussion portrays a largely social and contingent character to events that presents specific requirements to researchers seeking to interrogate it. The discussion pinpoints key considerations that should shape event researchers' decisions about their selection of methods. The findings reveal a preponderance of survey-based approaches and also very limited adoption of multiple methods. The findings also indicate a less prominent, but growing, application of subjectivist-oriented approaches, such as interviews, indicating a progressive trend that is discussed as being more favorable to the character of the subject matter. Ultimately we provide six precepts that emerge from this study, to signpost key considerations for event researchers as our discipline moves beyond the early stages of its development toward a more mature phase.

Research question: The severity and immediacy of funding cuts to UK National Governing Bodies of Sport (NGBs), driven by the ‘No Compromise’ policy framework for Olympic funding, triggers a cyclical need for turnaround management. Adept strategies during times of considerable challenge is stark, yet literature investigating turnaround management within NGBs remains limited. Consequently, this paper examines two questions: how do NGBs respond to UK Sport funding cuts and how are their responses enabled or restricted by their organisational context?\ud Research methods: A case study methodology was used to develop in-depth insights into how three NGBs responded over a 12-month period of turnaround management. This was informed by 21 semistructured interviews with chief executives/presidents, performance managers/head coaches and elite athletes. The actions of the NGBs were analysed through a thematic analysis that made use of Boyne’s [2004. A ‘3Rs’ strategy for public service turnaround: Retrenchment, repositioning and reorganization. Public Money & Management, 24 (2), 97–103] 3 Rs of turnaround strategy.\ud Results and findings: The results highlight that NGBs’ turnaround strategies were constrained by extreme funding dependency and a prohibitive \ud institutional environment that led to states of flux and a focus on short-term operational survival. As a result, the measures taken undermined future success.\ud Implications: An embedded feature of the ‘No Compromise’ framework is severe funding cuts. This should be a significant theme in NGB strategy development. The evidence of this study is that NGBs do not prepare, nor react strategically, when faced with the prospect (or fact of) severe cuts. Consequently, the cases of turnaround management in this study signal the urgent need for further research into the impact of the ‘No Compromise’ framework on the management of NGBs

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Purpose/Rationale: Helping individuals and teams achieve their goals by being resilient is an established research field in sport. How sport organisations can be resilient in adversity is comparatively neglected, so the purpose is to provide firm foundations for conceptualising organisational resilience in sport management. Research question: "How can organisational resilience best be theorised for sport management research and practice?" Design/Methodology/Approach: From a critique of the resilience literature, a new Framework for Organisational Resilience Management (FfORM) is developed, based on the theory of organisational resource conversion and the separation of normative and descriptive levels. The FfORM is applied to sport management contexts, including the resilience of National Governing Bodies of Sport (NGBs) to reductions in UK Sport funding. Results and Findings: Organisational resilience is conceptualised as a means to an end, to achieve externally generated goals, emphasising its dynamic, temporal nature. The FfORM illuminates the challenges for NGBs in developing organisational resilience because of trade-offs in the actions they take. Practical implications: As well as being an evaluation tool, the FfORM will be of utility to sport organisations addressing the unprecedented challenges arising from COVID-19. Research contribution: Development of theory on organisational resilience, for use in both sport and other contexts.