This paper investigates the reputation management process in the embedded festival context. Embedded festivals (i.e., ‘home-grown’, ‘grassroots’ or ‘community’ festivals) are distinct from other festival in that they: (a) are held in regional locations (b) co-opt the regional location’s infrastructure, (c) are community-led, and (d) are volunteer-driven. This research was conducted using a qualitative, quasi-longitudinal case study method focused on the reputation management process of the Cygnet Folk Festival. Primary and secondary data were collected via semi-structured interviews with key stakeholder groups and from published materials in newspapers and periodicals. The results indicate the following factors as critical to the reputation process: local and volunteer-driven management structures; an authentic regional location; the generation of a sustainable ‘story’; the monitoring and responding to local environmental changes; the prioritization of interpersonal communications and influence with local stakeholders; maintaining the embedded festival’s authenticity and maintaining ongoing information/feedback loops with all stakeholder groups.
Whilst the Triple Bottom Line approach has underpinned significant progress in our knowledge of sustainability in the event sector, scholars have recently criticized this approach for its overemphasis on reporting outcomes and have called for a new conceptualization that accounts for strategic inputs in order to maintain progress towards greater sustainability knowledge and performance. This research utilizes a widely-accepted strategic framework, the Resource-Based View of the Firm, as a lens to gain insight into the inputs of strategic sustainability management in the events sector. Therefore, the research question to be addressed is: what resources and capabilities are associated with best-practice strategic sustainability management in the event sector? In order to address this question, a qualitative content analysis of the websites of ten international music events that have achieved best-practice sustainability accreditation from the Greener Festival Awards organization was conducted. Analysis of the data detected 11 resources and inferred 14 capabilities associated with best-practice strategic sustainability management in the event sector. The data also demonstrated the interrelationships that exist between the sample events' resource deployment and suggests that reputational capital plays a key role (both as a desirable outcome of, but also a critical resource input into) in best-practice sustainability management. Lastly, this paper concludes with a range of research opportunities going forward relating to sustainability management in the event sector.
This paper analyses the marketing priorities evident in the annual reports of Australia’s six not-for-profit state-museums (who represent the largest and most influential not-for-profit heritage organisations in the country). The study provides insight into the marketing communication priorities in leading not-for-profit heritage organisations, and offers a finer-grained understanding of what is required for such organisations to effectively manage such priorities. Based on a content analysis of the annual reports, the paper proposes a Marketing Priorities Model for Not-for-Profit Organisations more generally. The Model reflects two important findings: firstly, that the communication of marketing strategies has emerged to play a central role in the annual reporting of the leading not-for-profit organisations in Australia; secondly, that there are several key facets of the organisation’s marketing strategies that must be communicated to internal and external stakeholder groups. The Model consequently provides a framework for not-for-profit organisations to adopt in order for them to effectively identify and communicate marketing practices to salient stakeholder groups
This article investigates the manner in which the reputation management processes identified in the extant literature need to be adapted for the recurrent event context. This research was conducted using a quasilongitudinal single embedded case study method focused on the reputation management process evident in the introduction, growth, and maturity stages of the Targa Tasmania rally event (held annually in Tasmania since 1992). Primary and secondary data were collected via semistructured interviews with key stakeholder groups and from published materials in newspapers and periodicals, respectively. The results suggest that in the context of an event, consideration must be given to divergence in three significant factors underpinning the reputation management process; namely: the "organizations connection to the external environment," "corporate communications," and "time." This study contributes to both event management literature and managerial practice, through the provision of insight into the transferability of the reputation management process to an alternate nontraditional organizational structure.
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