Examining Legacies of Unsuccessful Olympic Bids: Evidence from a Cross-Case Analysis

Leopkey, Becca; Salisbury, Paul; Tinaz, Cem

doi:10.1080/24704067.2019.1604072

Cited by 11 publications

(11 citation statements)

References 33 publications

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“…These case studies have tended to be written by authors based in the bidding nation, indicating that failed bids may harvest interest domestically, but perhaps not beyond its borders. As such, case studies group around a small number of cities: Berlin (Alberts, 2009), Cape Town (Swart & Bob, 2004), Chicago 216 (Leopkey, Salisbury and Tinaz, 2019), Istanbul (Bilsel & Zelef, 2011), Manchester (Cook & Ward, 2011;), New York (Moss, 2011), Pyeongchang (Kim et al, 2015;Merkel & Kim, 2011), and Toronto (Bellas & Oliver, 2016;Oliver, 2011;Oliver, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Toronto and New York used the Olympic bid to catalyse urban development (Moss, 2011;Oliver, 2011), while Berlin (Alberts, 2009) and Istanbul (Bilsel & Zelef, 2011) constructed sport facilities with varying levels of success. The construction of sport facilities is not the only sporting legacy discussed; World Sport Chicago was created as part of Chicago's bid for the 2016 Games with a mandate to provide long-term sport opportunities within the city (Leopkey et al 2019). Benneworth and Dauncy (2010) discuss how Lyon's 1968 bid pushed the city to the fore domestically, in similar ways to Manchester's bids in the 1990s (Cook & Ward, 2011;Hill, 1994).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Two papers consider the nuances of different bidders and so are of note to this study. Leopkey et al (2019) utilized a multiple case study approach, identifying twelve legacy themes in bids by Manchester, Chicago and Istanbul, plus two legacy issues; unfulfilled bid promises and a lack of interest in securing a legacy from the bid. Leopkey et al (2019) suggest that future studies should consider the extent to which legacies are attributable to the bid.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Leopkey et al (2019) utilized a multiple case study approach, identifying twelve legacy themes in bids by Manchester, Chicago and Istanbul, plus two legacy issues; unfulfilled bid promises and a lack of interest in securing a legacy from the bid. Leopkey et al (2019) suggest that future studies should consider the extent to which legacies are attributable to the bid. Bason and Grix (2018) considered deliberate strategies in their study of how candidate cities (those cities who passed the initial applicant stage) plan to leverage their bid, thus limiting the study to only cities who passed the initial screening.…”

Section: Literature Reviewmentioning

confidence: 99%

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Every loser wins: leveraging ‘unsuccessful’ Olympic bids for positive benefits

Bason

Grix

2020

European Sport Management Quarterly

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Research Question:In what ways can cities leverage an unsuccessful Olympic Games bid to bring them positive benefits?Research Methods: A multiple case study approach using the bids of Cape Town and Toronto for the 2004 and 2008 Olympic Games, respectively. Interviews were conducted with 31 stakeholders across both bids; including 19 members of the respective bid teams and a further 12 interviews with external stakeholders. This data is supplemented by documentary analysis of candidate files, promotional materials and city/council documents.Results and Findings: Despite the differing political and social contexts of the two cities studied, both utilized similar leveraging strategies. The Olympic bid process focuses those in a city, bringing together coalitions, forcing a city to take stock of its current situation and brings national interest. The bid teams utilized the threat of not being successful to lever national government funding and created leveraging bodies to deliver the strategies. Implications:The implications of this study are twofold. First, it provides cities with insight into how even an unsuccessful Olympic bid can provide benefits. Crucially, only legitimate bidders contributing to already existing plans can access government funding. Second, this research contributes to the bidding literature, providing new empirical material derived using a diverse case study approach, and to the leveraging literature through adapting, extending and updating Chalip's (2004) conceptual model of event leverage.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

Every loser wins: leveraging ‘unsuccessful’ Olympic bids for positive benefits

Bason

Grix

2020

European Sport Management Quarterly

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“…While the main goal(s) of bidding for a sport event may be varied (e.g. winning the bids, using the bid process as a means for other goals such as advertising a city or a country, urban regeneration and social change) (Leopkey et al , 2019; Torres, 2012), we argue that the majority of bidders that form joint bids essentially aim to promote themselves in order to increase the likelihood of winning the bids (otherwise they would have bid independently). Thus, given that the fundamental goal of bidders who come together to form an official bid is to strengthen their bid application in a bid process, joint bids in this context fulfill this first tenet (i.e.…”

Section: Joint Bids As a Strategic Alliance?mentioning

confidence: 99%

Understanding joint bids for international large-scale sport events as strategic alliances

Byun

Leopkey

Ellis

2019

SBM

Self Cite

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PurposeThe purpose of this paper is to present a theoretical analysis that examines joint bids that unite multiple cities or nations in a bid for hosting international large-scale sport events from the perspective of strategic alliances.Design/methodology/approachUsing previous strategic alliance research and examples of joint sport event bids, this study discusses how joint event bids can be understood as strategic alliances.FindingsMotivations of bidders and driving forces behind the formation of joint bids are identified and analyzed. By integrating theories used in the area of strategic alliances, this study provides an agenda for moving research on joint bids forward as the practice continues to expand.Originality/valueAs a conceptual paper, the findings of this study can be a starting point for future research not only on joint bids but also on inter-organizational relationships in the context of sport event bidding.

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