Exploring the Reputation Management Process for Events: The Case of Targa Tasmania

Abstract

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.

Strategic Sustainability Management in the Event Sector

“…The shortcomings of the TBL approach in this regard have been highlighted by Werner et al (2017), who noted that although event infrastructure elements are well-defined in the literature, there remains a persistent lack of knowledge regarding the network connectivity that exists between them, especially with regards to strategic event planning and implementation processes. In sum, there is growing agreement in the event management literature that the most successful events operate as formal organizations, and therefore must develop managerial competence and strategic ability in order study and sustain their economic, social, and environmental performance (French & Wickham, 2018;Moise, 2015;Nordvall, 2016;Pino et al, 2019). This agreement has led to recent calls to explore the antecedents of best-practice sustainability management in the event sector, and a recognition of the role that strategic management theories [and, the Resource-based View of the Firm (RBV) in particular] might play in this regard (Camison & Forés, 2015;Evans, 2016;Mair & Laing, 2012).…”

“…In terms of event reputation, researchers identified the importance of stakeholder management, event legitimacy, relationship building, and the ability to generate in-kind support as antecedents for effective event management (see Larson et al, 2015;Musgrave & Woodward, 2016;Schulenkorf & Schlenker, 2017). Given the episodic nature of events (both in terms of the event itself, and potentially the organizational infrastructure that underpins it), extant event management research has tended to deal with event reputation as an outcome requiring maintenance and/or reinforcement (particularly in terms of crisis management and managing the "down time" between scheduled events) (French & Wickham, 2018). However, Lampel et al (2013) noted that the complexity of the reputation management process requires the reputation construct to be researched as both an outcome to be strategically managed (e.g., in terms of stakeholder engagement and image management) and an input that can be used in the strategic generation of goodwill (e.g., in-kind support, preferred supplier status, etc.)…”