Stakeholder Engagement in Event Planning: A Case Study of One Rural Community's Process

Abstract

Stakeholder engagement attempts to develop partnerships in order to assist in problem solving and decision making. The case study attempts to understand how one rural community reengages corporate sponsors in the event planning process. Emphasis is placed on understanding the motives, benefits, and challenges associated with community engagement. Investigators used a case study methodology collecting data from event observations and key stakeholder interviews. The design helped develop an in-depth analysis of a program, event, activity, process, or one or more individuals. Benefits of engagement included brand placement, morale, and community betterment. Resource allocation provided a major challenge while information provided a critical component of stakeholder engagement decisions. Factors that motivated sponsor involvement included mission, community connection, strategic engagement, and having the right partners. The results have important implications for professionals attempting to reengage corporate sponsors in event planning. Findings suggest the value of using social capital found within an event sponsors organization. When events are organized by small nonprofit organizations or single departments located within rural municipalities, the additional social capital is invaluable in meeting both community and corporate sponsor goals.

Events’ external stakeholders and their influence strategies in tourism: perspectives from Borneo

“…The case studies corroborated previous studies’ findings that events offered a range of social experiences and benefits to external stakeholders (Erhardt et al , 2019; Reid, 2011), thus it is not surprising that event non-dependent stakeholders were largely cooperative and supportive of the events. Strategic engagement with the government and community (Jordan et al , 2019; Prebensen, 2010) and/or the desire to express their corporate and social identity (Heffernan and O’Brien, 2010; Farmaki, 2019) are possible key motives for corporate sponsorship. Perhaps it was political pressure, social norms and expectations or the perceived legal and moral legitimacy of the tourism events (Larson et al , 2015) that deterred these powerful corporate sponsors from using a negative strategy in this study.…”

“…In other words, corporate sponsorships were not aimed at helping the event but rather at helping the government. Therefore, most of the corporate sponsors chose not to exert their influence on the planning and management of events, focusing instead on maintaining an embedded relationship with the government and community (Jordan et al , 2019). This is a novel finding of the study, reflecting the sociopolitical environment in Sarawak, with implications for other countries with similar contexts.…”

“…In exchange, the event must promote the destination and generate financial returns for the local community (Prebensen, 2010). Sponsors expect a return on their investment through generating market awareness or product sales (Adongo and Kim, 2018), or providing opportunities for network building, hospitality, outreach and community development, cultural and heritage conservation (Getz et al , 2007; Jordan et al , 2019; Moscardo, 2007). Local tourism businesses are often interested in how events will impact their commercial viability.…”

“…Event researchers have explored external stakeholder influence in event planning (Jordan et al , 2019; Reid, 2011), marketing and branding (Larson, 2002; Mossberg and Getz, 2006), risk sharing (Adongo and Kim, 2018; Leopkey and Parent, 2009) and resources provision (Elbe et al , 2006; McNamara et al , 2018). However, almost all studies have tended to focus on outcomes rather than strategies.…”

“…However, almost all studies have tended to focus on outcomes rather than strategies. Some researchers examined the motivation of stakeholder actions (Elbe et al , 2006; Jordan et al , 2019; Prebensen, 2010), whereas others concentrated on stakeholder risk management strategies (Leopkey and Parent, 2009) and value creation (Erhardt et al , 2019; Rust, 2020). It is common for researchers to use the concept of power to study stakeholder influence on events.…”