Strategic leveraging: evidences of small-scale sport events

Abstract

Purpose The purpose of this paper is to identify the strategic leveraging goals associated with a portfolio of small-scale events and to analyze their implementation process (actors/tactics: who did what?) in order to propose new leverage typologies through new empirical research evidence. Design/methodology/approach Three techniques of data collection conducted the fieldwork: qualitative interviewing, direct observation and documental research. Based on the principles of grounded theory and using qualitative data analysis software (Nvivo) data were inductively analyzed. Findings Results showed the coexistence of a plurality of strategic leveraging goals, namely: “strengthen political advantage”; “integrate and retain partners/sponsors”; and “develop sports dynamics”. There was a set of tactics and actions identified and successfully implemented due to the coordination of the network of organizations part of the events, which included local and external actors. Research limitations/implications Researchers realized that it was impossible to take a neutral research stand. In fact, in qualitative research, the investigator is the first instrument of data collection. In this sense, it was important for researchers to constantly reflect on their role, as Pelias (2011) says “reflexive writing strategies include indicating how the researcher emerged as a contaminant, how the researcher´s insider status was revelatory or blinding, and how the researcher is implicated in the problem being addressed” (p. 662). It is also considered that, when organizing events, the network of interactions is extremely complex, making it difficult to capture all the actors’ perspectives. Practical implications In relation to the practical implications, it is important that sports event managers have in-depth knowledge and skills on event leveraging; it is also important that managers understand the sports culture in order to recognize the multidimensionality of strategic leveraging in sporting events. The strategic dynamic should be developed and coevolved with community/local and external actors. The coordination between the actors is a key point to achieve successful leveraging. Social implications A theoretical implication related to the event leverage is the creation of a new strategic objective – “developing the sport dynamics”. The sport participation tactic among other tactics were found, namely “enhancing of the sports shows” and “tuning of skills in sports management”. Originality/value The dynamics and plurality of strategic goals associated with the leverage of an event portfolio, namely the actions that were developed and also the actors’ interaction in small-scale events. Another factor is the identification of the prominent role of the external event organization committee in the dynamics of event leveraging, as well as the deep analysis of the leveraging process supported by the observation of all the events.

Shaping the event portfolio management field: premises and integration

“…Findings pinpointed the lack of a comprehensive deliberate vision to systematically cultivate synergies among events and to foster their supplemental interrelations, which limited cumulative benefits (Pereira et al , 2015). In extending this study, Pereira et al (2020) found the coexistence of multiple leveraging goals and a subsequent set of tactics to be effectively executed via the coordination of the network of event-supporting organizations, including both local and external actors. This corroborates previous claims (Ziakas, 2014a, 2014b, 2019) for the critical part of an exogenous to event organizers board tasked with the coordination of portfolio leveraging actions.…”

“…Going back to the roots of portfolio thinking, Pereira et al (2015, 2020) scrutinized the strategic leveraging processes of a sport event portfolio in the Portuguese tourist resort Portimão that put together a specialized portfolio of coastal events to enhance its nautical brand. Findings pinpointed the lack of a comprehensive deliberate vision to systematically cultivate synergies among events and to foster their supplemental interrelations, which limited cumulative benefits (Pereira et al , 2015).…”

“…The incorporation of event portfolios into place marketing is subject to destination place-making approaches (Jarman, 2018; Richards, 2017b; Richards and Duif, 2018). Conditions enabling synergy for portfolio cross-leveraging need to be cultivated and thoroughly understood (Pereira et al , 2015, 2020; Ziakas, 2010, 2014b; Ziakas and Trendafilova, 2018).…”

Event portfolio management: An emerging transdisciplinary field of theory and praxis

“…Finally, the role of sport events in tourism planning, place marketing and portfolios has been explored primarily through the lens of sport event leveraging ( Chalip, 2004 ; Kelly & Fairley, 2018 ; Pereira, Mascarenhas, Flores, & Pires, 2015 ; Pereira, Mascarenhas, Flores, Chalip, & Pires, 2020 ; Taks, Chalip, Green, Kesenne, & Martyn, 2009 ; Ziakas, 2014b ), co-branding ( Chalip & Costa, 2005 ; Jago, Chalip, Brown, Mules, & Ali, 2003 ; Westerbeek & Linley, 2012 ), sport and cultural tourism ( Boukas, Ziakas, & Boustras, 2012 , 2013 ; Buning, Cole, & McNamee, 2016 ; Gibson, Kaplanidou, & Kang, 2012 ; Ziakas & Boukas, 2012 , 2016 ), and their contribution to urban development, place attractiveness and residents’ quality of life ( Clark & Misener, 2015 ; Dragin-Jensen, Schnittka, & Arkil, 2016 ; Ziakas & Costa, 2011b ). Interestingly, notwithstanding the overlap between sport events and tourism, this line of research is not fully integrated with the core tourism literature on event portfolios ( Ziakas, 2020 ).…”

“… International Journal of Event and Festival Management Empirical Journal Article Indicates the role of a small-city event portfolio in enhancing quality of life for families and maintaining indigenous cultures. Pereira, E., Mascarenhas, M., Flores, A., Chalip, L., & Pires, G. (2020) . Strategic leveraging: Evidences of small-scale sport events.…”