The governance of Olympic legacy: process, actors and mechanisms

Leopkey, Becca; Parent, Milena M.

doi:10.1080/02614367.2016.1141973

Cited by 29 publications

(42 citation statements)

References 18 publications

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“…While legacy research highlights the potential for unplanned legacies, in the case of Glasgow, the findings in this research highlight the potential within host cities to create a partnership legacy that is wide reaching through new and established network development. Consistent with Leopkey and Parent (2016) and Christie and Gibb (2015), this research proposes Glasgow has the potential to create a partnership legacy grown from innovative legacy governance, collaborative working and network creation. The element of building such stakeholder relationships can be considered as a legacy in itself for the future of the host city.…”

Section: Discussionmentioning

confidence: 76%

“…MS 18 070 Event Management E-pub Christie and Gibb (2015) suggest the growth of legacy planning research overlaps with current trends in urban governance regarding collaborative working. By highlighting the need to communicate effectively across multi-stakeholder partnerships, this emphasises the importance for successful network management to promote further understanding of event regeneration and legacy planning amongst all stakeholders (Leopkey & Parent, 2016). Preuss (2015, p. 661) argues that governments 'must start with good city planning, to fit the event into long-term city development'.…”

confidence: 99%

“…While the advancement of legacy planning is apparent (Cashman & Horne, 2013;Christie & Gibb, 2015;Leopkey & Parent, 2016), some authors have begun to question the number of organisations involved and their purpose. Muller (2015) states that mega-events, such as the Olympic Games, are partly categorised accordingly to their large number of stakeholders.…”

Section: <<>>mentioning

confidence: 99%

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Governing Major Event Legacy: Case of the Glasgow 2014 Commonwealth Games

Sharp¹,

Finkel²

2018

Event Management

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This paper explores the emerging importance of planning and governance surrounding the concept of event legacy by focusing on an in-depth case study of the Glasgow 2014 Commonwealth Games. Given the long-term nature of the concept of legacy, the need for planned and thorough pre, during and post Games management is essential if legacy outcomes are to be monitored effectively. Research method employed for this study consist of in-depth interviews (n=14) with policy makers, organisers, and local community associations who were involved with legacy planning and implementation for the Glasgow 2014 Commonwealth Games. The findings present Glasgow's legacy approach as an advancement in the understanding of legacy governance and planning in relation to critical event management. By designing and implementing legacy governance structures at an early stage, each stakeholder role is established and can be monitored while allowing for some flexibility within the legacy management partnerships. In addition, the notion of a partnership legacy can be seen to have grown from innovative legacy governance structures, such as collaborative working and network creation, put in place by Glasgow in the early stages of legacy planning, which can act as a model of best practice for other major event host destinations.

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Section: Discussionmentioning

confidence: 76%

confidence: 99%

Section: <<>>mentioning

confidence: 99%

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Governing Major Event Legacy: Case of the Glasgow 2014 Commonwealth Games

Sharp¹,

Finkel²

2018

Event Management

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“…The shine of hosting such mega-events has worn off, leading to, as in the case of Oslo's bid to host the Winter Olympics, community objection to their cities' bids (Bender, 2017), which has in turn inspired greater exploration of event assessment to justify hosting such events. Event legacy, which is what an event leaves in its wake after the event itself has concluded, has also been the subject of enhanced debate (Leopkey & Parent, 2017). Such studies have examined legacies from the perspective of legacy delivery outcomes, equal distribution of benefits in the host community, as well as the mechanisms and governance systems required for effective legacy generation (Lienhard & Preuss, 2014;Lockstone-Binney, Holmes, Shipway, & Smith, 2016;Parent & Smith-Swan, 2013;Smith, 2014).…”

Section: Robertson Et Almentioning

confidence: 99%

Critical Event Studies: Issues and Perspectives

Robertson¹,

Ong²,

Lockstone‐Binney³

et al. 2018

Event Management

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“…legacy; professional; mega-events; sport; development KEYWORDS Preuss (2007) indicates that the legacy is what is left after the event and includes aspects such as 1) planned/unplanned, 2) positive/negative, and 3) tangible/intangible. In this sense, several studies have attempted to overcome the theoretical and methodological difficulties and investigated the legacy of sports mega-events (Leopkey & Parent, 2016;Preuss, 2015). Among the recurring subjects in the research on legacy are infrastructure, urban development, economics, tourism, and the environment (Agha, Fairly & Gibson, 2012;Dickson, Benson & Blackman, 2011).…”

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confidence: 99%

Olympic Games Rio 2016: The Legacy for Coaches

Santos

2019

Physical Culture and Sport. Studies and Research

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The purpose of this study is to identify the legacy of the Olympic Games for sports coaches with a special focus on professional education. Thus, in framing this study, two research questions are posed: 1) How did Olympic Games affect the characteristics of the educational activities for coaches? 2) What was the perception about the coaches' education in Brazil, and the legacy of the event for coach's education and career? The methodology used was the content analysis of the websites of National Sports Confederations, Institutions of Higher Education in the State of Rio de Janeiro, and the National and Regional Professional Councils in Brazil, totaling 70 institutions. Concomitantly, interviews were conducted with members of the Ministry of Sport, the Brazilian Olympic Academy, and the Federal Council of Physical Education. The interview questions were grounded on the theoretical framework of Sports Policy Factors Leading To International Sporting Success - SPLISS, which included: 1) the existence of well-trained and experience elite coaches in the country; 2) opportunities to develop their coaching career to become a world-class elite coach; 3) the status of coaches and the recognition of their work as valuable throughout the country. The results indicated that the event brought few benefits to coaches. In addition, according to the interviews, coaches play a secondary role in the organization of the Olympic Games, although they are considered fundamental for the development of the sport. Based on the results, this study discusses the education of coaches and the perceived importance of coaches according to the sports and educational institutions.

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The governance of Olympic legacy: process, actors and mechanisms

Cited by 29 publications

References 18 publications

Governing Major Event Legacy: Case of the Glasgow 2014 Commonwealth Games

Governing Major Event Legacy: Case of the Glasgow 2014 Commonwealth Games

Critical Event Studies: Issues and Perspectives

Olympic Games Rio 2016: The Legacy for Coaches

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