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Event tourism definition evolution and research Tourism Management 29 (2 ris n, d Un 7; a an and d a e in ing 1. Introduction sional field in which tourists constitute a potential market theory and professional practice. Emphasis is placed on research and publication trends, and on a critical ...

Event tourism definition evolution and research
Tourism Management 29 (2 ris n, d Un 7; a an and d a e in ing 1. Introduction sional field in which tourists constitute a potential market theory and professional practice. Emphasis is placed on research and publication trends, and on a critical evalua- are examined. Fig. 2 is presented to illustrate the inter- general types of event (i.e., business, sport, festivals) that ARTICLE IN PRESS have attracted the most attention from researchers and practitioners. Also covered in more detail are the ‘mega’ events that have generated their own research lines. 0261-5177/$ - see front matter r 2007 Elsevier Ltd. All rights reserved. doi:10.1016/j.tourman.2007.07.017 �Tel.: +1 403 220 7158; fax: +1 403 282 0095. E-mail address: don.getz@haskayne.ucalgary.ca for planned events and the tourism industry has become a vital stakeholder in their success and attractiveness. But not all events need to be tourism oriented, and some fear the potential negative impacts associated with adopting marketing orientation. As well, events have other impor- tant roles to play, from community-building to urban renewal, cultural development to fostering national iden- tities—tourism is not the only partner or proponent. In this paper the nature, evolution and future develop- ment of ‘event tourism’ are discussed, pertaining to both relationships between events and tourism. A number of event tourism career paths are identified (Fig. 3), then within a discussion of the destination perspective an event portfolio model is examined (Fig. 4). This strategic approach can help shape evaluation, planning, and policy for events. Event Tourism in the Research Literature constitutes the third section, with the review first presented chronologi- cally, showing the origins and evolution of event tourism within the context of both tourism and event management. A thematic approach is then taken to review the three Events are an important motivator of tourism, and figure prominently in the development and marketing plans of most destinations. The roles and impacts of planned events within tourism have been well documented, and are of increasing importance for destination competitiveness. Yet it was only a few decades ago that ‘event tourism’ became established in both the tourism industry and in the research community, so that subsequent growth of this sector can only be described as spectacular. Equally, ‘event management’ is a fast growing profes- directions. The perspective taken is primarily that of destinations and the tourism industry, although other viewpoints are discussed. Five main sections are subsequently presented. The first is entitled The Event Perspective; it starts with a typology of what constitutes the ‘planned events’ sector (Fig. 1). ‘Event management’ as a profession is defined, and ‘event studies’ is discussed as an emerging academic field. In the second section, The Tourism Perspective, ‘event tourism’ is defined from both a demand and supply perspective, then its goals tion of knowledge creation, theory building, and future Progress in Tou Event tourism: Definitio Donal Haskayne School of Business, University of Calgary, 2500 Received 24 April 200 Abstract This article reviews ‘event tourism’ as both professional practice on event tourism are pinpointed through both chronological phenomenon and key themes in event tourism studies is provide research gaps, and assisting professional practice. Conclusions ar management and tourism, and implications are drawn for advanc r 2007 Elsevier Ltd. All rights reserved. Keywords: Event tourism; Definitions; Theory; Research 008) 403–428 m Management evolution, and research Getz� iversity Ave. N.W., Calgary, Alberta, Canada T2N 1N4 ccepted 31 July 2007 d a field of academic study. The origins and evolution of research thematic literature reviews. A conceptual model of the core s a framework for spurring theoretical advancement, identifying two parts: a discussion of implications for the practice of event theory in event tourism. www.elsevier.com/locate/tourman Section four, entitled A Framework for Knowledge Creation and Theory Development in Event Tourism, is shaped by a model (Fig. 5) of the event tourism system. The core phenomenon (event experiences and meanings) is discussed first, then antecedents and choices (including motivation research), planning and managing event tour- ism, patterns and processes (including spatial, temporal, policy making and knowledge creation), outcomes and the impacted. Figs. 6–10 provide a set of key research questions and possible research methods for each of these elements of the event tourism system, together constituting a research agenda. Conclusions are in two parts, the first being a discussion of implications for the practice of event management and tourism. Finally, implications are drawn for advancing theory in event tourism, and this includes a short note on the event-tourism discourse that has been dominated by the tourism and economic perspectives. entrepreneurs. The reasons are obvious: events are too important, satisfying numerous strategic goals—and often too risky—to be left to amateurs. Event management is the applied field of study and area of professional practice devoted to the design, production and management of planned events, encompassing festivals and other celebra- tions, entertainment, recreation, political and state, scien- tific, sport and arts events, those in the domain of business and corporate affairs (including meetings, conventions, fairs, and exhibitions), and those in the private domain (including rites of passage such as weddings and parties, and social events for affinity groups). Fig. 1 provides a typology of the main categories of planned events based primarily on their form—that is, obvious differences in their purpose and program. Some are for public celebration (this category includes so-called ‘community festivals’ which typically contain a large variety in their programming and aim to foster civic pride and cohesion), while others are planned for purposes of ARTICLE IN PRESS ND s and s ets NA s D. Getz / Tourism Management 29 (2008) 403–428404 CULTURAL CELEBRATIONS -festivals -carnivals -commemorations -religious events POLITICAL AND STATE -summits -royal occasions -political events -VIP visits ARTS AND ENTERTAINMENT -concerts -award ceremonies BUSINES A TRADE -meetings, convention -consumer trade show -fairs, mark EDUCATIO AND SCIENTIFIC -conference -seminars -clinics 2. The event perspective Planned events are spatial–temporal phenomenon, and each is unique because of interactions among the setting, people, and management systems—including design ele- ments and the program. Much of the appeal of events is that they are never the same, and you have to ‘be there’ to enjoy the unique experience fully; if you miss it, it’s a lost opportunity. In addition, ‘virtual events’, communicated through various media, also offer something of interest and value to consumers and the tourism industry; they are different kinds of event experiences. Planned events are all created for a purpose, and what was once the realm of individual and community initiatives has largely become the realm of professionals and Fig. 1. Typology of planned ev competition, fun, entertainment, business or socializing. Often they require special-purpose facilities, and the managers of those facilities (like convention centers and sport arenas) target specific types of events. Professional associations and career paths have traditionally been linked to these event types. 2.1. Event management as a profession A quick look at the main event-related professional associations reveals them to be very well established, but also divided on the basis of event form. In 1885, the International Association of Fairs and Expositions (IAFE) began with a half dozen fairs, while the Interna- tional Association for Exhibition Management was organized in 1928 as the National Association of Exposi- tion Managers to represent the interests of tradeshow and exposition managers. The International Festivals and L SPORT COMPETITION -amateur/professional -specator/particpant RECREATIONAL -sport or games for fun PRIVATE EVENTS -weddings -parties -socials ents (Source: Getz, 2005). ARTICLE IN PRESS gem Events Association celebrated its 50th year in 2005, and its orientation appeals to community festivals and other celebrations. Established in 1972, Meeting Professionals International (MPI) is the (self-proclaimed) leading global community committed to shaping and defining the future of the meeting and event industry. The International Special Events Society (ISES) was founded in 1987 and embraces both event designers/producers and their numerous sup- pliers. As well, there are associations for carnivals, and many arts and sports-specific associations that deal with events, and they organize at local, national and interna- tional levels. It will be difficult to change this well-established pattern of professionalization, that is to evolve from specializations based on the form of event (such as ‘festival manager’, ‘exhibition designer’, or ‘convention planner’) to a generic ‘event management’ profession. No doubt the professional associations will continue to compete for members and prestige, although there are signs that some of the associations have been broadening their scope and appeal. The evolution towards generic event management will also be facilitated by educational institutions offering profes- sional event management degrees, and by employers who will increasingly want adaptable professionals. Historically, there were few if any academic programs in event management prior to the 1990s. Since then the literature on events has exploded, accompanying a global move to establish diploma and degree programs. There are a growing number of Masters programs in event manage- ment, and numerous individual courses offered in tourism, leisure, sport and hospitality programs. In the United Kingdom, the Association for Events Management Educa- tion (AEME) was established in 2004 ‘‘yin order to support and raise the profile of the events discipline through the sharing of education and best practice’’ (www.aeme.co.uk). Several research journals are devoted to this field, starting with Festival Management and Event Tourism in 1993, later renamed Event Management. Convention and Exhibition Management was recently renamed Convention and Event Tourism, and an online journal of Event Management research has been established. The World Journal of Managing Events is the latest addition. 2.2. Event studies New academic fields such as tourism, leisure or hospitality studies generally arise from professional prac- tice that justifies courses or degree programs at universities and colleges. When a critical mass of students, programs, and teachers is reached, research and publications in research journals follow. The academics who teach, do research and publish within the emerging field typically need to elevate the status of their work from that of purely D. Getz / Tourism Mana applied to something more theoretical and at the same time academically credible. This describes the evolution of tourism management with tourism studies, and recreation management with leisure studies, so we can similarly justify the relationships between ‘event management’ and ‘event studies’. The study of events has long existed within several disciplines, manifested in research and theory development on (for example) the anthropology, geography or econom- ics of events, but the term ‘event studies’ appears to have been coined in 2000, and then only in passing in Getz’s speech in the Events Beyond 2000 (Sydney) conference. In a 2002 article in Journal of Hospitality and Tourism Management Getz explicitly discussed event studies and event management, questioning their possible status as disciplines or fields (Getz, 1998, 1999, 2002). Event studies was an unnecessary and perhaps irrelevant idea until academics doing event-related teaching and research had published a critical mass of papers and books, met at event-specific research conferences, established event-specific journals, and generated sufficient interest in theory. In terms of events-related education the majority of programs appear to be at either the practical, hands-on level (encompassing ‘event design’) or those with emphasis on applying management theory and methods to events and event-producing organizations. Event tourism is generally covered within tourism degree programs as a topic or a single course. 3. The tourism perspective The term ‘event(s) tourism’ was not widely used, if at all, prior to 1987 when The New Zealand Tourist and Publicity Department (1987) reported: ‘‘Event tourism is an important and rapidly growing segment of international tourismy’’. An article by Getz in 1989 in Tourism Management (‘Special Events: Defining the Product’) developed a framework for planning ‘events tourism’. Prior to this it was normal to speak of special events, hallmark events, mega events and specific types of events. Now ‘event tourism’ is generally recognized as being inclusive of all planned events in an integrated approach to development and marketing. As with all forms of special-interest travel, event tourism must be viewed from both demand and supply sides. A consumer perspective requires determining who travels for events and why, and also who attends events while traveling. We also want to know what ‘event tourists’ do and spend. Included in this demand-side approach is assessment of the value of events in promoting a positive destination image, place marketing in general, and co- branding with destinations. On the supply side, destinations develop, facilitate and promote events of all kinds to meet multiple goals: to attract tourists (especially in the off-peak seasons), serve as a catalyst (for urban renewal, and for increasing the infrastructure and tourism capacity of the destination), ent 29 (2008) 403–428 405 to foster a positive destination image and contribute to general place marketing (including contributions to fostering a better place in which to live, work and invest), and to animate specific attractions or areas. There is no real justification for considering event tourism as a separate field of studies. The constraint is that both tourism and event studies are necessary to understand this kind of experience. As well, there are sub- areas like sport and cultural tourism (in which intrinsic motivations prevail) and business travel (mostly extrinsi- cally motivated) that also focus on the event tourism experience. In a similar vein, Deery, Jago, and Fredline (2004) asked if sport tourism and event tourism are the same thing. Their conceptualization showed sport tourism as being at the nexus of event tourism and sport, with both sport tourism and event tourism being sub-sets of tourism in general. Indeed, there is almost limitless potential for sub-dividing tourism studies and management in this manner. Fig. 2 depicts the set of interrelationships occurring at the nexus of tourism and event studies, consisting of both the marketing of events to tourists and the development and marketing of events for tourism and economic development purposes. Event tourism is not usually recognized as a separate professional field. Mostly it is seen as an application of, or specialty within national tourism offices (NTOs) and destination marketing/management organizations (DMOs). Event development agencies (as opposed to agencies focused on protocol, arts and culture which also deal with planned events) embody event tourism comple- tely, and there are a growing number of associated career paths or technical jobs, as illustrated in Fig. 3. And there is a growing body of research and practical literature devoted to most of these functions—as revealed in the ensuing literature review. 3.1. The destination perspective on event tourism From the tourism industry’s perspective, typically ARTICLE IN PRESS Event Tourism -a market for event managers -destination development through events TOURISM MANAGEMENT AND TOURISM STUDIES -Developing and promoting tourism -Understanding travel and tourists, including event tourists EVENT MANAGEMENT AND EVENT STUDIES -Design, production, and management of events -Understanding planned event experiences and the meanings attached Fig. 2. Event tourism at the nexus of tourism and event studies. - t D. Getz / Tourism Management 29 (2008) 403–428406 EVENT TOURISM CAREER PATHS Event Facilitator/Coordinator Tourism Event Producer Event Tourism Planner Event Tourism Policy Analyst and Researcher Event Bidding Event Services Fig. 3. Event touris through the eyes of a DMO or event development agency, events are highly valued as attractions, catalysts, anima- tors, place marketers, and image-makers. The specific role of a DMO is generally to promote tourism to a destination, both business and leisure travel. Conventions are consid- ered business travel and participation sport events or festivals are part of leisure travel. In a study of Canadian visitor and convention bureaus (Getz, Anderson, & Sheehan, 1998), events were revealed to be one of the few areas of product development engaged in by DMOs; typically their membership (often dominated by commer- cial accommodation operators and attractions) want visitor demand all year round. Existing events might be viewed as resources to exploit, which can be problematic from a social and cultural perspective. Taking a comprehensive portfolio approach TASKS; AREAS OF EXPERTISE work with events in the destination to help realize heir tourism potential (funding, advice, marketing) -liaison with convention/exhibition centres and other venues -liaison with sport and other organizations that produce events -create and produce events specifically for their tourism value -stakeholder management (with numerous event partners) -develop a strategy for the destination -integrate events with product development and image making/branding -work with policy makers to facilitate event tourism -conduct research (e.g., feasibility studies, demand forecasting, impact assessments and performance evaluations) -bid on events -develop relationships leading to winning events for the destination -provide essential and special services to events (e.g., travel and logistics; accommodation and venue bookings; supplier contacts) m career paths. ARTICLE IN PRESS ER MA Tou d H NA c a Tou AL c an trat gem leads to greater emphasis on creating new events and attracting them through competitive bidding. The portfolio approach (see Fig. 4) is similar to how a company POSSIBLE MEASURES OF “VALUE” • growth potential • market share • quality • image enhancement • community support • environmental value • economic benefits • sustainability • appropriateness P HALL High an REGIO (Periodi Medium LOC (Periodi Low Demand Fig. 4. The portfolio approach to event tourism s D. Getz / Tourism Mana strategically evaluates and develops its line of products and services. It is goal-driven, and value-based. Destina- tions must decide what they want from events (the benefits), and how they will measure their value. In this destination context economic values have always prevailed, and this preoccupation might very well constitute a limitation on the sustainability of events. Stakeholders, encompassing the organizations that produce events, the community at large, and the beneficiaries of event tourism in the service sector, are likely to stress different aims and concerns. Within the jargon of event tourism, and figuring prominently in the illustrated portfolio model, two terms stand out. ‘Mega events’ have long been defined and analyzed in terms of their tourist attract
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