Network‐based strategy making for events tourism

Abstract

Purpose

Seeks to understand the inter‐organisational networks that influence events tourism strategy making by public‐sector event development agencies in Australia.

Design/methodology/approach

A qualitative methodology of convergent interviews, followed by multiple case research across six Australian states and territories, was employed. The inter‐organisational relationships and networks of events agencies that impact on their strategy processes for events tourism were the “cases” in focus.

Findings

Strategies of a reactive‐proactive nature mostly guide events tourism development by Australia's corporatised event development agencies. These agencies maintain “soft”, loosely formed networks that consist of relatively stable clusters of intra‐governmental and corporate membership with a peripheral, ad hoc membership of other stakeholders.

Research limitations/implications

Although the paper studies perceptions of strategy making at a single point in time, it provides valuable insights into the public sector environment, institutional settings and key relationships that impact on events tourism strategies.

Practical implications

Event development agencies should consider how the unique requirements of event bidding, event development and expansion might facilitate different types of stakeholder engagement and network formation. Integration of regional, metropolitan and state strategies for events tourism may also widen the network of influence on strategies.

Originality/value

The paper informs public sector operatives establishing or managing event development agencies, where tourist generation is a primary marketing goal. It contributes new knowledge in a tourism field that is under‐researched.

Citation

Stokes, R. (2006), "Network‐based strategy making for events tourism", European Journal of Marketing, Vol. 40 No. 5/6, pp. 682-695. https://doi.org/10.1108/03090560610657895