ACKNOWLEDGMENTS

First and foremost, I would like to thank Prof. Dr. Dumitru Zaiṭ, the academic

coordinator of this thesis, for his guidance, advice and support during the doctoral

programme, as well as for an excellent collaboration in these last few years. I would

also like to thank Dr. ShiNa Li for her considerable support in the completing of this

thesis and for the research opportunity offered by Leeds Metropolitan University, as

well as for her trust and training. My gratitude also goes to Prof. Dr. Dumitru Oprea,

Prof. Dr. Valentin Niţă, and lecturer Dr. Bogdan Anastasiei for their academic

guidance, suggestions and constructive criticism.

I am deeply grateful to my husband, for his patience and encouragement, my

mother and father for their moral and financial support, and my sister for her help with

the collecting of information and graphic presentation of the results. To my PhD

colleagues and to the professors of the Management Department at the “Alexandru

Ioan Cuza” University, a heartfelt thank you for the ideas, suggestions and

information they provided.

For their important contribution to the completion of this doctoral thesis, I wish

to thank:

Dr./Phd./ Student:

Carmen Lungu - dr. at Al. I. Cuza Iași University

Adriana Bondor - research assistant at Petre Andrei University

Raluca Aaniţei - master graduate at AL. I. Cuza University

Members of Leeds Metropolitan University:

Emma Heslington - research assistant, ICRETH

Rhodri Thomas - Professor of Tourism and Events Policy, Leeds Metropolitan

University

Glenn Bowdin - Head of UK Centre for Events Management, Leeds Metropolitan

University

Jackie Mulligan - Director of Enterprise and Principal Lecturer, ICRETH

Daniela Carl - research assistant, Leeds Metropolitan University

Semi-structured interview participants:

Steve Wheadon - Project Manager, Olympic Stadium London 2012

Christian Ubbiali - Senior Project Manager

Vassia Mazanitou - Specialist Venue Protocol, Rio de Janeiro Olympic Games

Antonietta Ciarniello - Executive Director Events Communications Ltd.

Michael Allegretto - Events and Festivals Developing Manager, Big IV Productions

Stefania Demetz - CEO, Ski World Cup Gardena

Ritesh Ranjan - Projects Consultant, ONG

Carina Bauer - President of Administration Committee, IMEX Group

Ian Louden - Image Global Coordinator, ArcelorMittal

Donna Abberley - Manager, Meetings & Convention Sales

Susie Burnet - Communication Director, Edinburgh International Festival

Lauren Leeman - Events Manager, Edinburgh Fringe Festival

Suzanne Peri-Chapman - Strategic Events Manager, Petroleum and Minerals New

Zeeland

Zacharias Vailakis - Events Operations Consultant, Laurel International Management

Survey participants:

João Oliveira Crespo - Euro Program Manager, UEFA EVENTS SA

Carlo Fernandez - Sport Manager, World Master Games Torino 2013

Chris Flum - CEO, FullScale Event Productions

Simon Graveling - Operations Director, Winter Olympic Games Sochi 2014 - opening

and closing ceremonies

Chris Homsley - International Guild of Live Show Producers

Merryn Hughes - Executive Producer, International Events

Gemmeke De Jongh - President, Meeeting Professionals International

John Jossifakis - Director, Events at Innovations Unlimited ME

Fareed Khan - Country Head Operations, Enkaptivate Promotions Pvt Ltd

Suresh Kharia - Venue Operation Manager, Indian Badminton League 2013

Fiona Knight - Owner/Consultant, Fiona Knight Consulting Services

Ajay Kumar - Services Manager, Paralympics London 2012

Robert Lee - Artistic Director, Love Luton Festival 2012 – Cultural Weekend of the

Festival

Caroline MacKenzie - Director, Congrex Group

Gianluca Marinangeli - Major Event Consultant, Readiness Specialist

Trisha Mentzel - International Event Manager, B2B Event Management

Christopher Milnes - Director, Event Integration Ltd.; Technical Director, Notting Hill

Carnival

Sonja Muller - Consultant Events Manager, Hospitality Manager, World Cup 2010

Ahmed Mutaher - Exhibition Manager, Baking Association of Canada

Elaine O' Connor - Production Coordinator, St. Patrick's Festival

Trevor Punt - Executive Director TBG: ES

Leslie Rauscher - Manager Semiconductor Equipment and Materials International

James Schultze - Senior Manager

Cay Sevón - CEO, European Cultural Capital Turku 2011

Sandrine Simonnet - Executive Director, OrangeFrog Logistics

Amy Vercruysse - Manager, Island Festival

Paul Williams - Event Consultant, Regional Victoria Living Expo

Structured interview participants:

Constantin Andrei - Artistic Director and President of the Festival Association

Raluca Apostol - PR and Marketing Manager Educativa

Nicholas Beveridge - Director Love Jazz Supreme Festival

Philippe Bourdarias - General Manager, Fifteens International Rugby Board

Anna Boyd - Event Manager, The Student World Fair

Mihai Constantinescu - President, Artexim

Neil Fairlamb - Head of Sport, Manchester City Council

Fiona Gasper - Executive Producer, Liverpool European Cultural Capital 2008

Cristian Hordilă - Manager, Transilvania International Film Festival

Andreea Iager - Co-organizer, Plai Festival

O'Brien Orna - Conference Manager, London Book Fair

Bogdan Paun - Organizer, Dance Masters

Adrian Purcaru - General Secretary of the Organising Committee, European Youth

Olympic Festival 2013

Myf Ryan - Event Manager and General Marketing Manager, Westfield

Shoppingtowns Ltd.

Adrian Voichiṭescu - Turn Association President

Paul Zaharia - Press Officer Romanian Football Federation

This work was supported by the European Social Fund in Romania, under the

responsibility of the Managing Authority for the Sectoral Operational Programme

for Human Resources Development 2007-2013 [grant POSDRU/CPP 107/DMI

1.5/S/78342].

INTRODUCTION

Conducted in an age when people deeply feel the need to celebrate their

traditions, cultures, differences from and/or similarities to those around them, as well

as commemorate competences, abilities, special moments, personal and professional

achievements, the current research scientifically explores the world of events as an

empirical expression and managerial organisation of this need.

The increased number of events, their diversification and spreading to the

social, cultural, political, business or sports areas of life, coupled with the possibility

to achieve specific objectives has led to the forming of strong connexions, which have

made events increasingly popular.

The resulting billion dollar industry includes festivals, meetings, sporting

competitions, summits and other events with an impact on economy and tourism. Due

to increasing systematic involvement of government and business representatives, the

events grew in size, became more and more complex and extended to international

level.

Major events are an economic phenomenon of the 21st century, and are

characterised by unprecedented expansion and the involvement of stakeholders that

attract a large number of resources. Empirically, the development of the industry is

known to all its actors, who have adapted to structural changes in the economy by

means of management methods and procedures. The theoretical field, however, lacks

not only standardised concepts, conceptual clarity and coherent principles, but also an

integrated vision of major events management. Due to this situation, the events

industry continues to be poorly recognized and officially appreciated by its managers.

What is more, the absence of a well-articulated framework negatively impacts the

education of the future generations of managers and indirectly affects professionalism

in the field.

In this context, the doctoral thesis entitled Dimensions, Connexions and

Mechanisms of Major Events Management invites the initiated reader into a cultural

universe of major events, offers the manager - whether experienced or not -

recommendations, principles and a management model, and provides the researcher

with a set of fundamental instruments that can be employed to further studies in the

field.

The research content is organised in six chapters and starts with a description

of the methodological frame (Chapter 1). The subsequent parts offer theoretical and

empirical analyses of the field under interrogation (Chapters 2, 3 and 4), articulate,

test and refine a management model dedicated to major events (Chapters 4, 5) and

conclude with a scientific incursion into the world of Romanian and British events.

RESEARCH METHODOLOGY

The research issue to which we seek response - consisting of double question

What are the characteristics which define the major events at the beginning of the XXI

century and what is the mode in which their management works in the contemporary

context? - results from the discrepancy between the economic evolution of the

phenomena associated with major events and the early stage of development of the

theory related to the field.

Along with identifying the research question, we also found it necessary to

define the preliminary postulate, set the goal and formulate the objectives of the

research process. Thus, according to the postulate, major events and their management

can be theoretically investigated and are invested with practical value only by

understanding their dependency on the economic environment and by employing

existing theories advanced by the management literature.

In the context of the formulated research framework, the research process

proposes to draw the theoretical and empirical profile of the economic and

management phenomenon typical for major events.

The objectives that make possible the formulation of answers to the research

question and the goal‟s definition are the following:

1) Creating a theoretical foundation for the key concepts

2) Identifying contemporary characteristics of major events

3) Defining the features of the theoretical and empiric framework for major

events

4) Identifying the working mechanism for the management of major events

5) Placing this working mechanism in the management context of major

events in Romania and Great Britain.

The goal of creating a theoretical foundation for the key concepts is justified by

the need for clarity and standardization of specialized literature. It aims, therefore, to

identify defining perspectives, to advance definitions, to analyse and propose

classifications and theoretical frameworks for the key concepts employed in the

current research.

The purpose of identifying contemporary characteristics is to define the

phenomenon of major events in its empirical context by highlighting the actual

features that individualise and distinguish the phenomenon in the typologies of special

events.

The third objective results from the effort to offer an overall picture of the field

of major events by a comparative discussion of the field from a theoretical, as well as

empirical point of view.

The fourth objective - to the achievement of which a large portion of the

research effort is dedicated - comes as a result of the endeavour to devise a

management model exclusively dedicated to major events.

The last of the five proposed objectives makes possible the validation of the

conceived model by placing it in the management context of major events in Romania

and Great Britain. In addition to acting as verification, the discussion also has the

advantage of adding to the model authentic data from the British and Romanian

management environments, outlining a comparative analysis of countries and major

event typologies.

Given that both the academic subject dealing with major events and the still

insufficiently explored theoretical framework are in their incipient stage, we propose

an exploratory research with an constructivist - interpretative epistemological

approach.

Our research project has the features of an exploratory research: it generates

fundamental knowledge and scientifically enlightens a less explored field,

characterized by a lack of generally accepted concepts and reference models. It

proposes to contribute to the event literature and event industry by creating a profile at

once theoretical and empirical, which adequately analyses the economic and

management phenomenon that major events represent. To reach this proposed goal,

the research analyses and interprets a wide spectrum of information, as well as

theoretical and economic data. Thus, the study starts by rigorously diagnosing the

situation and proposing key variables and reference aspects, and then constructs a

management model in the case of major events. The advanced model represents a

conceptual initiative at international level and constitutes a reference point in

specialized literature, while also forming a starting point for subsequent additions,

reworkings and developments by experts in the field (see Chapter 5: “The

management model of contemporary major events”).

The current research endeavour is mainly qualitative with quantitative

components. Thus, the research evaluates and interprets qualitative aspects relating to

definitions of major events, their classifications and features, as well as the variables,

dimensions and connections pertaining to the management of the main typology

studied. The quantitative dimension is justified, on the one hand, by the need to

substantiate qualitative data with the help of numerical information concerning the

management of major events, and, on the other, by the effort to measure the degree to

which managers in the field accept the model advanced in the current study.

Both the handling of the research question and the solution proposed reflect the

constructivist-interpretive perspective of the research.

The constructivist approach starts from the social interaction and the way in

which meaning is generated. The analysed data reflect not only the temporal, spacial

or cultural context, but also the researcher‟s viewpoint. The constructivist approach

starts from the premise of multiple realities and sees the collected data as reflecting a

mutual construction that results from the interaction of the researcher with the

investigated topic.

In the current research, the constructivist perspective is reflected in the analysis

of the major event phenomenon as a sum of contemporary realities: industry,

profession and academic subject. Each element of the events field is understood and

explained by means of the influence relationship between the researcher and his/her

topic of research, a rapport that results from the theoretical employment of existing

management literature along with the collection of empirical data. The management

reality presented is the result of the series of transformations; knowledge of this reality

leads to an awareness of the possibilities opened by applying the developed

management strategy.

The interpretative approach is reflected in the analysis of the economic and

managerial phenomenon of major events from the perspective of meanings and

significations pertaining to the larger context in which the phenomenon manifests

itself. The phenomenon is, therefore, explained by interpreting the theoretically and

empirically researched facts. Deep knowledge of the culture and practices that define

the social reality observed is absolutely necessary to correctly identify meanings.

The research strategy is founded on a mixed deductive-inductive process.

Thus, in order to analyse and interpret the literature, valid statements need to be

extracted from true ideas by means of a logical deduction that makes possible

theoretical observations and conclusions. The management model was conceived by

applying an inductive methodological strategy, by moving from individual premises to

general aspects, from variables to general principles.

The research comprises comparative and non-comparative descriptions,

longitudinal (the historical evolution of special events starting from prehistory to the

present is analysed) as well as transversal discussions (major events at the start of the

21st century, with 2001, and their management are evaluated). Designed mainly for

the international context, the research also includes an analytical perspective on the

Romanian managing environment.

Figure 1.1 offers a schematic overview of the project‟s methodological

strategy. The thesis is divided in 5 chapters (Chapter 1 is dedicated to the

methodology), each containing its own methodological approach and a detailed

description of the methodology.

As can be seen in Figure 1.1, the data collecting models include bibliographical

research from primary and secondary sources (both periodicals and non-periodicals)

and inquiry survey. Inquiry survey methods – the interview and the questionnaire –

are presented in Chapter 4 (“Foundation of the management model for contemporary

major events”) and Chapter 6 (“Major events management in Romania and Great

Britain”), respectively, as being the following:

The semi-structured interview – was used to collect and validate abstract

information in order to determine the conceptual components of the management

model. Interviews were administered to international event managers between

September and November 2012. 15 written interviews were conducted, 14 of

which were validated and used for data processing and analysis. The data

collecting instrument was the interview guide.

The questionnaire – was employed in order to test the model‟s strategic and

operational component. Questionnaires were administered to a selection of

managers chosen on the same criteria as in the case of the semi-structured

interview. The data collecting instrument was the SNAP programme, and the

data analysis programme was the SPSS software. Between April and May 2013,

71 questionnaires were administered, of which 69 could be validated and used in

the analysis.

The structured interview – its aim was to test the model and provide

information regarding the management of major events in Romania and Great

Britain. The interviewed sample consisted of major event managers from the two

countries. The interview guide was the instrument employed to collect data face-

to-face, online, or by phone and in writing. 19 interviews were administered

between April and May 2013.

The research endeavour was validated by the constant alternation between the

theoretical level and the empirical one, and vice versa. The concepts, principles and

model components that resulted from analysing and interpreting literature were

verified by analysing the empirical situation of major events, providing examples and

arguments and by testing with the help of inquiry survey methods. The information

gathered from interviews and questionnaires were, in turn, rationally reviewed and

aligned with the existent literature.

The research results, articulation strategy and methodology employed are

dedicated to academic representatives, as well as to members of the major events

industry.

The research project makes a fundamental contribution to the international

theory on major events by:

identifying reference perspectives in defining the special event and its

typologies;

providing (abstract and theoretical) definitions of the major event;

establishing typologies and categories pertaining to the studied events and

defining them;

articulating a management model that can be easily integrated in the existing

literature and which is open to subsequent additions, changes and

constructions.

Therefore, the research contributes to the academic environment a conceptual

foundation, a reference starting point not only of future research, but also for the

education of the next generation of event managers.

The created model provides players in the event industry with a mode of

thinking and acting that corresponds to the most recommended practices of the

moment and the existing theories in the field, while at the same time responding to the

researcher‟s needs. The model offers examples, makes recommendations and presents

a standard trajectory by discussing a large number of principles and concepts, but

remains flexible and adaptable to a certain event.

Moreover, the research also includes a historical overview that can prove

useful to managers and academic researchers, in addition to providing up-to-date

examples that can be used in management and the education of students. Last but not

least, the research project presents a picture of Romanian and British management in

the case of major sports, cultural and business events, thus adding to the corpus of

international theoretical knowledge (which is dominated by studies conducted in

countries where major events are a common phenomenon) and offering alternative

practices to contemporary managers.

RESULTS AND CONTRIBUTIONS

FOR EACH OBJECTIVE

The objective of the theoretical foundation of the key concepts clearly

responded to the need of clarity and standardization of the literature.

By applying a qualitative deductive-inductive strategy and by the use of

bibliographic documentation, there were established the definition and

classification perspectives of special events, respectively major. Thus, the

comparative analysis marking temporal origin and provenance of definitions assigned

to the concept of special event allowed the identification of three perspectives

appropriate to some distinct fields of interest, research and action: the anthropology

which emphasizes the group experience with social, cultural and psychological

impact, the management focusing on the production, but also on the result to obtain

and the tourism which transforms the events in forms of tourist attraction (Figure 2.1).

Regarding the typological framing of special events, the reference perspectives,

observed following the extensive analysis of the literature, correspond to the main

classification criteria: the size (and scale), form and function, respectively sector.

Figure 2.1 Common elements and particularities in defining special events

The major events correspond to the size criteria.

In terms of function, the major events commonly accepted in the literature are

the hallmark ones, which are identified with the space where they are organized, and

the mega events, the most prestigious and complex events.

Table 3.4 Major events - economic sectors and categories Special

events

sectors

Special events categories Major

events

sectors

Major events

categories Getz (1997) Silvers (2008)

Sport

Professonal/ Amateur

Spectator or participatory

events

Recreationl/competitive events

Professonal/ Amateur

Sport

One-time

Recurring

Cultural

Festivals

Carnivals

Religious events

Parades

Heritage

commemorations

Festivals (including arts)

Carnivals

Religious events

Fairs

Centennials

Cultural

Festivals

Carnivals

Parades

Concerts

Religious events

Exhibitions/ Fairs Award ceremonies

Artistic

Concerts

Other performances

Exhibits

Award ceremonies

Games and sports for

fun

Jocuri

Amusement events

Entertainment

and

recreational/

leisure

One-time or periodic

Free or ticketed

Performances

Exhibitions

Concerts

Pegeants

Award ceremonies

Sightseeing or special interest

tours

Workshops or lecturers

Re-enactments

Parades

Business, trade

and corporate

Fairs, Markets, Sales

Consumer and Trade

shows

Expositions

Meetings and

conferences

Publicity events

Fund-raiser events

Congresses

Conferences

Symposiums

Colloquiums

Assemblies, conclaves, study

groups

Workshops

Meetings

Conventions

Business

Summits/ Forums/

Congresses

Conferences

Conference+fair

(convention)

Fairs/ Exhibitions

Trade shows

Openings

Award ceremonies

Political and

governmental

Inaugurations

Investitures

VIP visits

Rallies

Political parties

Political rallies and campaign

events

Debates

Summits

Governmet meetings

Inaugurations

Investitures

State funerals

Dedications and receptions

Political

Summits

Forums/ Congresses

Conferences

Official visits

Parades

Private

(personal)

Personal celebrations

Anniversaries

Family holidays

Rites de passage

Social

VIP‟s life events

Charity events

Social Parties, galas

Reunions

With regard to the sector of activity, the major events correspond to distinct

sectors. To identify them, the following four steps were taken (Table 3.4):

a. borrowing the sector-specific typology devised for special events (according to

Chapter 2);

b. correlating the sectors with the categories of special events mentioned by Getz

(2011) and Silvers (2008);

c. synthesizing the sectors of activity by correlating them with the economic

specificity of major events;

d. identifying the categories of major events by eliminating those categories of

special events that do not meet the requirements of major events.

As a result of the above process, we propose five sectors of major events,

each with specific categories of events, as shown below:

Sport - one-time, recurring;

Cultural - festivals, carnivals, parades, concerts, religious events, exhibitions/

fairs, award ceremonies;

Business - summits/ forums/ congresses, conferences, conference+fair

(convention), fairs/ exhibitions, trade shows, openings, award

ceremonies;

Political - summits, forums/ congresses, conferences, official visits, parades;

Social - VIP‟s life events, charity events.

The typologies of events selected for this research are the sports, cultural and

business major events. The selection of the three is due to the size, prestige and impact

which the three have in the economy of major events. The removal of political and

social events from the research approach was based on their specificity, targeting

different categories of stakeholders which affect both the organization and especially

their aim. In case of political and social events, the aim followed is removed from the

economic vision to respond, first, social aspirations, respectively political.

By the application of an inductive-longitudinal strategy and by the use of

bibliographic documentation, there were identified the components of the field of

special events and it was described their evolutional experience. Thus, the reference

field or triangle consists of industry, profession and academic subject of special events

(Figure 2.4).

By correlating the historical evolution of events with the economic one there

were identified three temporal stages which mark the passage from event to

event industry: period of community events (1500-1760), characterized by

the development of external trade and the emergence of manufacturing

activity; launching the industry of special events (1760 - World War II) due

to the emergence and expansion of economic industrialism, phenomenon

shown by the increase in the magnitude of the events, setting bodies and

associations specific to the field, the apparition of organizations collaterally

interested in the development of events and investments in their own

infrastructure; development of industry of specific events (after World War

II) supported by the economic phenomenon of disindustrialisation,

highlighted by increasing the quantity and quality of events, by the

emergence and international expansion of associations specific to the field

and by the dimensional and economic evolution of major events.

The management of events acquires substance in the historical-economical

context of events development and shaping the profession of events

manager. The development of profession was boosted by the establishment

and diversification of events management companies, as well as by the

increasing complexity of the field, facts which generated the need for

professionalism and expertise by creating and acquiring a set of knowledge

and own methodologies.

The evolution of special events in a new academic subject has its origins in

the academic response to the needs contoured in an economical plan. In the

early '90s we see the first certifications in the management of events offered

by universities, followed by the international expansion of these programmes,

by the apparition of events science (Study of events or Eventology), by the

establishment of research centers and the dissemination of research results

through publication of the first speciality journals.

Figure 2.4 Special events field

To achieve the second and the third objective for establishing the contemporary

features of major events, respectively the characteristics of their field, it was used a

qualitative, inductive and transversal approach. The data collection was performed

using bibliographic documentation by applying comparative analysis, synthesis and

interpretation of theoretical and empirical content.

The current features identified for the sports, cultural and business major

events at the beginning of XXI century are:

multi-categorization - derivation characteristic from the basic typology of event

by joining at level of structure (components, tasks, sub-events), but especially

at level of essence (consistency, concept) cultural, commercial, social and

political elements.

progressivism – the major events represent a contemporary form to support and

promote human progress globally. Thus, through grand events, with

international impact, it is transmitted an image of the current state of

development not only of the host nation, but also the universal society. At the

major events there are shown the latest technologies, the latest architectural

trends and, not least, global movements such as that of sustainability.

risks with major negative impact – to the major events are associated high risks

due to the involvement of a large number of people in unfamiliar or unknown

activities and locations, in surprise experiences, in a complex environment

subject to hazards. The main risks identified for the major events include:

management, marketing and public relations, health and safety, security.

Regarding the field of central typology of research, the following aspects were

noticed:

The industry of events in the XXI century is characterized by the expansion

of supply and demand which have resulted in increased importance attributed

to this, high level of fragmentation, social stress, as well as level of

specialization evolving. The analysis of the researches concerning the

industry of events has allowed the foundation of the concept of major events

industry, which is based on transparent and open competition (provided by

bidding), but also global connections and partnerships resulting in the

formation of an integrated economic system.

The professional component of the field is characterized, in the current

context, by the integration of strategic planning, by the dependence on

technology, as well as professionalism learned and shared globally.

The academic subject of major events date since the '70s, with a diversity of

themes beginning on the „80s, an evolution remarked since the „90s and its

boom only at the beginning of the 2000‟s. To the wealth of works in the field

it is attached the lack of cohesion and focus only on management situations

specific to certain countries/areas where the phenomenon is economically

developed.

The fourth objective, which focuses a significant part of the research effort,

aimed at founding, construction, testing and refining the first model of management

dedicated exclusively to major events (Figure 4.4). To ensure a rigorous scientific

approach, we considered a mixed qualitative-quantitative, inductive strategy, with a

combination of bibliographic documentation and sample survey with two of its

techniques - interview and survey.

Thus, the foundation process began from the evaluation of the existing

management models in the literature in order to establish how they were conceived

and remark their features. It was noticed that the management models have mainly a

general character, being conceived for all special events of all sizes. Moreover, they

represent accurate, punctual applications of management theory.

The model construction was based on observations from the analysis of

management models to which there were added those related to the evaluation of

management theories which could contribute to the construction of the model

dedicated to prestigious large size events. Their extensive analysis and consultations

with teachers in the field of management, respectively of special events ended with the

conclusion that a management model for the most complex typology of events can not

be conceived than starting from a mix of management theories. In this regard, we

considered the use of a theoretical combination of concepts related to: the system

management, project management, operations management and strategic planning.

Based on the central concept of the systemic approach, the major event was

considered a system consisting of a set of parts or subsystems which act as a whole to

achieve the aims and objectives of stakeholders. Thus, there were identified two

components called variables, respectively dimensions:

the variables include the essential features of major events and are extracted

by corroborating the results of the analysis and interpreting the definitions

assigned to the typology with the key terms identified in the researches of

literature of events;

the dimensions are components which provide “temporal space” to the

variables by the content suggesting evolutionary phases of the phenomenon

studied; the identification of 3 of the 5 dimensions was realized by analyzing

the literature dedicated to the events.

The models and principles of operations and project management have allowed

to discover the working mechanism of the management of major events. The first set

of principles served to describe the functioning of variables and dimensions, while the

second set contributed to connect the entire management mechanism.

The strategic approach was used to confer contemporary significance to the

model. The significance concerns the aim of large size events in the current context,

their role of contributing in the long run, to the economic, tourist, social, cultural and

environmental development of global society.

Thus, starting from the literature of operations management in general, and

from the model of transformation of inputs into outputs, in particular, the proposed

model valorizes and details resources concepts resulted and transformation processes.

Moreover, the model insists on the capacity of major events to transform, strategically

and through strategies, the resources in long-term results made available for strategic

stakeholders. Concerning the approach specific to projects, the model emphasizes the

management processes which are described as an interconnected set of actions taken

to realize both the event - understood as a set of services and goods - and especially

the long-term results. At the same time, the project vision transpires in the integration

of processes groups.

The model testing was realized in two stages as its full testing would have led

to inconclusive or insufficient responses due to its theoretical character on the one

hand, and a multitude of information on the other hand. The theoretical character

derives from the mix of theories, whose presentation is necessary, but which does not

deprive the applicability of the model while the rich content of information serves to

reasoning the connections and mechanisms of the model, but requires allocation of

time for its knowledge.

The first stage of testing subjected to the empirical confrontation the systemic

component of the model consisting of variables (stakeholders, time, space, experience,

impact) and dimensions (pre-event, event and post-event). Due to strong theoretical

and abstract character of concepts, the chosen process of data collection was the semi-

structured interview. The interviews were applied to the managers of major events

around the world with a minimum 5 years and/or minimum 3 years experience of

organized events (Table 4.8).

Table 4.8 Sample validation for semi-structured interview Years of experience 1-5 years 6-10 years 11-15 years > 15 years

2 managers 5 managers 3 managers 4 managers

Events organized 4-5 12-20 50-100 >100

3 managers 4 managers 3 managers 4 managers

Coordinated teams medium management level top management level

3 managers 11 managers

Events typology Cultural Sport Business Mixed

2 managers 8 managers 2 managers 1 manager

Table 4.9 Variables and dimensions testing Question Answers

Do you think the event experience,

the time, the space, the

stakeholders and the impact are

essential in the managing of a

major event?

7 - « Yes »

2 - « Of course »

3 - « Yes, of course»; « Of course, it‟s more than obvious»;

« Absolutely »

2 – No answer

How do you comment the statement

that “a major event has three

dimensions: the pre-event, the

event and the post-event”?

1 - « True»

3 - « Agree »

3 - « Completely true»; « Completely agree» ; « Totally agree»

2 - « Correct »

1 - « Are important»

2 – « The 3 are time elements and not dimensions »

1 - « I don‟t understand the question »

1 – Inconclusive answer

Of the 15 interviews, in writing, received in September-November 2012 period,

14 were validated and used to verify and complete the dimensions and variables of

major events. The results of the semi-structured interview point out the validity of

concepts built (Table 4.9) with content additions for variables, respectively

completions and changes for the proposed dimensions. Regarding the changes, the

managers interviewed indicated bidding and legacy as separate elements given the

pre-event or post-event. Taking into account that the essential nature of dimensions is,

for the present study, the managerial one and not the temporal one and adding that

both the bidding and legacy meet only at major events, we detached them from the

previous content of the dimensions and we showed them separately noting that both

the bidding and legacy are not constant dimensions, varying depending on the type of

major event (only for mega-events).

Since the validated variables represent concentrations of features of major

events indicated in the literature, we have proposed an academic definition (through

the integrator character it offers): The major event is a unique experience with

potential for transformation which involves a wide and varied range of stakeholders

with multiple interests, determined by the strategically planned legacy, framed in a

historical time organized rigorously and in a local, national, supranational and also

timeless space.

The second phase of testing focused on operational and strategic component of

the model. Testing this part submitted to the attention of the industry representatives

the key processes and the main results of the model. The dimensions were rechecked

by adding the bidding and legacy as elements suggested by the specialists of the field

elements following the first phase of validation. The method chosen for testing was

also the sample survey, but using the questionnaire technique which allowed the

extension of the validation process by quantifying and measuring the intensity of the

responses, with closed Likert scale type questions, but also by adding information,

with the use of open questions. The study sample met the criteria established in the

first phase of validation to provide a consistent methodology and results (Figure 4.8,

Figure 4.9). Of the 71 questionnaires received in April-May 2013 period, 68 were

validated and used in the analysis and presentation of results. To collect the data, it

was used as tool SNAP program, and for the quantitative and statistical analysis of

closed questions - SPSS 18. To validate responses, there were used nonparametric

tests, specific to the chosen scale Mann-Whitney U, Wilcoxon signed-rank and

Kruskal-Wallis. The analysis of information provided by the respondents to the open

questions was done by grouping, comparison and synthesis. The results of quantitative

analysis indicate a high degree of acceptance of the proposed model (Table 4.15), 80%

cumulative percentage. The results of the qualitative analysis also emphasize the high

level of acceptance of the dimensions, processes and results by the managers

surveyed.

Another definition of the central concept of the research was provided in the

context of the operational-strategic component validation of the model for the

edification of managers on the scope and limitations of the study conducted. Thus, the

major event was defined as a large size event – mainly of national and international

importance – with high status and prestige, with high budgets and long-term

benefits, which attract a significant number of visitors and media attention.

4% 4%

10%

10%

22%9%

40%

less than 3

3-5

6-10

11-20

21-50

51-100

>100

8%3%

8%

5%

6%

6%

20%

14%

3%

5%

3% 3% Australia

Belgium

Canada

Greece

India

Qatar

Rest

USA

Great Britain

UAE

Russia

SouthAfrica

29%

12%

29%

29% Business

Cultural

Sport

Mixed

Figura 4.8

Respondents‟experience

(survey)

Figura 4.9 Respondents‟

origin (survey)

Table 4.15 Descriptive indicators

* Maxiumum value for dispersion indicator is 0.8

Refining the model dedicated to major events targeted the fusion of research

effort for the steps already taken. This refinement was possible by providing a uniform

integrating form of the concepts defined (major, basic, mega, hallmark event), of the

proposed economic framings (cultural, sports and business major events), of the

empirical and theoretical features of the management of major events, of the mix of

established theories (systemic, strategic, operations and projects management).

The result was a model dedicated to the basic, hallmark and mega major

events in the sports, business and culture sectors whose detail focused around the

dimensions validated (Figure 5.2).

The structure of the model reveals the evolution of major event modeled by the

strategic focus of managerial effort on those transformation processes which enable

long-term results. Both its dimensions and processes overlap in practice and the order

shown in the model is not binding, using only the objective of clarity of presentation

(Figure 5.14).

No.

item

Item N Median Module Range

(variation

amplitude)

dispersion

indicator for

nominal

variable

(Vs)*

6 Five dimensions for major

events

68 4 4 4 0.54

7a Main processes for bidding 67 4 4 3 0.52

7b The evolution of event in

bidding

63 4 4 3 0.60

8a Main processes for pre-event 67 4 4 3 0.63

8b Pre-event main results 65 4 4 3 0.57

9a Main processes for the event 66 4 4 4 0.71

9b The result of the event 60 4 4 4 0.71

10a Main processes for post-

event

67 4 4 3 0.58

10b The evolution of event in post-event

65 4 4 3 0.62

11a The legacy process 66 4 4 3 0.63

11b The result of the legacy 63 4 4 3 0.68

Figure 5.2 Overview on the major events management model

Figure 5.14 The strategic evolution of the major event

The proposed model is descriptive by integrating elements drawn from current

success practices described by the managers interviewed or questioned. At the same

time, the model is prescriptive by offering a thinking focused on results not only on

short-term, but also on long-term, by providing recommendations and guidance

concerning an ideal way of planning, organizing, coordinating, control and evaluation.

The model is the first of this kind in the international literature of major

events and represents a starting point for further analytical evolutions, and the

development of certain components for each sector or each major event defined by

this research.

The ultimate objective targeted the placement of the model created in the

context of major events in Romania and Great Britain. The specific objectives

formulated included: a. the validation of management principles integrated in the

model, b. Outlining an accurate empirical image of major events and their

management in the context of the two countries. The research strategy targeted a

mixed qualitative-quantitative, inductive and transversal approach. The method of data

collection was, the same as in the previous objective, the bibliographic documentation

and sample survey.

The results of the bibliographic documentation - for the second specific

objective - emphasize the features of Romanian and British major events. Thus, while

the major events in Romania are at different stages of economic development (the

business ones are at an early stage, the cultural ones at a development stage, and the

sports ones at a stage of maturity), the large size events in Great Britain reflect the

stage of full maturity. Thus, the second country has national strategies assumed in

terms of government to attract major global events and creating events which generate

long-term economic effects. Moreover, the British events have tradition, are

characterized by prestige and broad international participation. This phenomenon is

supported by both the political environment and well established infrastructure, to

international standards. The industry of major events in Romania does not have the

same political, economic and infrastructure support. However, our country can be

proud of knowledge and experience in organizing European and international sports

events. The cultural events enjoy a current interest, as emphasized by the relatively

recent organization of European Cultural Capital Programme, preparation of

applications for a new hosting, but also organization of national events with

international prestige.

The sample survey used as technique for data collection – the interview, as

process – the structured interview, and as instrument - the interview guide. The

interviews with the 19 managers of major events in Romania and Great Britain were

made in April and May 2013 period and were of face-to-face, online, telephonic and

writing type. Due to the specificity of the study, which does not focus on the overall

experience of the managers, but on the private one attributed to a major event, the

process of establishing the units of analysis has followed a different way to identify

potential respondents. Thus, the point of departure was not the establishment of the

sample of respondents, but the sample of major events. In this regard, it was created a

database of large size events in Romania and Great Britain. The conditions of

introduction of events in the database targeted the geographic position (only in the two

countries included in the study), the historical framing (events whose editions were

held from 2001 until 2013) and the economic sector (sport/business/culture). The

database was then analyzed in a view to identify the events of comparable size, in the

same sector, for both states. With the establishment of events, we began to identify

their managers. The sample defined included the top-management of these events

(Table 6.18). The exploratory character of the research, as well as the scientific rigor

have assumed a pre-test phase of the interview guide written both in Romanian and in

British English.

Table 6.18 The structured interviews of the sample survey Interview

type

Event

economic

sector

The country

of the event

Event

Face-to-face

interview

Culture

Great Britain Liverpool European Cultural Capital 2008

Romania

George Enescu International Festival (20th anniversary edition) 2011

Sport Europa League Final Bucharest 2012

Business

Great Britain

The opening of Westfield Stradford City Shopping

2011

Online

interview

Culture

Romania

Plai Festival

International Romani Art Festival

Transilvania International Film Festival

Phone

interview

Culture

Great Britain

Jazz Love Supreme Festival

Sport

Europa League Final Manchester 2008

Women's Rugby World Cup London 2010

Business London Book Fair

Written

interview

Culture

Romania

Sibiu European Cultural Capital 2007

Transilvania International Guitar Festival

Sport

Dance Masters

European Youth Olympic Festival 2013

Great Britain

European Artistic Gymnastics Championships

Birmigham 2010

British Chess Championships

Business

Romania

Romanian International University Fair (RIUF)

Great Britain The Student World Fair

Rezultatele interviului au fost structurate în funcṭie de cele două obiective

specifice. Astfel, rezultatele testării actualităṭii principiilor de management integrate

în model relevă:

cunoaşterea de către manageri a importanṭei elementelor strategice, înṭelegerea

diferenṭelor dintre acestea, dar folosirea sinonimă a viziunii, misiunii şi scopului;

utilizarea restrânsă a planurilor strategice concomitent cu utilizarea extinsă a

planurilor operaṭionale;

asemănarea aspectelor prioritare aferente planificării, organizării, monitorizării şi

controlului, fapt ce denotă că selectarea celor trei tipologii pentru cercetare a fost

fundamentată corect, că evenimentele din sectoarele cultural, sportiv şi afaceri au

o structură de planificare, organizare, coordonare, control, monitorizare şi

evaluare apropiată ca formă şi chiar conṭinut; mai mult, toate elementele

evidenṭiate de manageri au fost cuprinse în modelul conceput ca variabile,

procese şi operaṭiuni.

Ȋn ceea ce priveşte principalele trăsături ale evenimentelor majore şi ale

managementului din cele două ṭări, menṭionăm:

nivelul satisfăcător de atingere al elementelor strategice prestabilite;

importanṭa costului care este atât o constrângere, cât şi o provocare esenṭială a

organizării evenimentelor majore româneşti şi britanice;

confirmarea riscului ca trasătură fundamentală secundară;

nivelul încă limitat de evoluṭie al evenimentelor majore al căror management

oferă şedinṭelor un prim rol în planificarea evenimentelor şi preferă soft-uri

nespecializate în managementul de proiect sau de evenimente.

CHALLENGES, ESSENTIAL CONTRIBUTIONS

AND PERSPECTIVES OF RESEARCH

Our research focused on an area insufficiently explored at international level.

For this reason, our endeavour met with a series of challenges like: the absence of a

clear and/or standardized theoretical framework, the lack of databases with potential

respondents, the difficulty to contact and communicate with managers of major

events, the extended amount of time need to collect the data required for the creation

of the necessary databases, the methodological complexity that presupposed extensive

research, acquaintance with several methods for data collection and analysis, as well

as a significant volume of information to organize, interpret and present.

The essential contributions made by this thesis regard the articulation, re-

articulation and standardization of the theoretical framework for major events by:

offering definitions for both the academic and the economic environment;

providing classifications for typologies, sectors and categories of corresponding

major events;

delineating, explaining, detailing and presenting the evolution of the major

events field.

The most important contribution of our research consists of the management

model developed to offer managers strategic vision and structured thinking, as well as

a planned process with clearly delineated steps to follow, recommendations and

variables to employ. The model is inspired by the best practices available and provides

the academic environment with an overview of the evolution of the management of

contemporary major events.

One specific contribution is represented by the analysis of major events and

their management in Great Britain and Romania. The correlation made it possible to

identify particularities and make comparisons between the industries of large scale

events in the two countries, on the basis of qualitative and quantitative data. At the

same time, examples of best practices could be offered, along with microeconomic

and macroeconomic recommendations. Moreover, by shifting the focus from global to

national level, it was possible to validate the principles integrated in the management

model developed in the thesis.

The current research is not intended as a final destination, but rather as a

starting point for the continued testing of the management model. The recommended

method for collecting focus data is the group and/or semi-structured interview, which

makes it possible to empirically verify each component. In addition, we deem it

beneficial to extend the research in other Eastern European countries in order to enrich

the theory, which does not contain data regarding the major events in this geographic

area.

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