Knowledge transfer and organizational memory: an events perspective

Although there is substantial research on various elements of knowledge management in organizations, there is a gap in our understanding of how event organizations transfer knowledge. We address this gap, using qualitative interview data and show in our results that knowledge transfer processes can be categorized into three distinct phases: i) pre-event, ii) event-operations and iii) post-event. Event managers and staff mostly transfer explicit knowledge pre-event; yet, tacit knowledge is transferred during the event-operations. Tacit knowledge however, is rarely converted into explicit knowledge in the post-event phase, and organizational memory is largely underutilised. Practical implications are deduced, suggesting for event organizations, to adopt a more strategic approach to knowledge transfer. We suggest that event management then operates more effectively in this fast-paced and knowledge intensive business environment, and better integrates heterogeneous event staff, including both paid employees and event volunteers

Disastrous events and destination image

Many disastrous events worldwide have impacted on the image of tourist destinations. The subsequent downturn in tourism numbers and tourism spending has been directly blamed on those events. Arrival numbers and hotel occupancy rates have shown an immediate downturn following disastrous events in recent years. A comprehensive crisis management plan should incorporate guidelines to manage the return to the pre-disaster stage and re-positioning of the destination to re-establish its image.The destination image models discussed in the literature, to date, have not included crisis management as one of the important considerations for a destination. This paper advocates changes to tourism destination image models that recognise the importance of crisis management and its subsequent impact on destination image. Tourism industry planners and marketers need to have access to reliable theoretical frameworks that incorporate all aspects of destination image to guide strategy formulation. The suggested improved model incorporating crisis management status - the preparedness for and the ability to deal with a disaster at any level - is more likely to provide this opportunity.<br /

Resident Impacts of Sport Events

No Full Tex