Welcome Guest [create an account] or log-in:

Chapter 1 Event Management A sustainable project management perspective

DOI: 10.23912/9781911635734-4785

ISBN: 9781911635734

Published: February 2021

Component type: chapter

Published in: Event Project Management

Parent DOI: 10.23912/9781911635734-4390



The Events Management sector has been a new fast-growing trend that links tourism, business, and leisure together (Getz, 1997). Traditionally, all events were mainly focused on financial benefits. However, the recent trend reflects a broader vision based on sustainable (social, cultural, envi- ronmental and economic) issues. The term ‘Green Events’ became a new trend in events; usually sponsored and organized by local authorities that try to educate visitors and the local community towards more sustainable behaviours through the integration of sustainable tools during the plan- ning, organisation, and management processes to reduce potential adverse effects resulting from the limited focus on the financial objectives.

Sample content

Click here to download PDF


For the source title:

Cite as

Salama & Raffaelli, 2021

Salama, M. & Raffaelli, Y. (2021) "Chapter 1 Event Management A sustainable project management perspective" In: Salama, M. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911635734-4785


Arnegger, J. & M. Herz (2016) Economic and destination image impacts of mega-events in emerging tourist destinations. Journal of Destination Marketing and Management, 5, 76-85.


Backman, K. F. (2018) Event management research: The focus today and in the future. Tourism Management Perspectives, 25, 169-171.


Butler, C., Y. Bassiouni, M. El-Adly & A. Widjaja (2007) Revamping the value chain in exhibition facilities: the case of the Dubai exhibition industry. Facilities, 25, 419-436. Caiado, R. G. G., R. de Freitas Dias, L. V. Mattos, O. L. G. Quelhas & W. Leal Filho (2017) Towards sustainable development through the perspective of eco-efficiency - A systematic literature review. Journal of Cleaner Production, 165, 890-904.


Christina, T. & B. Elias (2018) Motivating pro-sustainable behavior: the potential of green events-a case-study from the Munich Streetlife Festival. Sustainability, 10, 3731.


Clark, J. & A. Kearns (2015) Pathways to a physical activity legacy: Assessing the regeneration potential of multi-sport events using a prospective approach. Local Economy: The Journal of the Local Economy Policy Unit, 30, 888-909.


Clark, J., A. Kearns & C. Cleland (2016) Spatial scale, time and process in mega-events: The complexity of host community perspectives on neighbourhood change. Cities, 53, 87-97.


Della Lucia, M. (2013) Economic performance measurement systems for event planning and investment decision making. Tourism Management, 34, 91-100.


Domínguez-Gómez, J. A. & T. González-Gómez (2017) Analysing stakeholders' perceptions of golf-course-based tourism: A proposal for developing sustainable tourism projects. Tourism Management, 63, 135-143.


Emery, P. (2010) Past, present, future major sport event management practice: The practitioner perspective. Sport Management Review, 13, 158-170.


Fairley, S., H. Lovegrove, B. L. Newland & B. C. Green (2016) Image recovery from negative media coverage of a sport event: Destination, venue, and event considerations. Sport Management Review, 19, 352-360.


Fjeldstad, Ø. D., C. C. Snow, R. E. Miles & C. Lettl (2012) The architecture of collaboration. Strategic Management Journal, 33, 734-750.


Gardiner, S. & N. Scott (2018) Destination Innovation Matrix: A framework for new tourism experience and market development. Journal of Destination Marketing & Management, 10, 122-131.


Getz, D. (1997) Event Management and Event Tourism. New York: Cognizant Communication Corp.

Getz, D (2008) Event tourism: Definition, evolution, and research. Tourism Management, 29, 403-428.


Getz, D. & J. Carlsen (2005) Family business in tourism: State of the Art. Annals of Tourism Research, 32, 237-258.


Getz, D. & S. J. Page (2005) Successful event management: a practical handbook. Tourism Management, 26, 628-630.


Getz, D. & S. J. Page (2016) Progress and prospects for event tourism research. Tourism Management, 52, 593-631.


Haniff, A. & Salama, M (2016). Project Management. Oxford: Goodfellow Publishers.

Hernández-Mogollón, J. M., P. A. Duarte & Folgado-Fernández ,J. A. (2018) The contribution of cultural events to the formation of the cognitive and affective images of a tourist destination. Journal of Destination Marketing and Management, 8, 170-178.


Higgins-Desbiolles, F. (2018) Event tourism and event imposition: A critical case study from Kangaroo Island, South Australia. Tourism Management, 64, 73-86.


Hultman, J. & F. SäWe (2016) Absence and presence of social complexity in the marketization of sustainable tourism. Journal of Cleaner Production, 111, 327-335.


Kaplanidou, K. & C. Vogt (2007) The interrelationship between sport event and destination image and sport tourists' behaviours. Journal of Sport & Tourism, 12, 183-206.


Katzel, C. T. (2007) Event greening: Is this concept providing a serious platform for sustainability best practice? (Unpublished master's thesis). University of Stellenbosch, South Africa.

Kelly, D. M. & S. Fairley (2018) The utility of relationships in the creation and maintenance of an event portfolio. Marketing Intelligence & Planning, 36, 260-275.


Kennedy-Eden, H. (2014) Events management: An introduction. Tourism Management, 44, 86-87.


Kernel, P. (2005) Creating and implementing a model for sustainable devel- opment in tourism enterprises. Journal of Cleaner Production, 13, 151-164.


Lai, K. (2015) Destination images penetrated by mega-events: a behaviorist study of the 2008 Beijing Olympics. Asia Pacific Journal of Tourism Research, 20(4), 378-398.


Laing, J. (2018) Festival and event tourism research: Current and future perspectives. Tourism Management Perspectives, 25, 165-168.


Lozano-Oyola, M., Blancas, F. J., González, M. & Caballero R. (2012) Sustainable tourism indicators as planning tools in cultural destinations. Ecological Indicators, 18, 659-675.


Marcketti, S. B., Arendt, S. W. & Shelley, M. C. (2011) Leadership in action: student leadership development in an event management course. Leadership & Organization Development Journal, 32, 170-189.


O'Toole, W. (2000) The integration of event management best practice by the project management process. Australian Parks and Leisure 3(1), 4-8.

Padin, C. & Svensson, G. (2013) A multi-layer matrix model of sustainable tourism. European Business Review, 25, 206-216.


Papke-Shields, K. E. & Boyer-Wright, K. M. (2017) Strategic planning characteristics applied to project management. International Journal of Project Management, 35, 169-179.


Parent, M. M. & Séguin, B. (2007) Factors that led to the drowning of a world championship organizing committee: A stakeholder approach. European Sport Management Quarterly, 7, 187-212.


Preuss, H. (2005) The economic impact of visitors at major multi-sport events. European Sport Management Quarterly, 5, 281-301.


Puente-D ı ́ az, R. (2018) How hosting international sports events impacts on a destination brand. Strategic Direction, 34, 7-9.


Salama, M. ed. (2018) Principles of Sustainable Project Management. Oxford : Goodfellow Publishers.


Stokes, R. (2008) Tourism strategy making: Insights to the events tourism domain. Tourism Management, 29, 252-262.


Suarez, E., Calvo-Mora, A. & Roldán, J. L. (2016) The role of strategic planning in excellence management systems. European Journal of Operational Research, 248, 532-542.


Thomas, R. & Thomas, H. (2013) What are the prospects for professional- izing event management in the UK? Tourism Management Perspectives, 6, 8-14. Thomson, A., Cuskelly, G., Toohey, K., Kennelly, M., Burton, P. & Fredline, L. (2018) Sport event legacy: A systematic quantitative review of literature. Sport M anagement Review.

Tideman, S. G., Arts, M. & Zandee, D. P. (2013) Sustainable leadership : Towards a workable definition. Journal of Corporate Citizenship, 49, 17-33.


Todd, L., Leask, A. & Ensor, J. (2017) Understanding primary stakeholders' multiple roles in hallmark event tourism management. Tourism Management, 59, 494-509.


Toledano, M. & Riches, M. (2014) Brand alliance and event management for social causes: Evidence from New Zealand. Public Relations Review. Weed, M., Coren, E., Fiore, J., Wellard, I., Chatziefstathiou, D., Mansfield, L. & Dowse, S. (2015) The Olympic Games and raising sport participation: a systematic review of evidence and an interrogation of policy for a demonstration effect. European Sport Management Quarterly, 15, 1-32.


Woo, M., Nam, K. & Chathoth, P. (2017) Smart city and smart tourism: A case of Dubai. Sustainability, 9, 2279.


Xing, X. (2012) Challenges, obligation, and pending career interruptions securing meanings at the exit stage of mega-event work. European Sport Management Quarterly, 12, 375-396.


Ziakas, V. & Boukas, N. (2014) Contextualizing phenomenology in event management research: Deciphering the meaning of event experiences. International Journal of Event and Festival Management. 5.


Ziakas, V. & C. A. Costa (2012) 'The show must go on': Event dramaturgy as consolidation of community. Journal of Policy Research in Tourism, Leisure and Events, 4(1), 28-47.


Zifkos, G. (2015) Sustainability everywhere: Problematising the "sustainable festival" Phenomenon. Tourism Planning & Development, 12(1), 6-19.



Published in Event Project Management

Paperback format [Details]Price: USD $60.00Copies / Delivery by post
Terms and conditions of purchase | Privacy policy