This article analyzes how a city can generate instrumental, intrinsic, and institutional value from its event-related networks and platforms, based on the Hieronymus Bosch 500 program in the Dutch city of ‘s-Hertogenbosch (Den Bosch). Interviews with key stakeholders traced program dynamics over more than a decade to reveal processes of network and platform development, encapsulated in a conceptual model of strategic value creation. The results indicate that networks served to generate flows of resources, while programming helped develop platforms for knowledge generation and dissemination, helping to focus attention on the city. The Bosch 500 Foundation managing the program played an effective role in developing and supporting networks, which in turn generated significant short-term instrumental and intrinsic value. However, the failure to establish a sustainable city-wide platform related to the Bosch program caused institutional value destruction, which many saw as a missed opportunity. The study of networks and platforms can benefit from a longitudinal approach as well as a broader, contextual view of event networks.
MULTIFILE
Abstract: Experiences are becoming increasingly important in events and festivals, which are prime manifestations of the experience economy. However, research on event experiences has generally been concerned with economic impacts and visitor motivations [Gursoy, D., Kim, K., & Uysal, M. (2004). Perceived impacts of festivals and special events by organizers: An extension and validation. Tourism Management, 25(2), 171–181. doi:10.1016/s0261-5177(03)00092-x]. Few studies have attempted to operationalise and quantitatively analyse experiences, and there is no consensual definition regarding the essence of experiences [Walls, A. R., Okumus, F., Wang, Y., & Kwun, D. J.-W. (2011). An epistemological view of consumer experiences. International Journal of Hospitality Management, 30(1), 10–21. doi:10.1016/j.ijhm.2010.03.008]. This article develops an Event Experience Scale (EES) for event experiences. In this exploratory study the item generation and selection for this scale are presented in three phases: specifying the domain of construct and generation of items, item selection, and scale purification. An 18-item scale, comprising four dimensions – affective engagement, cognitive engagement, physical engagement, and experiencing newness – with satisfactory values for Cronbach's alphas (.83,.86,.86, and.87), emerged. Implications for theoretical and practical research are discussed.
LINK
Purpose: With fierce competition in capturing tourists, it is crucial that destinations be prepared to adapt and to refresh their event portfolio. The purpose of this paper is to look into the decision-making process that led to the development of a new festival in a middle-sized city, Tomar, in Portugal. Design/methodology/approach: This study analyses the creation process of the Knights Templar Festival, in Tomar, a new event focusing on the Templar history of the city. A retrospective outlook on the evolution of the event is given. Primary data were collected via quantitative survey analysis and semi-structured interviews. The theoretical scope is events and placemaking. Findings: The strengths and weaknesses of the region influenced the conception and setting up of this particular event. This awareness is important for cities in meeting the challenges and opportunities that event portfolio diversification calls for. Research limitations/implications: This paper helps us to understand the motives and challenges in establishing a new event in the city, through the analysis of a single case study of a European middle-sized city. Simultaneously, it is a longitudinal in-depth case of the first editions of a new historically focused event. Practical implications: Several practical implications can be derived to the case of Tomar. Overall, it is key that cities align the focus of new events with the city’s identity (as Tomar did). Originality/value: This paper presents an in-depth and longitudinal case study, from the moment of the creation of a new event to its fourth edition, mapping the decision-making process, highlighting the learning curve of the decision makers.
LINK
