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Journal articles on the topic 'Event management'

To see the other types of publications on this topic, follow the link: Event management.

Author: Grafiati

Published: 4 June 2021

Last updated: 3 March 2023

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1

Maliuta, Liudmyla, Roman Sherstiuk, and Halyna Ostrovska. "Event Management in Tourism Industry." Central Ukrainian Scientific Bulletin. Economic Sciences, no. 6(39) (2021): 220–30. http://dx.doi.org/10.32515/2663-1636.2021.6(39).220-230.

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In a knowledge-based economy, the most important issues of modernity areas development – event management become especially relevant. Current trends in the development of such socio-economic activity areas as event management is directly represented in the practice of event tourism, within which the creation, planning, conduction and event management. In order to manage a modern system of event tourism, event management is called to summarize the existing experience, give practical recommendations taking into account the specifics of various events, as well as improving this system of relations. Event management becomes an innovative tool for achieving the goals of the organization at its all operation stages. It is also worthily to note the importance of using event management technologies in the formation of a positive organization image, corporate culture and increase its competitiveness in the market. The article highlights the scientific approaches to the interpretation of the category "event management" according to certain criteria and characteristics. The author's definition of the categories essences "tourism industry" and "event management" is given. It is proved that event tourism is a fast-growing industry, which in recent years occupies a dominant position in the general classification of tourism. The potential of event management in the tourism industry is revealed. The system of organization and event-management carrying out in the world practice is investigated and recommendations concerning its application in Ukrainian realities are substantiated. The state of event management in Ukraine is analyzed and perspective directions of its development within the tourist business are outlined. The practical significance of the obtained results is manifested in their usefulness for optimizing the event managers’ work in the process of creating, planning, organizing and conducting events, as well as for improving and increasing the efficiency of existing technologies in the event organization field. In addition, they contribute to the clarification of "event management" concept in Ukrainian scientific community. Prospects for further research are to develop the basic processes of event management, which form its essence.

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2

Goldblatt, Joe. "Event Management & Event Tourism." Festival Management and Event Tourism 4, no. 3 (September 1, 1996): 157–58. http://dx.doi.org/10.3727/106527096792195344.

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3

Bohlin, Magnus. "Event management and event tourism." Annals of Tourism Research 25, no. 1 (January 1998): 248–49. http://dx.doi.org/10.1016/s0160-7383(97)00065-0.

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4

Janiskee, Robert L. "Event Management & Event Tourism." Annals of Tourism Research 33, no. 3 (July 2006): 872–73. http://dx.doi.org/10.1016/j.annals.2006.03.005.

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5

Vigani, Aline Gonzalez. "Adverse event management." Brazilian Journal of Infectious Diseases 11 (October 2007): 66–70. http://dx.doi.org/10.1590/s1413-86702007000700020.

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6

Steadham Charles, V., D. Boccabella Daniel, Bradley Jones, A. Fuller Matthew, and A. Lyons Jeffrey. "Event management system." Computer Integrated Manufacturing Systems 10, no. 2 (May 1997): 180. http://dx.doi.org/10.1016/s0951-5240(97)84357-1.

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7

Kanna, B. Rajesh, V. Viswanathan, and George Ebbinason Aj. "EVENTR - DESIGN OF AN EVENT MANAGEMENT MOBILE APPLICATION USING ONTOLOGY." Asian Journal of Pharmaceutical and Clinical Research 10, no. 13 (April 1, 2017): 90. http://dx.doi.org/10.22159/ajpcr.2017.v10s1.19574.

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An event is a special occasion that occurs when few or more people gather together to fulfill their personal, cultural or organizational objectives. With many events happening every day, few handy tools are available to help an event organizer to initiate, track and propagate an event. Often important data such as contacts, mails are saved by the organizer in some apps like Excel, calendar, mobile contacts, and mailbox, but not easily retrieved when needed for a follow-up event. Some of the information belongs to common events are not been grouped categorically, so it could not be suitable to relate the similar actions with respect to events which are associated to each other. Follow-up events usually use almost similar data from the previous season, but every time the organizer ends up spending more time searching for the previous records and sometimes fail to retrieve. Event based apps are available in the mobile environment very few in number, and especially such follow-up concentrated event tracker application is not available. Hence, Eventr is designed to fulfill this purpose. Eventr will solve this issue by initiating event, automating simple tasks, record critical data till the event day, this information are stored in the form of Eventr ontology. Since it is ontology based event representation, it would make possible to identify the intermediate tasks of a particular event and to retrieve the tasks associated with the event to the event organizer for the next season.

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8

Zelenska, L., and F. Shandor. "BASIC EVENT TOURISM MANAGEMENT." International scientific journal «Education and Science» 2(27), no. 1 (2019): 12–17. http://dx.doi.org/10.31339/2617-0833-2019-2(27)-12-17.

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9

Sealy, Wendy. "Vocationalizing Event Management Degrees." Event Management 22, no. 3 (June 18, 2018): 469–82. http://dx.doi.org/10.3727/152599518x15259144629296.

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10

Heusler, Klaus Felix, Wolfgang Stölzle, and Harald Bachmann. "Supply Chain Event Management." WiSt - Wirtschaftswissenschaftliches Studium 35, no. 1 (2006): 19–24. http://dx.doi.org/10.15358/0340-1650-2006-1-19.

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11

Mitchell, Jessica, Taline Khoukaz, Deborah McNeal, and Lori Brent. "Adverse Event Management Strategies." Clinical Journal of Oncology Nursing 18, no. 2 (March 27, 2014): E19—E25. http://dx.doi.org/10.1188/14.cjon.e19-e25.

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12

Brakus, Aleksandra. "EVENT MANAGEMENT AND TOURISM." FBIM Transactions 5, no. 1 (January 15, 2017): 25–31. http://dx.doi.org/10.12709/fbim.05.05.01.03.

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13

Simunic, T., L. Benini, P. Glynn, and G. De Micheli. "Event-driven power management." IEEE Transactions on Computer-Aided Design of Integrated Circuits and Systems 20, no. 7 (July 2001): 840–57. http://dx.doi.org/10.1109/43.931003.

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14

Consoli, Frank A., John Rogers, Haitham Al-Deek, Omer Tatari, and Ahmad Alomari. "Smart Event Traffic Management." Transportation Research Record: Journal of the Transportation Research Board 2396, no. 1 (January 2013): 107–16. http://dx.doi.org/10.3141/2396-12.

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15

Nissen, Volker. "Supply Chain Event Management." Wirtschaftsinformatik 44, no. 5 (October 2002): 477–80. http://dx.doi.org/10.1007/bf03250869.

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16

Robson, Linda M. "Event Management and Sustainability." Annals of Tourism Research 37, no. 4 (October 2010): 1200–1201. http://dx.doi.org/10.1016/j.annals.2010.07.006.

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17

Mysyk, V. M. "The Typology of Events as Objects of Event Management." Business Inform 8, no. 511 (2020): 203–10. http://dx.doi.org/10.32983/2222-4459-2020-8-203-210.

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18

Reid, Sacha. "Event stakeholder management: developing sustainable rural event practices." International Journal of Event and Festival Management 2, no. 1 (March 22, 2011): 20–36. http://dx.doi.org/10.1108/17582951111116597.

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19

HARRIS, VICKY. "MANAGEMENT PRACTICE EVENT MANAGEMENT: A NEW PROFESSION?" Event Management 9, no. 1 (January 1, 2004): 103–9. http://dx.doi.org/10.3727/1525995042781039.

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20

THOMSON, ALANA. "The Australian Centre for Event Management (ACEM) 5th International Event Management Research Conference." Anatolia 20, no. 2 (December 2009): 474–78. http://dx.doi.org/10.1080/13032917.2009.10518927.

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21

Ziakas, Vassilios, and Nikolaos Boukas. "Contextualizing phenomenology in event management research." International Journal of Event and Festival Management 5, no. 1 (March 11, 2014): 56–73. http://dx.doi.org/10.1108/ijefm-08-2012-0023.

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Purpose – Although the core phenomenon of events is the experiences and the meanings attached to them, there is limited management research on the experiential, existential and ontological dimensions of events. Phenomenology provides a sound philosophical framework for studying the multifaceted dimensions of experiences and associated meanings of events. However, quite surprisingly, phenomenology has not yet been systematically applied on the event management field. The purpose of this conceptual paper is to introduce phenomenology to the study of events, demonstrate its value for the field and encourage as well as guide its application on event management research. Design/methodology/approach – A review and synthesis of the main phenomenological streams of thought was undertaken in order to develop a research paradigm for the application of phenomenology on the event management field. Findings – The paper explains why phenomenology is needed in the study of events and their management, its conceptual underpinnings and streams of thought and finally suggests a research framework for conducting phenomenological studies in event management. Research limitations/implications – The consequences of the phenomenological perspective are delineated for explaining how the study of event meanings and experiences can be undertaken from this perspective. The limitations of phenomenology are noted such as the emphasis on “lifeworld” subjectivity and subsequent difficulty to claim the generalizability of research findings. Practical implications – The suggested research framework can guide future event management research on how to apply phenomenology to the study of event experiences and meanings. On this basis, practitioners can get insight regarding how to develop and design events that optimize the perceived experiences of attendees. Originality/value – While the experiential paradigm and the phenomenological turn have been spread across many disciplines emphasizing the essence of lived experiences in a variety of human interactions and exchanges, the event management field lags behind. This is unfortunate and has to be addressed as the experiences and meanings shape the essence of events. Therefore, this conceptual paper hopes to inspire, encourage and guide event management researchers to embrace and apply the phenomenological perspective on their future research endeavors, which can profitably complement and expand the predominant research paradigms in the field.

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22

Joo Hak Kim and Cho sunmi. "Sports Event Management Process Optimization Using Discrete Event Simulation." Korean Journal of Measurement and Evaluation in Physical Education and Sports Science 19, no. 4 (December 2017): 1–13. http://dx.doi.org/10.21797/ksme.2017.19.4.001.

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23

Mazas, Franck, and Luc Hamm. "AN EVENT-BASED APPROACH FOR EXTREME JOINT PROBABILITIES OF WAVES AND SEA LEVELS." Coastal Engineering Proceedings, no. 35 (June 23, 2017): 20. http://dx.doi.org/10.9753/icce.v35.management.20.

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A methodology for determining extreme joint probabilities of two metocean variables, in particular wave height and sea level, is presented in the paper. This methodology focuses in particular on the sampling of the time series, which should be based on the notion of event: either the event generating the variables whose joint probabilities are wanted (such as a storm generating waves and surges) or the event that is a result of the combination of these variables (such as a beach erosion event generated by waves at high sea level). A classification is proposed for multivariate analyses in order to help the choice of the sampling method. The dependence between the variables is analysed using tools such as the chi-plot, of which an enhanced presentation is proposed, then is modelled by extreme-value copulas (Gumbel-Hougaard, Galambos and HÃ¼sler-Reiss) estimated by Canonical Maximum Likelihood or by the upper tail dependence coefficient. Joint return periods are then computed. A comparison is made with a simulation from the JOIN-SEA software on a dataset of wave height and sea levels offshore Brest, France. Then the bivariate methodology is extended to a multivariate framework. The distribution of sea level is determined by an indirect approach (extrapolation of extreme surges then convolution with the astronomical tide) and the dependence is analyzed between the wave height and the surge component only. A bidimensional convolution between the joint distribution of wave height and surge and the distribution of the astronomical tide yields the joint distribution of wave height and sea level. The application of this method to the dataset of Brest and its comparison with the bivariate approach are finally discussed.

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24

Sönmez, Sevil F., Sheila J. Backman, and Lawrence A. Allen. "Crisis Management for Event Tourism." Festival Management and Event Tourism 1, no. 3 (September 1, 1993): 110–20. http://dx.doi.org/10.3727/106527093792337574.

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25

Robertson, Martin, Olga Junek, and Leonie Lockstone-Binney. "Introduction: ProfessIonalIzatIon and event ManageMent." Event Management 18, no. 1 (February 19, 2014): 1–3. http://dx.doi.org/10.3727/152599514x13883555341689.

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26

Pernecky, Tomas. "Sustainable Leadership in Event Management." Event Management 19, no. 1 (April 9, 2015): 109–21. http://dx.doi.org/10.3727/152599515x14229071393188.

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27

Kim, Young Suk. "Event Industry and Ethical Management." Journal & Article Management System 14, no. 2 (May 31, 2018): 135–55. http://dx.doi.org/10.31927/asec.14.2.8.

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28

Rojek, Chris. "Global Event Management: a critique." Leisure Studies 33, no. 1 (October 10, 2012): 32–47. http://dx.doi.org/10.1080/02614367.2012.716077.

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29

Xie, Philip Feifan. "Festival and Special Event Management." Annals of Tourism Research 28, no. 1 (January 2001): 248–50. http://dx.doi.org/10.1016/s0160-7383(00)00024-4.

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30

Anthony, August, Dennis B., and Mary Ann. "I.T. Infrastructure Event Management System." International Journal of Computer Applications 149, no. 4 (September 15, 2016): 38–43. http://dx.doi.org/10.5120/ijca2016911392.

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31

Brakus, Aleksandra. "Event management in theatre arts." Kultura, no. 163 (2019): 193–207. http://dx.doi.org/10.5937/kultura1963193b.

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32

Shuprudko, Nataliia. "SPECIFIC FACTORS OF EVENT MANAGEMENT FORMATION." BULLETIN OF CHERNIVTSI INSTITUTE OF TRADE AND ECONOMICS IV, no. 84 (December 24, 2021): 107–16. http://dx.doi.org/10.34025/2310-8185-2021-4.84.08.

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Today poses new challenges in the development of modern management in the business environment of Ukraine. Event management has confidently become one of such directions, the impetus for the formation of which was event tourism. The need for time was the emergence of professionals in the field of organization and conduct of events - key points of activity - who would take over event management and post-event reflection. Building an inventive management system based on general and specific factors allows businesses in this area to be prepared for threats and develop successfully. The purpose of the study is to substantiate the specific factors influencing the formation of the system of event management in the business environment of Ukraine. In constructing the logic and structure of the article, we used the method of structural- logical analysis. Methods of grouping and systematization, analysis and synthesis are used to generalize approaches to substantiation of key factors influencing the system of event management. A systematic method of research and observation was used to form a list of problems, needs and threats caused by the action of key factors. Studies have shown that in recent decades there has been a distinction in such an area as event tourism, which is based on planned events. Over time, more and more professionals began to organize events, specialized event agencies and some independent professionals were formed. In fact, in the domestic economy formed a separate functional area of management - event management. World practice shows a long history of specialized institutions around the event - more than 60 years. However, to say that event management has the same long history is not necessary. The common problems that arise in planning, implementation, event management, requires the construction of event management to take into account the peculiarities of this activity, in particular the factors that actually form the system of event management in the industry. Key areas of knowledge in event management, such as project management, risk management, logistics and financial management, will need to be integrated into the event management system, taking into account the specific factors we propose to consider: external (objective) and internal (sub-effective) factors. Defining a clear list of specific factors influencing the effectiveness of event management of the enterprise can significantly improve the economic performance of its activities and create conditions for the formation of proactive strategies for its development. Further areas of research could be the expansion and refinement of these factors, the search for and justification of the system for assessing the strength and intensity of their impact on the effectiveness of the system of event management of the enterprise and so on.

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33

Zou, Jiaheng, Tao Lin, Weidong Li, Xingtao Huang, Ziyan Deng, Guofu Cao, and Zhengyun You. "The Event Buffer Management for MT-SNiPER." EPJ Web of Conferences 214 (2019): 05026. http://dx.doi.org/10.1051/epjconf/201921405026.

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SNiPER is a general purpose offline software framework for high energy physics experiment. It provides some features that are attractive to neutrino experiments, such as the event buffer. More than one events are available in the buffer according to a customizable time window, so that it is easy for users to apply events correlation analysis. We also implemented the MT-SNiPER to support multithreading computing based on Intel TBB. In MT-SNiPER, the event loop is split into pieces, and each piece is dispatched to a task. The global buffer, an extension and enhancement to the event buffer, is implemented for MT-SNiPER. The global buffer is available by all threads. It keeps all the events being processed in memory. When there is an available task, a subset of its events is dispatched to that task. There can be overlaps between the subsets in different tasks due to the time window. However, it is ensured that each event is processed only once. In the task side, the subsets of events are locally managed by a normal event buffer. So the global buffer can be transparent to most user algorithms. Within the global buffer, the multithreading computing of MT-SNiPER becomes more practicable.

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34

Kuzmenko, G. N. "Manifestation of a Paradigm Shift in University Marketing on the Example of Event-Management Online Technology." Social’naya politika i sociologiya 19, no. 3 (September 29, 2020): 165–71. http://dx.doi.org/10.17922/2071-3665-2020-19-3-165-171.

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changing the consumer model of the user of educational services leads to low efficiency of traditional methods of their presentation by universities. Hence the prospects of a new method of eventmanagement online for promotion to domestic and foreign markets. Materials for the study of the effectiveness of event-management online were information in the field of organizing special events (specialized works of specialists, training courses, websites of russian omute companies, their own experience). The methodology of the study was, first of all, the methods of marketing analysis in relation to the market of educational services. Event-management online is a specially prepared event in the form of intellectual team building with a large segment of virtual simulation of socio-cultural reality. The use of event-management online as a tool that allows the university to increase its share in the market of educational services has a promising character in the field of educational marketing.

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35

Armbrecht, John. "An Event Quality Scale for Participatory Running Events." Event Management 24, no. 1 (February 19, 2020): 139–52. http://dx.doi.org/10.3727/152599518x15403853721358.

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This study focuses on the perceived quality of participatory event experiences by addressing the following question: What are the important aspects of the event experience? The aim of this research is to develop and refine a scale to measure the quality of the event experience for runners at a participatory event. The objective is to combine, apply, test, and refine the existing scales to increase our understanding of the perceived quality of events among amateur running athletes. Both affective and cognitive dimensions are included in the scale. Based on seven dimensions and 36 items, a formal scale development process is adopted. The data consist of 1,923 observations collected during a participatory event with approximately 60,000 registered participants. The seven-factor model, including immersion, surprise, participation, fun, social aspects, hedonic aspects, and service quality, was gradually revised in favor of a four-factor solution: service quality, hedonic aspects, fun, and immersion. As a result, 73.1% of the variance is extracted. This study contributes to a refined scale measuring the perceived event quality of participatory events. Service quality accounts for more than half of the variance extracted. Researchers should continue to develop research on the critical experiential dimensions in an event context. Furthermore, the links between the constructs need attention. The results suggest that event organizers should evaluate their events and event portfolios based on the scale and take actions to increase the perceived quality of these events.

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36

Padron, Thomas C., and Matthew J. Stone. "Leadership Skills in Event Management Courses." Event Management 23, no. 6 (December 6, 2019): 927–37. http://dx.doi.org/10.3727/152599518x15403853721321.

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Event management education continues to increase in popularity and importance. However, in many event management courses, learning outcomes are often expressed in learning process-oriented skills. Beyond event management skills, this research proposes that leadership skills should also be included in event management courses. Experiential learning activities are an ideal opportunity to develop, practice, and enhance leadership skills and the optimal situation is experiential learning activities. Students were surveyed after completing an event management course, which included an experiential learning activity where they developed and produced instructor-led events. Students indicated that they learned many leadership skills, including communication, commitment, strategic planning, and accountability. Communication was the most cited skill that students both learned and demonstrated, and this correlated to the students' perception that communication is also the most important leadership skill required for a career in event management. It is proposed that event management courses utilize leadership skills in the course objectives and that, by doing so, it may provide additional student benefits and academic legitimacy to these courses.

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37

Nakajo, Sota, Nobuhito Mori, Kim Soo-Youl, Tomohiro Yasuda, Fumihiko Yamada, and Hajime Mase. "BASIC STUDY ON ESTIMATION METHOD OF RETURN PERIOD AND VARIATION RANGE OF SEVERE STORM SURGE EVENT." Coastal Engineering Proceedings 1, no. 34 (October 30, 2014): 29. http://dx.doi.org/10.9753/icce.v34.management.29.

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38

Kim, Youngsuk. "Qualification system for event management professionals." International Journal of Tourism and Hospitality Research 30, no. 7 (July 31, 2016): 219. http://dx.doi.org/10.21298/ijthr.2016.07.30.7.219.

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39

Park, Kwangsoo, and Seunghyun “Brian” Park. "Topic Trend of Event Management Research." Event Management 20, no. 1 (April 21, 2016): 109–15. http://dx.doi.org/10.3727/152599516x14538326024991.

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40

Stölzle, Wolfgang. "Kommentar zum Supply Chain Event Management." Die Unternehmung 65, no. 2 (2011): 130–32. http://dx.doi.org/10.5771/0042-059x-2011-2-130.

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41

SHCHOHOLIEVA, Inna, and Victor SOKOLOVSKIY. "Features of event-management in tourism." Scientific Bulletin of Flight Academy. Section: Economics, Management and Law 3;4 (February 25, 2021): 146–55. http://dx.doi.org/10.33251/2707-8620-2021-3-4-146-155.

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42

Smirnova, Anastasia Yu. "Event Management in the Modern Library." Bibliotekovedenie [Russian Journal of Library Science], no. 6 (December 7, 2012): 20–25. http://dx.doi.org/10.25281/0869-608x-2012-0-6-20-25.

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In the article the author considering a library as an information and communicative institution capable of carrying out ones of the most significant functions in the contemporary society focuses on the national and foreign libraries’ using practice of event management under the influence of the mutually complementary tendencies such as worldwide informatization and cultural glocalization.

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43

Allen, Justine B., and Mike Bartle. "Sport event volunteers' engagement: management matters." Managing Leisure 19, no. 1 (December 17, 2013): 36–50. http://dx.doi.org/10.1080/13606719.2013.849502.

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44

Kornilaki, Marianna. "Sustainable Event Management – A Practical Guide." Journal of Policy Research in Tourism, Leisure and Events 3, no. 3 (November 2011): 329–30. http://dx.doi.org/10.1080/19407963.2011.576874.

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45

Jorion, Philippe. "Risk Management for Event-Driven Funds." Financial Analysts Journal 64, no. 1 (January 2008): 61–73. http://dx.doi.org/10.2469/faj.v64.n1.8.

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46

Jorion, Philippe. "Risk Management for Event-Driven Funds." CFA Digest 38, no. 3 (August 2008): 91–93. http://dx.doi.org/10.2469/dig.v38.n3.39.

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47

Barron, Paul, and Michelle Whitford. "An Evaluation of Event Management Education." Journal of Teaching in Travel & Tourism 4, no. 2 (October 25, 2004): 19–43. http://dx.doi.org/10.1300/j172v04n02_02.

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48

OSTI, LINDA. "Third International Event Management Research Conference." Anatolia 16, no. 2 (December 2005): 230–32. http://dx.doi.org/10.1080/13032917.2005.9687181.

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49

Canberg, Andrea S. "Event Management: An Experiential Learning Approach." SCHOLE: A Journal of Leisure Studies and Recreation Education 24, no. 1 (April 2009): 131–36. http://dx.doi.org/10.1080/1937156x.2009.11949633.

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50

Otto, Andreas. "Supply Chain Event Management: Three Perspectives." International Journal of Logistics Management 14, no. 2 (July 1, 2003): 1–13. http://dx.doi.org/10.1108/09574090310806567.

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Supply Chain Event Management (SCEM) addresses a fundamental business problem: inter‐organizational processes rarely execute as scheduled, since they happen in an environment prone to failure and disturbance. SCEM attempts to identify, as early as possible, the resulting deviations between the plan and its execution across the multitude of processes and actors in the supply chain to trigger corrective actions according to predefined rules. Despite SCEM's well documented attractiveness for practitioners, it has received little attention as a field of academic research. This paper provides an introduction into SCEM from three complementary perspectives: SCEM as a management concept; as a software solution; and as a software component. Each is analyzed in detail and potential fields of research on SCEM are presented.

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