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Article
Publication date: 1 May 1989

Gary A. Getz and Frederick D. Sturdivant

All the functions of a company must support a differentiation strategy or it will be doomed to failure. This step‐by‐step, team‐oriented approach to differentiation development…

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Abstract

All the functions of a company must support a differentiation strategy or it will be doomed to failure. This step‐by‐step, team‐oriented approach to differentiation development also defines the planner's role in the multifunctional process.

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Planning Review, vol. 17 no. 5
Type: Research Article
ISSN: 0094-064X

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Article
Publication date: 5 June 2017

Alan Simon, Alastair Parker, Gary Stockport and Amrik Sohal

The music festival industry is challenged by intense competition and financial exigency. As a result, many festivals have either folded or are currently struggling. Therefore, the…

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Abstract

Purpose

The music festival industry is challenged by intense competition and financial exigency. As a result, many festivals have either folded or are currently struggling. Therefore, the purpose of this paper is to show that motivator-hygiene-professional (MHP) strategic capabilities (SCs) are positively associated with quality music festival management thereby providing a playbook for potentially mitigating these challenges.

Design/methodology/approach

The mixed methods research design comprised a case study of a leading event management company as well as nation-wide in-depth interviews and questionnaire survey. The authors initially confirmed the nature of the challenges to the industry from the case study and the in-depth interviews. The authors then developed an MHP Model of 15 SCs that were identified from the literature and the qualitative research. The relationship of the MHP SCs model to quality music festival management was tested in the questionnaire survey.

Findings

The respondents suggested that all the SCs were related to quality music festival management. However, Professional SCs were considered comparatively less important than motivator and hygiene SCs. Across all three groups, interviewees highlighted the significance of artists, site and operational planning, financial and stakeholder management and ticket pricing. In addition, careful planning, delegation and quality focus, problem solving, resolve and flexibility, leadership and vision, communication and innovation were considered conducive to the quality management of music festival organisations.

Practical implications

The MHP SCs model and dimensions of quality management offer music festival event managers a detailed practical playbook for moderating challenges to music festival management. In essence the authors provide the specific drivers that festival managers should best focus their attention upon. Visionary leadership, artist differentiation, innovation, customer service and flexible management have priority.

Originality/value

The findings add to the festival management literature by demonstrating the importance of motivator, hygiene and additional professional SCs for moderating challenges to the music festival industry. To the best of authors’ knowledge, no previous studies have directly investigated specific SCs critical for quality event and festival management. In particular, the academic significance of this paper is that the authors have combined Herzberg’s motivator and hygiene factors with SCs, which are in essence success drivers, to create a novel holistic MHP SCs model for quality music festival management. Further explanatory insight is gained by the addition of a third factor of professional SCs.

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International Journal of Event and Festival Management, vol. 8 no. 2
Type: Research Article
ISSN: 1758-2954

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Article
Publication date: 1 April 1995

Claudio Minca and Donald Getz

Survey respondents are compared on strategic tourism planning issues in Banff, Alberta, and Niagara Falls (Ontario and New York). Findings reveal areas of consensus and…

197

Abstract

Survey respondents are compared on strategic tourism planning issues in Banff, Alberta, and Niagara Falls (Ontario and New York). Findings reveal areas of consensus and disagreement in perceptions of issues and preferences for strategies. Three specific issues are considered: the destination life cycle concept, capacity, and destination image. Conclusions are drawn on how public and private‐sector cooperation on destination planning can be fostered when significant differences in perception and preference occur.

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The Tourist Review, vol. 50 no. 4
Type: Research Article
ISSN: 0251-3102

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Publication date: 7 November 2022

Michael J. Pomante

The Framers of the Constitution granted Congress the ability to punish members for misconduct to protect the institution's integrity and dignity. However, with the low approval…

Abstract

The Framers of the Constitution granted Congress the ability to punish members for misconduct to protect the institution's integrity and dignity. However, with the low approval ratings of Congress and the widespread belief that those in government are corrupt, the institution has not done an excellent job at protecting its integrity. This chapter examines all allegations investigated by the House and Senate Ethics Committees to determine if Congress has systematically punished misconduct among members. Using data on 396 misconduct investigations in Congress, this research examines the institution's likelihood of punishing a member before and after implementing permanent ethics committees in the 90th Congress. The study reveals that Congress was more likely to systematically punish members for ethical misconduct before permanently installing ethics committees. However, in the contemporary period, the only type of misconduct a member is likely to be punished for is sexual harassment. Yet, the likelihood of being punished for sexual harassment falls when a member resigns or strategically retires.

Details

Scandal and Corruption in Congress
Type: Book
ISBN: 978-1-80117-120-5

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Book part
Publication date: 7 November 2022

Collin Paschall and Casey Burgat

Members of Congress become involved in scandals on a regular basis. These range from personal imbroglios, like sexual affairs or substance abuse, to professional scandals like…

Abstract

Members of Congress become involved in scandals on a regular basis. These range from personal imbroglios, like sexual affairs or substance abuse, to professional scandals like embezzlement of campaign funds, abuse of office, or insider trading. As a common feature of congressional life, scholars have shown that scandals frequently disrupt the electoral and legislative trajectories of representatives' careers.

However, it must be remembered that congressional offices are comprised of more than just an individual member. Congressional offices are legislative enterprises, and a representative's staff are integral to his or her political and lawmaking activities. Accordingly, studying how scandals relate to the careers of congressional staff is an important but overlooked topic.

In this chapter, the authors investigate the relationship between members' malfeasances and the careers of the staff around them. The authors combine a list of congressional scandals with a dataset that captures the turnover of staff in congressional offices. The chapter proceeds in four parts. First, the authors describe the structure of a congressional office and the relationship between members and their staff. Next, the authors provide an overview of scandals in Congress and what previous literature has uncovered about their effects. Third, the authors examine staffing patterns and turnover in offices hit by scandal, uncovering evidence that scandals are associated with staff departures. The authors end by considering how Congress as an institution could help to protect and support employees who are caught up in a member's poor choices.

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Article
Publication date: 6 November 2009

Gary Getz, Chris Jones and Pierre Loewe

This paper aims to investigates a process called “migration management.”, which the authors, Strategos consultants, believe that most companies need to link strategy development

1983

Abstract

Purpose

This paper aims to investigates a process called “migration management.”, which the authors, Strategos consultants, believe that most companies need to link strategy development and strategy execution.

Design/methodology/approach

Migration management employs two core perspectives to achieve better strategy implementation – a “future state” description considers identity and a “migration path” charts action.”

Findings

By creating and properly using clear statements of desired future identity and sequenced, interrelated paths of action programs within management processes oriented toward learning and adaptation, companies have been able to overcome the dilemmas and challenges associated with traditional approaches to strategy implementation.

Practical implications

With the intermediate future state and the overall migration path as guides, managers can translate the migration path programs into specific projects and initiatives.

Originality/value

The paper introduces the “future state” concept, which articulates what a knowledgeable observer would write if asked to describe the successful company and its new competencies at the end of the strategy time horizon. The paper describes the process for designing the migration path, the roadmap for getting to the “future state” from the present.

Details

Strategy & Leadership, vol. 37 no. 6
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 1 March 1999

Donald Getz, Ross Dowling, Jack Carlsen and Donald Anderson

Generic factors influencing the development and marketing of wine tourism, both in destinations and at wineries, are examined. Results of surveys of wine and tourism industry…

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Abstract

Generic factors influencing the development and marketing of wine tourism, both in destinations and at wineries, are examined. Results of surveys of wine and tourism industry professionals in Australia and in Washington State, USA, are presented, enabling identification of critical success factors. These are grouped as quality (of wine, service and experiences), wine country appeal, winery appeal, and developmental and marketing factors. Agreement on certain critical success factors did emerge, with quality considered to be the most important success factor, but some significant differences existed between respondents from the two countries examined. Recommendations for ongoing research on wine tourism are made.

Details

International Journal of Wine Marketing, vol. 11 no. 3
Type: Research Article
ISSN: 0954-7541

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Article
Publication date: 6 June 2023

Jane Ali-Knight, Gary Kerr, Hannah Stewart and Kirsten Holmes

In this paper, the authors explore how Edinburgh's key Festivals have adapted to the COVID-19 pandemic. Their response presents the emergence of more innovative festival delivery…

384

Abstract

Purpose

In this paper, the authors explore how Edinburgh's key Festivals have adapted to the COVID-19 pandemic. Their response presents the emergence of more innovative festival delivery models and a different imagining of the festival space.

Design/methodology/approach

The authors use a qualitative mixed methods research design involving 13 in-depth semi-structured interviews with Edinburgh's Festival Directors and other cultural and policy stakeholders as part of a University-funded stand-alone research project. The interviews were supplemented with participant observation at festivals virtually and in-person to experience new and emerging formats of festival content delivery, adherence to Scottish Government guidelines on COVID-19 safety, and to experience attending festivals during a pandemic.

Findings

The authors present findings on how Edinburgh's Festivals have responded to Covid-19 and how they have adapted – and in some cases reimagined – their business models to survive.

Originality/value

The authors propose a new theoretical framework that establishes a model for how festivals can approach risk management within their business model, focused on the ‘3R's’ – respond, resilience and reimagine –with communication and support being central to this framework.

Details

International Journal of Event and Festival Management, vol. 14 no. 2
Type: Research Article
ISSN: 1758-2954

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Article
Publication date: 8 February 2016

Raphaela Stadler and Simone Fullagar

Problem-solving approaches to research have dominated the not-for-profit festival management field. Little attention has been paid to how festival organizations successfully…

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Abstract

Purpose

Problem-solving approaches to research have dominated the not-for-profit festival management field. Little attention has been paid to how festival organizations successfully create cultures where knowledge transfer is practised within the high intensity of a festival life cycle. Drawing upon insights from social practice theory and appreciative inquiry (AI), the purpose of this paper is to offer a different conceptual approach to understanding how knowledge transfer “works” as an organizational practice to produce a collaborative festival culture.

Design/methodology/approach

This paper draws upon an ethnographic case study with the highly acclaimed Queensland Music Festival organization in Australia. The research questions and methods were framed around an appreciative approach that identified formal and informal practices that " worked " rather than a conventional problem-focused analysis.

Findings

This research focused on appreciating the cultural context that shaped the interrelationships between formal and informal knowledge transfer practices that enabled trust and collaboration. A range of knowledge transfer practices was identified that contributed to the creation of a shared festival ethos and the on-going sustainability of the festival vision.

Practical implications

The not-for-profit sector brings numerous challenges for festival organizations, and there is a need to appreciate how collaborative and creative knowledge transfer can occur formally and informally. Festival organizers can benefit from understanding the relational and practice dimensions of knowledge management as they are performed within specific organizational contexts.

Originality/value

An appreciative understanding of knowledge transfer practices has not yet been applied to not-for-profit festival organizations, where problem-solving approaches dominate the field.

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Article
Publication date: 8 November 2011

Gary Getz and Joe Lee

A key cause for missing strategy goals is that leaders do not invest the same amount of time, energy, and resources in managing the implementation of the strategy as they do in…

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Abstract

Purpose

A key cause for missing strategy goals is that leaders do not invest the same amount of time, energy, and resources in managing the implementation of the strategy as they do in setting the strategy. They also do not realize that managing strategy execution requires well orchestrated management processes – letting existing business processes run the course will not drive the transformation required. So, in order for companies and business units to reach the audacious ambitions stated in their strategies, they must thoughtfully manage the way the strategy is implemented.

Design/methodology/approach

Our experience transforming Global 1000 companies for over 20 years has shown the “Three pillars of effective strategy execution” methodology to be powerful yet flexible in helping companies to deliver on strategy execution.

Findings

The three pillar approach addresses the direction, structure, and people required to be effective in strategy implementation over the planning horizon. It keeps companies from falling into the trap of emphasizing only one pillar or sub‐element (e.g. structural re‐organization, detailed interpretation of the strategy content, or employee communications) while neglecting others, and allows for ongoing adaptation and re‐balancing of the three pillars as they learn.

Practical implications

Managers should develop implementation plans that specifically address the following issues to execute their strategy effectively: direction – getting specific with strategy to the point where it is relevant for everyone and everything in the company; structure – creating an organizational architecture that shadows the strategic architecture; people – engaging and mobilizing employees for sustained commitment.

Originality/value

Managers must manage their progress on the three pillars in a coordinated way, ensuring that no one element gets too far ahead of the others. Many companies have failed by letting re‐organization get out in front of cascading the content of the strategy, for instance. Balance is a great virtue in implementing the three‐pillar model.

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