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dc.contributor.authorHalbwirth, Sue
dc.contributor.authorToohey, Kristine
dc.contributor.editorHolt R. and Ruta D.
dc.date.accessioned2018-04-26T22:54:41Z
dc.date.available2018-04-26T22:54:41Z
dc.date.issued2015
dc.identifier.isbn9780415675819en_US
dc.identifier.doi10.4324/9780203132562en_US
dc.identifier.urihttp://hdl.handle.net/10072/141280
dc.description.abstractOver the last decade the event and sports industries have been operating in an environment increasingly characterised by a complex web of market and economic instability, change, security concerns, technology advances and global interdependencies. This has resulted in many changes to event management practices including how organisers seek to contain their event’s complexity, capture better practice and reuse know-how in future events as an event legacy. The resource-intensive nature of events and the ever increasing demands by stakeholder groups for a return on investment have also resulted in an increased interest in the intellectual legacy of events. While it has been accepted that the management of sporting events, by necessity, includes the sophisticated use of information, information management per se, until recently, it has rarely been recognised as a formal component of sport event management, despite the fact that the organisation of sporting events includes many information actions and processes (Halbwirth and Toohey, 2001). This is changing and many more events are now interested in managing their information. However, there is another dimension associated with this aspect of sport events: that is knowledge management (KM). The key question is, can the ‘capture’, transfer and effective reuse of knowledge make events less complex and more effective; streamline their organisation; deliver cost and project efficiencies; and build a capability legacy? If the answer to this question is yes, as this chapter argues, then what are some of the decisions, frameworks, models and processes that can be implemented to deliver this knowledge? On the surface the ‘process’ of knowledge capture and transfer seems reasonably logical: at the end of an event a process takes place to document and review what has occurred. This information is then passed on to the next edition of the event for actioning. This simplistic view of knowledge capture and transfer, however, does not cater for the significant challenges for event knowledge legacy, some of which are listed below: • Can knowledge be ‘captured’? • How do you know what you know? • What makes you want to share your knowledge? • Does knowledge have a ‘use by date’?en_US
dc.description.peerreviewedYesen_US
dc.languageenglishen_US
dc.publisherRoutledgeen_US
dc.publisher.placeUnited KIngdomen_US
dc.publisher.urihttps://www.taylorfrancis.com/books/e/9781136477591/chapters/10.4324%2F9780203132562-19en_US
dc.relation.ispartofbooktitleRoutledge Handbook of Sport and Legacy: Meeting the Challenge of Major Sports Eventsen_US
dc.relation.ispartofchapter17en_US
dc.relation.ispartofpagefrom245en_US
dc.relation.ispartofpageto258en_US
dc.subject.fieldofresearchSport and Leisure Managementen_US
dc.subject.fieldofresearchcode150404en_US
dc.titleTransferring knowledge, know-how and capability: Managing and sharing knowledge for future eventsen_US
dc.typeBook chapteren_US
dc.type.descriptionB1 - Book Chapters (HERDC)en_US
dc.type.codeB - Book Chaptersen_US
gro.hasfulltextNo Full Text


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