The Relationship between Triple Bottom Line Leverage and Branding of Sport Events

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Butcher, Ken
O'Brien, Daniel
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Harrison-Hill, Tracey
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The focus of this study is on the relationship between triple bottom line leverage and the branding of sport events, which has been explored from an internal stakeholder perspective. Despite the fact that sport events have been known to have significant impacts on a host destination‘s economy, society and environment, the majority of research in this area has had an ex post rather than ex ante focus. That is, many researchers have evaluated economic, social, and/or environmental impacts of sport events on host communities, rather than investigating how stakeholders can strategically plan to maximise the positive, and minimise the negative, outcomes from sport event hosting. Thus, moving on from this impact-oriented focus of the sport event literature, there is growing interest in the strategic leveraging of sport events. Leverage in this context refers to the activities that need to be undertaken around an event itself in order to maximise the benefits from hosting that event. Although authors have conceptually investigated the potential for triple bottom line (economic, social, and environmental) leverage in sport events (cf. Hede, 2008; O‘Brien & Chalip, 2008), there is a lack of empirical research in this area. The utility of sport subcultures in order to facilitate triple bottom line leverage has also been discussed. Research on sport event leverage has highlighted the significant role subcultures can play in enhancing economic (Green & Chalip, 1998), social (O‘Brien & Chalip, 2008) and environmental outcomes (Trendafilova & Chalip, 2007). What is less understood is how certain values, such as those relating to social/environmental concerns can be incorporated into sport subcultures. This question led to further investigation of event branding, as the role of subcultures has also been discussed from a branding perspective (Schouten & McAlexander, 1995). Similar to research on sport event leverage, however, the literature on event branding is also limited, with Parent and Séguin (2008) being among the first to propose a model that demonstrates how an event‘s brand may be developed.

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Thesis (PhD Doctorate)
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Doctor of Philosophy (PhD)
Griffith Business School
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Sport branding
Triple bottom line leverage
Event branding
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