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Event management is a ubiquitous word in modern society. The word is used for small business breakfasts, large corporate shows and also for big international sport events, such as the Olympic Games. We all have an idea of what management is, but what is an event? It is of no surprise that these practitioners, and the events they discuss, tend to reflect the planning of the biggest events the earth has seen, such as the Olympic Games and US presidential inaugurations. These authors possess a great deal of experience, and their past involvement has generated a variety of different ideas about what constitutes best
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“Events do not take place in a vacuum — they touch almost every as- pect of our lives” (Bowdin et. al, 2011, pp.79) and cannot be considered as independent episodes that are not influenced and do not influence their envi- ronment. Academic research (Williams & Bowdin, 2008 in Quinn, 2013) shows that a full evaluation of aims and factors influencing an event equates suc- cess. In the past, evaluations tended to concentrate on a single aspect rather than taking into consideration all factors: economical, political and legal, so- cio-cultural, technological and environmental (Bowdin et al, 2011). The growth of the events industry, powered not only by demand but by competition amongst cities, countries or management companies (O’Toole, 2011) pushed forward the need for simultaneous assessment of all components. Although many early approaches focused on the economic value and benefits of events, some scholars find that social benefits outweigh the economical (Wood, 2005), whilst others argue that all outcomes are over-exaggerated to secure community support (Felenstein & Fleischer, 2009, in Quinn, 2013).
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