Government-funded event organisations - good and bad practice

Government-funded event organisations - good and bad practice
复制标题

DOI:
10.1108/ijefm-11-2014-0024
复制
发表时间:
2015-01-01
影响因子:
2.2
通讯作者:
Devine, Frances
Devine, Frances
中科院分区:
其他
文献类型:
--
作者:
Devine, Adrian;Devine, Frances

文献摘要

被引文献

相似文献

目的-本文的目的是研究政府资助的事件机构的结构如何影响北方爱尔兰事件产业的发展。两个机构,在不同的时间在北方爱尔兰运作的制度安排进行了analyzed.Design/方法/方式-共62次深入采访活动的组织者和公职人员谁曾直接与这两个organisation.Findings -独立的国家活动机构,开始运作于1999年被发现更多的手-并与活动组织者密切合作,以提高活动的质量。作为一个半官方机构,它与政府保持一定距离。不幸的是,它滥用这种自由,使用公共资金来管理自己的活动,突出表明在管理这类机构时需要透明度和问责制。2008年,它被国家旅游组织内设立的活动股所取代。在这种结构下,活动旅游而不是活动开发是优先事项。对于事件行业,这创造了发展问题,并减少了其影响力在政府level.Originality/值-本文解决了文献中的差距,并发现,制度安排确实影响了政府资助的事件机构如何运作,它认为是一个战略重点。这反过来又影响了活动行业的发展。
Purpose - The purpose of this paper is to examine how the structure of government-funded event agencies affected the development of the events industry in Northern Ireland. The institutional arrangements for two agencies which operated at different times in Northern Ireland were analysed.Design/methodology/approach - A total of 62 in-depth interviews were conducted with event organisers and public officials who had worked directly with these two organisations.Findings - The standalone National Events Agency which began operating in 1999 was found to be more hands-on and worked closely with event organisers to develop the quality of their event. As a quango it worked at arms length from government. Unfortunately it abused this freedom and used public monies to manage its own events, highlighting the need for transparency and accountability when managing this type of agency. In 2008 it was replaced by an Events Unit which was set up within the National Tourism Organisation. Under this structure event tourism and not event development was the priority. For the events industry this created development issues and reduced its clout at government level.Originality/value - This paper addressed a gap in the literature and found that the institutional arrangements did affect how a government-funded events agency operated and what it regarded as a strategic priority. This in turn had repercussions for the development of the events industry.