A Framework for the Organisation of a Sustainable Event: The Case of the Rugby World Cup 2011, hosted by New Zealand

Abstract

The rationale of this study is to develop a framework to assist future event planners and enhances understanding of crucial aspects of sustainable event management. Therefore, this study investigates the case of the Rugby World Cup 2011, hosted by New Zealand. Past research on event management lacks insight into organisational models of event planning. Hence, the organisational structure of the Rugby World Cup 2011 is investigated. In addition, the study attempts to identify the economic, environmental and social impacts areas that are identified by the event planning body and how those are addressed. The information was collected in semi-structured interviews with strategic decision makers on a national and regional level. Thematic analysis and grounded theory are employed to analyse the body of the collected data. The findings reveal that management of economic, environmental and social impacts and stakeholders should be accomplished on a regional level as differences among individual host regions impede a homogenous, national program. Simultaneously, the data evidences the importance of the government as a deliberate withdrawal from sustainability by the New Zealand government severely affected sustainable event management for Rugby World Cup 2011. The government but also the local population were identified by the research participants as the key stakeholders in event planning. This study concludes that it is vital for sustainable event planning that a framework that integrates sustainability is developed on a national level. Within this framework, individual regions plan the event, which allows them to tailor sustainability strategies to regional structures. Further, regional event planning enables the local councils to embed their event plans into their wider urban development strategies.