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Ann Appl Sport Sci
10(4): e1100, 2022.
http://www.aassjournal.com; e-ISSN: 2322–4479; p-ISSN: 2476–4981. 10.52547/aassjournal.1100
*. Corresponding Author:
Thanavutd Chutiphongdech. Ph.D.
E-mail: Thanavutd.C@chula.ac.th
ORIGINAL ARTICLE
A Systematic Review of the Key Success Factors of Sports Event
Management: A Resource-based View Approach
1Thanavutd Chutiphongdech *, 2Teepakorn Kampitak
1Sports Management Program, Faculty of Sports Science, Chulalongkorn University, Bangkok, Thailand.
2School of Humanities and Tourism Management, Bangkok University, Bangkok, Thailand.
Submitted January 16, 2022; Accepted in final form March 12, 2022.
ABSTRACT
Background. Many countries worldwide use sports events as a tool to stimulate both their national and local
economies. To gain a competitive advantage, knowledge of sports event success is essential for stakeholders and
hosting countries. However, due to the diverse conceptualizations of event success, the knowledge of the issue is
fragmented, and there is a lack of comprehensive studies for scholars and event practitioners. Objectives. This article
aims to review the key success factors (KSFs) of sports events based on the resource-based view (RBV) theory to fill
this knowledge gap. Methods. A systematic review is used to analyze the KSFs of sports event management. Results.
Our findings from 42 peer-reviewed papers indicate that organizational and reputational resources seem to play the
most critical roles in sports event management success. Conclusion. The conceptual framework representing the KSFs
of sports event management based on the RBV theory is presented. Moreover, several themes for future research on
this issue are also suggested.
KEYWORDS: Sports Management, Event Management, Key Success Factor, Resource-based View, Systematic Review.
INTRODUCTION
Many regions worldwide have hosted sports
events to stimulate economies and develop
communities (1, 2). By utilizing opportunities
from infrastructure investment from both the
public and private sectors, sports events can have
positive economic and social impacts on a
country (3). Sports events have also been
deployed as a tool for broadcasting tourist
destination images, highlighting city branding,
and projecting international tourism development
to attract global attention (4). Thus, the number of
sports events ranging from minor to mega-event
scales has steadily increased (5).
Given the importance of sports events,
understanding sports event success is critical for
stakeholders and destinations to leverage their
hosting (6). The definition of event success is
diverse. It can be a measure of achieving the aims of
events (7) or meeting stakeholders’ expectations (8).
Therefore, several research papers have examined
various aspects to measure sports event success.
Upon searching the database with “sport-event-
success” as a relevant key term, many studies have
focused on spectators’ and participants’ satisfaction
(9, 10) or motives toward intention to revisit (11,
12). Some studies have also considered revenue
generation (13) and image deriving from event-
hosting legacy (14, 15) as a measure of success in
sports event management (16).
Consequently, various definitions of sports
event success lead to knowledge paucity and a
fragmentation of the related literature that
2 Review on Success Factors of Sports Event
provides a comprehensive collection for sports
management scholars and event practitioners.
This article aims to elucidate the key success
factors (KSFs) of sports event management by
using a systematic review approach to fill this gap
in the literature. By utilizing the resource-based
view (RBV) theory, according to Wernerfelt (17)
and Barney (18), this study sheds light on how to
identify the KSFs for sports event management,
which ultimately allows hosts to gain competitive
advantages (19). The conceptual framework
derived from the analysis is proposed at the end
of this article.
The RBV is considered one of the most
influential strategic management theories
employed to explain the success of business
administration (5, 20). Assuming a sports event as
a firm (18), RBV elucidates business resources
and capabilities that enable event organizers to
achieve successful sports event management (21,
22). According to Wernerfelt (17) and Barney
(18), business resources and capabilities with the
potential to create competitive advantage and
enable sports events to achieve success must be
adequately valuable, rare, inimitable, and
heterogeneous to attract spectators and
participants to engage in sports events.
Business resources and capabilities are
classified as tangible and intangible (23).
Tangible resources consist of human, financial,
and physical resources, while intangible resources
include organizational and reputational resources.
Organizational assets relate to managerial skills,
collective skills, know-how, and connections with
stakeholders. Reputational resources refer to
assets linked to famous branding, good event
image, event quality, creditability, and
trustworthiness. Sports event managers and
organizers are supposed to formulate strategies
based on utilizing and exploiting such resources
to create value and gain strategic positions that
contribute to event success vis-à-vis attracting
audiences, participants, sponsorships, legacy
formation, and revenue generation (5, 18).
MATERIALS AND METHODS
A systematic review is employed to answer the
research question, “What are the business
resources that play pivotal roles as KSFs in sports
event management?”. As a tool to provide a
comprehensive summary of research involving
specific research questions, this type of review is
used to identify, select, synthesize, and assess
quality evidence to answer the research question.
By setting the eligibility criterion for collating
evidence into the study, this method allows bias
minimization (24). It also gives researchers a
chance to carefully evaluate the quality of the
papers used in the review (25).
To start the systematic review, the PRISMA
flow chart shows the procedure for processing the
systematic review (26, 27). The first step is to set
the eligibility criteria and identify the sources for
retrieving academic papers. The academic journal
and paper retrieval process are conducted from
May to June 2021. Elsevier’s Scopus and
Clarivate’s Web of Science (WoS) is used as
reliable sources because they provide the foremost
citation analysis tool and offer leading scientific
journals (28, 29). The WoS Master Journal List and
Scopus Preview are used as automated tools to
retrieve a list of academic journals.
For the inclusion and exclusion criteria, the
eligible journals included in the analysis must aim
to publish sports and event management research,
and non-English academic journals indexed in the
databases are excluded. The academic journals
published in English and indexed in the WoS and
Scopus databases are searched using “sports
management” and “event management” as
relevant key terms. During the identification
process (Figure 1), we gather 2,332 journals, of
which 2,324 journals are obtained from WoS,
while the rest are from Scopus. However, despite
several non-related sports and event management
peer-reviewed academic journals, 2,303 are
excluded from this stage.
Twenty-nine journals are retrieved during the
screening process. However, after accessing 29
sports–event–management-related academic
journals using “sport event” and “success” as
relevant key search terms, we find that papers
relating to the KSFs of sports event management
are unavailable in 9 journals. Hence, they are
excluded from this stage. Table 1 lists the 20
academic journals included in the study.
After searching each of the 20 academic journals
for “sport event” and “success” relevant key terms, we
read throughout the remaining journals to obtain a
complete set of papers relating to sports events
management success. Lastly, we find 42 peer-
reviewed papers, which exclude proceedings, theses,
dissertations, and unpublished works. They are
included in the review to provide a comprehensive
understanding of the KSFs of sports event
management.
Review on Success Factors of Sports Event 3
Figure 1. Academic Journal Retrieval Procedure According to PRISMA (27)
Table 1. List of Academic Journals Included in the Study
Journal Title
Sport Management Review
International Journal of Sports Marketing and Sponsorship
Journal of Sport Management
International Journal of the History of Sport
European Sport Management Quarterly
Recreational Sports Journal
Event Management
Sport Marketing Quarterly
International Journal of Sport Management and Marketing
Journal of Sports Economics
Journal of Global Sport Management
Sport in Society
Journal of Applied Sport Management
Journal of Sport & Tourism
Managing Sport and Leisure
Journal of Policy Research in Tourism, Leisure and Events
SPORT TK-EuroAmerican Journal of Sport Sciences
International Journal of Event and Festival Management
Journal of Sport Policy and Politics
Journal of Convention and Event Tourism
RESULTS
According to the review, most academic
papers (67%) use quantitative research methods,
while qualitative analysis is employed in
approximately 12% of the papers (Figure 2).
The remaining papers entail the use of conceptual
development and mixed research methods. The
quantitative analysis approach is employed because
the investigated issues involve sports event
attendance and participation, motivation, attitude
toward intention to revisit, and volunteers, which
sometimes relate to a large population. Given the
limitations regarding the given budget and time, the
quantitative methods are more appropriate.
Figure 2. Types of Research Methods Used in the Included Papers
4 Review on Success Factors of Sports Event
The included papers mostly use the United
States as the setting of the studies (Figure 3),
while China, South Korea, Iran, Canada, and
Germany are the countries where the contexts of
the studies occur. Therefore, North America and
Asia are the top two regions examined for sports
events. Conversely, a study relating to the KSFs
of sports events in South Africa does not appear
in our analysis and receives less attention than
other regions worldwide.
Figure 3. Country and Regional Distribution.
Soccer is the sports event that has drawn the
most attention from scholars to study KSFs.
Hockey and marathon-related sports events are
also popular sports events that have gained
attention from event scholars. Disability-related
sports events and other types of female sports
require further investigation.
Most of the reviewed academic papers employ
significant international or major sports events,
Major League Baseball (MLB), National
Basketball Association (NBA), National Football
League (NFL), National Hockey League (NHL),
and Major Soccer League (MSL), as a context of
their studies. According to Figure 4, approximately
38% of mega-events, such as the Olympic games,
draw the most attention from scholars. Small to
medium-sized event events have received little
attention in sports event studies.
Figure 4. Types of Events in the Included Studies
Table 2 presents the KSFs of sports event
management, classified according to the RBV
theory. Tangible resources seem to be the most
critical for successful sports event management.
Organizational and reputational resources have
the highest frequencies compared to other
resources, including human, financial, and
physical.
Review on Success Factors of Sports Event 5
Table 2. Key Success Factors of Sports event Management Based on the RBV Theory
Authors
KSFs
Tangible Resources
Intangible Resources
Other
Factors
Human
Resources
Financial
Resources
Physical
Resources
Organization
al Resources
Reputational
Resources
Hansen and Gauthier (30)
✓
✓
Lewis, Seth (31)
✓
✓
Zhang, Lam (32)
✓
Beccarini and Ferrand (33)
✓
✓
O’Reilly and Nadeau (13)
✓
Funk, Toohey (34)
✓
✓
Xing, Church (35)
✓
Bang, Won (36)
✓
Doherty (37)
✓
Funk, Filo (38)
✓
✓
Kaplanidou and Gibson (39)
✓
✓
Hong (40)
✓
Khodr (3)
✓
Ramchandani and Coleman
(41)
✓
✓
Wicker, Hallmann (11)
✓
✓
De Bosscher, Sotiriadou (42)
✓
Kaplanidou, Kerwin (6)
✓
✓
Kim, Hong (43)
✓
Mutter and Pawlowski (44)
✓
✓
✓
Cottingham, Gearity (45)
✓
✓
Kler (46)
✓
✓
✓
✓
Okayasu, Nogawa (47)
✓
Aicher, Rice (48)
✓
Chalip, Green (49)
✓
Couto, Lai Tang (50)
✓
✓
Jiang, Potwarka (51)
✓
✓
Weimar and Rocha (52)
✓
Chu (53)
✓
Lim and Pedersen (54)
✓
✓
Slavich, Dwyer (10)
✓
✓
Chen, Preuss (55)
✓
Bradbury (56)
✓
✓
Çevik and Şimşek (57)
✓
✓
Elahi, Moradi (9)
✓
Kapareliotis and Voutsina
(15)
✓
Koronios, Dimitropoulos (58)
✓
Valenti, Scelles (59)
✓
Won and Chiu (60)
✓
Duan and Liu (61)
✓
Givi, Monazzami (16)
✓
Storm and Holum (62)
✓
Johnston, Naylor (63)
✓
DISCUSSION
Intangible resources, which consist of
organizational and reputational assets, seem to
play significant roles as KSFs in sports event
management. Upon assuming a sports event as a
firm, the organizational resources of sports events
include strategic networks and partnerships,
sports-related products, event-related products,
and effective management (5). Capabilities
derived from exploiting organizational resources
resulting from effective event management can
lead to media attraction and vast amounts of
money from corporate sponsorships (30, 31).
The collaboration and advocacy relationship
from stakeholders, such as residential support, is
essential to event success (32-36). As suggested
by Johnston, Naylor (36), resident support is vital
for the prosperous hosting countries of major
sports events, as it is closely connected to
perceptions of event impacts.
Sports- and event-related products, which
refer to forms of competition (10, 13, 37, 38), club
6 Review on Success Factors of Sports Event
management (39), and attractiveness of event
management (40), also impact the decision to
participate in sports events. This is because
sports- and event-related products play a part in
enhancing participants’ experiences, thereby
facilitating their willingness to pay (13) and
increasing the financial resources of sports
events. It can be a source of funds besides
broadcasting rights and sponsorship (5).
Reputational resources, which include a positive
destination image, professional quality, and good
event image, are regarded as business resources that
allow the success of events (5). In particular, the
city or destination image, which reflects the senses
and authenticity of places, creates positive
experiences for spectators and participants. This
factor engenders intentions to revisit sports events
(9, 11, 15, 41, 42). Likewise, positive event images
also motivate spectators and sponsorship (42-44)
and attract media coverage (31).
Considering tangible resources, such as human,
financial, and physical resources, volunteers are
the human resources of sports event organizations
tasked with producing successful events (45, 46).
To exploit this type of business resource, event
organizers should promote personal growth while
assigning teamwork projects and proper workloads
to create a sense of trust, belonging, and altruism
are critical toward increasing volunteer satisfaction
and motivating them to participate in future sports
events (47-49).
Physical resources also play a role in creating
stakeholder experiences. In particular, facilities,
amenities, and comfort within a stadium can make
sports events more enjoyable (50). Seat plan,
capacity, cleanliness of toilets, availability of food
and beverages, and souvenir shops contribute to
spectator satisfaction and experience (50-53).
Moreover, sound, lighting, and scoreboards can create
“sportainment” to improve stadium experiences (10).
In summary, the RBV theory is well described
as a pivotal contributor to the success of sports
event management. Its perspectives show evident
interconnections among resources. In other words,
the exploitation of tangible and organizational
resources has consequences on reputational
resources, creating overall experiences for sports
event stakeholders, audiences, participants,
communities, and sponsors.
However, we point out that there are other
factors besides business resources and
capabilities that allow sports events to be
successful and gain competitive advantage, as
suggested by Wernerfelt (17) Barney (18), and
Pianese (5). Based on our review, we find that
some external variables, such as changes in policy
focus, especially in terms of sports and tourism
development, are also a part of sports event
success (3, 30, 33, 54-57). If policy development
orients success and legacy in elite sports events,
interventions from governments or institutions
can foster sports event business success (14, 58).
In this regard, we propose a conceptual
framework for the KSFs of sports event
management (Figure 5). It exhibits business
resources that are key to successful sports event
management. We also illustrate the connection
between resources and suggest that policy
changes and focus should be considered variables
that affect the KSFs of sports event management.
Figure 5. A Conceptual Framework of the Critical Success Factors of Sports Event Management
Review on Success Factors of Sports Event 7
CONCLUSION
This article examines the KSFs of sports event
management based on the RBV theory. Using a
systematic review to answer the research question,
we find that both tangible and intangible resources,
together with sports policy orientation from
institutionalism, play important roles regarding the
success factors of sports event management.
Intangible resources, organizational and
reputational resources, have significant impacts
on sports event management. The advocacy
relationship from stakeholders, positive image of
event management, and effective project
management can attract spectators, corporate
sponsorship, and media coverage. While
volunteers and financing opportunities from
sponsorships and physical resources also play a
part in creating stakeholder experiences.
Furthermore, if a government puts further efforts
into sports policy development and regards it as a
tool to promote a nation, it fosters the success of
sports event management.
The limitations of this study should be
addressed for further investigation. As we use
English papers as a criterion for the systematic
review, some non-English papers indexed in WoS
are excluded. In addition, during the systematic
review process, we begin our screening process
with relevant key terms in sports-related journals.
Therefore, some related academic papers
published in non-sports academic journals are
excluded. Since sports event management
involves interdisciplinary, the related literature is
sometimes published in non-sports academic
journals beyond sports and event management
journals such as International Marketing Review,
World Leisure Journal, Marketing Intelligence &
Planning, and Performance.
The information obtained from the analysis
reveals several academic gaps for future research
on sports event management. As most of the
studies employ quantitative analysis in large
event settings in North America and Asia, some
in-depth information on KSFs is missing. Hence,
the sports event management literature requires
scholarly attention in context and research
methodology. Moreover, each KSF calls for
further studies to gain insights into its precise
implementation in sports event management.
APPLICABLE REMARKS
• This study identifies vital business resources
for event organizers to attain success through
the systematic review. Strategic sports event
management plans and marketing communication
tools should be formulated to exploit each type
of business resource properly.
• Consequences from government-related policies
should be considered when managing sports
events.
AUTHORS’ CONTRIBUTIONS
Study concept and design: Thanavutd
Chutiphongdech. Acquisition of data: Thanavutd
Chutiphongdech. Analysis and interpretation of
data: Thanavutd Chutiphongdech. Drafting the
manuscript: Thanavutd Chutiphongdech. Critical
revision of the manuscript for important intellectual
content: Thanavutd Chutiphongdech. Statistical
analysis: N/A. Administrative, technical, and
material support: Teepakorn Kampitak. Study
supervision: Thanavutd Chutiphongdech.
CONFLICTS OF INTEREST
The authors declare that they have no
competing interests.
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