The Governance of Olympic Games Legacy

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Title: The Governance of Olympic Games Legacy
Authors: Leopkey, Becca
Date: 2013
Abstract: The purpose of this study was to understand the governance of Olympic Games legacy. Legacy is broadly described as “all planned and unplanned, positive and negative, intangible and tangible structures created by and for a sport event that remain for a longer time than the event itself” (Preuss, 2007a, p. 86). The specific objectives of this study were: a) to map the historical evolution of legacy throughout the modern Olympic Movement (OM) (i.e., 1896-current day) in order to contextualize and conceptualize the major trends (e.g., changes in legacy, network actors/stakeholders, governance structures and processes) over time; b) to understand, explain, and compare/contrast the network governance of Olympic legacy, using Australian and Canadian case settings; and c) to critically analyze the overall structure and process of the governance of legacy within the OM focusing specifically on the aspects of performance, transparency, accountability, and participation to build a framework and provide policy recommendations for the governance of legacy in mega-events. In order to accomplish these objectives, a historical review of legacy within the OM and two descriptive case studies (Sydney 2000 and Vancouver 2010) were built using interviews and archival materials. Findings showed how the growth of the Games has culminated in the increased use and importance of legacy, leading to greater concept complexity. This resulted in the emergence of several trends including: new legacy themes, heightened interconnectedness, and formalization of governance mechanisms. Institutional theory was then applied to further explore the emergence of legacy and its habitualization, objectification, and sedimentation as an accepted norm in the Olympic Field. The examination of the legacy governance networks in the two cases showed four legacy network governance phases: legacy conceptualization, legacy planning and implementation, legacy transfer, and post-Games legacy governance, as well as a number of governance mechanisms (e.g., contracts, policies) that had an impact on the overall governance of the event’s legacy. Finally, a critical analysis of the governance of Olympic Games legacy was completed. The end result of the research project was a theoretical framework detailing the levels and fluidity of legacy governance in the OM.
URL: http://hdl.handle.net/10393/23640
http://dx.doi.org/10.20381/ruor-6315
CollectionThèses, 2011 - // Theses, 2011 -
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