Pub Date : 2021-04-01DOI: 10.23912/9781911635901-4827
Peter Ashwin
In today’s volatile, uncertain, complex and ambiguous global risk society, national boundaries are blurred, inter-connected markets are exposed to delocalized risks with consequences that may stretch over extended or indefinite periods of time. Under these uncertain conditions, event organizers find themselves planning and delivering events in an environment characterized by disruptive effects of the Covid-19 pandemic and extant risks from home-grown violent extremism, cyber-criminal threats, supply chain disruptions and event cancellations (Beck, 2006; Hall, et al., 2019; Piekarz et al., 2015; Reid & Ritchie,2011; Rutherford Silvers, 2008; Tarlow, 2002). It is widely acknowledged that risk management should be viewed by event organizers and event professionals as a fundamental responsibility for planning and delivering a world class guest experience in a safe and secure environment (Berlonghi, 1990; Piekarz et al., 2015; Rutherford Silvers, 2008; Tarlow 2002;). However, in stark contrast, many event organizers concede that they do not have an event risk management plan (Ashwin & Wilson, 2020; Sturken, 2005 cited in Robson, 2009; Robson, 2009). In light of the recent proliferation of violent attacks on festivals and events, from the 2013 Boston Marathon bombing to the recent 2019 Gilroy Garlic Festival (California) shooting, there has been an increasing public discourse and emerging legislative requirements for event organizers to demonstrate an evidence-based approach to risk management decisions with the ability to explain the rationale behind those decisions in clear, objective and transparent terms (US Department of Homeland Security, 2020; UK Center for the Protection of National Infrastructure, 2020). Drawing upon the existing body of literature for event risk management, from Berlonghi (1990) to the recent 2019 event industry survey investigating event organizers approaches to risk management and resilience (Ashwin & Wilson, 2020), this chapter will explore contemporary risk issues in today’s volatile, ambiguous, complex and uncertain world. First, it will discuss the inter-related risk constructs pertaining to socio-cultural theoretical perspectives of risk and how an event organizer’s perception of risk influences their approach to risk management and decision-making. Then the chapter will address two contemporary risks, both of which present the potential for catastrophic consequences: cyber-criminals who are increasingly focusing their cyber-attacks on vulnerable, event digital eco-systems; and domestic terrorism and the threat from homegrown violent extremists, domestic violent extremists and unaffiliated lone offenders (‘lone wolves’). Finally, pragmatic, risk-based approaches to mitigating these risks will be discussed, specifically, preventative risk control measures and opportunities for enhancing organizational resilience to cyber-crime and terrorism.
在当今动荡、不确定、复杂和模糊的全球风险社会中,国界变得模糊,相互关联的市场面临着异地风险,其后果可能会持续很长时间或无限期。在这些不确定的条件下,活动组织者发现自己在规划和举办活动的环境中,面临着Covid-19大流行的破坏性影响,以及本土暴力极端主义、网络犯罪威胁、供应链中断和活动取消的现存风险(Beck, 2006;Hall等,2019;Piekarz et al., 2015;Reid & Ritchie,2011;卢瑟福·西尔弗斯,2008;Tarlow称,2002)。人们普遍认为,活动组织者和活动专业人员应该将风险管理视为在安全可靠的环境中规划和提供世界级客人体验的基本责任(Berlonghi, 1990;Piekarz et al., 2015;卢瑟福·西尔弗斯,2008;Tarlow称2002;)。然而,与之形成鲜明对比的是,许多活动组织者承认他们没有活动风险管理计划(Ashwin & Wilson, 2020;Sturken, 2005,引用于Robson, 2009;罗布森,2009)。鉴于最近针对节日和活动的暴力袭击事件激增,从2013年波士顿马拉松爆炸案到最近的2019年吉尔罗伊大蒜节(加利福尼亚州)枪击事件,越来越多的公众讨论和新出现的立法要求活动组织者展示基于证据的风险管理决策方法,并能够清楚地解释这些决策背后的理由。客观透明的条款(美国国土安全部,2020;英国国家基础设施保护中心,2020)。借鉴现有的事件风险管理文献,从Berlonghi(1990)到最近的2019年事件行业调查,调查事件组织者的风险管理和弹性方法(Ashwin & Wilson, 2020),本章将探讨当今动荡、模糊、复杂和不确定世界中的当代风险问题。首先,它将讨论与风险的社会文化理论观点有关的相互关联的风险结构,以及活动组织者对风险的感知如何影响他们的风险管理和决策方法。然后,本章将讨论两种当代风险,这两种风险都可能带来灾难性后果:网络罪犯越来越多地将网络攻击集中在易受攻击的事件数字生态系统上;国内恐怖主义以及来自本土暴力极端分子、国内暴力极端分子和独立罪犯(“独狼”)的威胁。最后,将讨论务实的、基于风险的方法来减轻这些风险,特别是预防性风险控制措施和提高组织对网络犯罪和恐怖主义的应变能力的机会。
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Pub Date : 2021-04-01DOI: 10.23912/9781911635901-4830
Vassilios Ziakas, V. Antchak, D. Getz
The world is always subject to crises and many times significant developments or changes occur in the aftermath of a crisis. In this regard, any crisis can be viewed as a turning point or critical juncture, though typically characterized by ambiguity, volatility and grave worries about the future. A crisis can cause continuing existential and socio-economic impacts; however, it also provides opportunities for creativity and innovation by re-imagining and reconfiguring the strategic purpose of organizations. Crises are apposite circumstances for reflection on management approaches, decision-making and the overall stability and sustainability of any system within which individual organizations operate. Arguably, any crisis prompts change to systems and organizations analogous to its scale and extent of multifaceted impacts. The recent COVID-19 pandemic is a case in point of a multifaceted crisis as it is not only a health emergency. It entirely disrupted the social world and its commerce bringing about serious repercussions to the everyday life of people. The event sector, being a mirror of society, has been affected dramatically. Compulsory closures and regulations regarding social distancing led to innumerable postponements or cancellations of planned events, from the Summer Olympic Games in Tokyo to the smallest of community celebrations. Professional and amateur sports alike postponed or cancelled their seasons. Businesses of all scales all along the supply chain, including the venues, entertainers, and suppliers of goods and services, suffered enormous economic losses.
{"title":"Theoretical Perspectives of Crisis Management and Recovery for Events (Vassilios Ziakas, Vladimir Antchak and Donald Getz)","authors":"Vassilios Ziakas, V. Antchak, D. Getz","doi":"10.23912/9781911635901-4830","DOIUrl":"https://doi.org/10.23912/9781911635901-4830","url":null,"abstract":"The world is always subject to crises and many times significant developments or changes occur in the aftermath of a crisis. In this regard, any crisis can be viewed as a turning point or critical juncture, though typically characterized by ambiguity, volatility and grave worries about the future. A crisis can cause continuing existential and socio-economic impacts; however, it also provides opportunities for creativity and innovation by re-imagining and reconfiguring the strategic purpose of organizations. Crises are apposite circumstances for reflection on management approaches, decision-making and the overall stability and sustainability of any system within which individual organizations operate. Arguably, any crisis prompts change to systems and organizations analogous to its scale and extent of multifaceted impacts. The recent COVID-19 pandemic is a case in point of a multifaceted crisis as it is not only a health emergency. It entirely disrupted the social world and its commerce bringing about serious repercussions to the everyday life of people. The event sector, being a mirror of society, has been affected dramatically. Compulsory closures and regulations regarding social distancing led to innumerable postponements or cancellations of planned events, from the Summer Olympic Games in Tokyo to the smallest of community celebrations. Professional and amateur sports alike postponed or cancelled their seasons. Businesses of all scales all along the supply chain, including the venues, entertainers, and suppliers of goods and services, suffered enormous economic losses.","PeriodicalId":148798,"journal":{"name":"Crisis Management and Recovery for Events: Impacts and Strategies","volume":"400 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116506457","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}