Abstract
The study seeks to explore the impact of a mega event on knowledge transfer processes among organisations in a regional destination-marketing environment. The research uses the 2011 Rugby World Cup (RWC 2011) to analyse knowledge transfer dynamics between Tourism Auckland and their network partners. An exploratory, comparative, qualitative, case study approach was taken given the lack of previous research. A comprehensive sample selection process led to the finding that TA was part of two networks: the intra-regional network (AKL network) comprises organisations involved in the preparations for the event within the Auckland region (e.g. Auckland Council, Auckland Transport); the inter-regional network (RTO network) includes 11 regional tourism organisations (RTOs) that TA had relationships with to organise the event for the country as a whole. 69 semi-structured interviews with CEOs and senior managers from both networks were conducted both pre-event and post-event. A formal survey and documentation also underpinned the findings. For the AKL network, the findings indicate that a large variety of organisations acquired new knowledge and skills that will not only facilitate the attraction and organisation of future events but also enhances their business as usual, operational processes. The most common used channels of knowledge transfer operated at the firm level and included imitation/demonstration/observation, inter-firm collaboration and document exchange. The findings also demonstrate that the level of KT was much higher within the intra-regional compared to the inter-regional network environment. A model is developed that demonstrates the different channels used for KT in the mega events context resulting in a reservoir of tacit and explicit knowledge of staff and managers that can potentially be transformed and adapted as future innovations. The study demonstrates the value of knowledge-sharing in networks to create innovations and an enhanced strategic approach; given the increasing global competition and the rapidly changing business environments within the events industry this presents a major prerequisite for successful destinations in the future
