Interest in how local communities can positively benefit from the hosting of large-scale events has grown exponentially. Where most research has focused on the host city, non-host regions have the potential to benefit greatly, yet little research has examined how these communities can achieve these benefits. This study examined the leverage process in a non-host area for the London 2012 Olympics to consider the opportunities and challenges of such a task. Theoretically informed by the event leverage model, this case study used document analysis and semi-structured interviews with ten key stakeholders involved in the leveraging process. Findings reveal that effective event leverage in a non-host area requires the establishment of early leadership and strategic alliances, and highlight a significant role the specific leveraging team played. Partners found it difficult to continue with committing to event leverage due to conflicts of interests and goal misalignment. Theoretical contributions are also discussed.
|Journal||Journal of Sport Management|
|Publication status||Published - 1 Jul 2019|
- non-host region
- event leverage
- the London 2012 Olympic Games
- local community