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What are the prospects for professionalizing

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DOI: 10.1016/j.tmp.2012.11.005

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1 Highlights
2 Tourism Management Perspectives xxx (2012) xxx – xxx
5 What are the prospects for professionalizing events management in the UK?

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7 Rhodri Thomas a,⁎, Huw Thomas b

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a
9 International Centre for Research in Events, Tourism and Hospitality (ICRETH), Leeds Metropolitan University, 214 Bronte Hall, Leeds, LS6 3QW, UK
b
10 Cardiff School of Planning and Geography, Cardiff University, Glamorgan Building, King Edward VII Avenue, Cardiff CF10 3WA, Wales, UK

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11 ► Events are a major and distinctive sector of the British economy. ► Event management as an occupation is widely recognised and several associations lay 12
12 claim to leading a process of professionalization. ► This research suggests that such claims are misplaced. ► There is currently little prospect of professionalizing 13
13 event management in the UK. 14

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2211-9736/$ – see front matter © 2012 Published by Elsevier Ltd.

http://dx.doi.org/10.1016/j.tmp.2012.11.005

Please cite this article as: Thomas, R., & Thomas, H., What are the prospects for professionalizing events management in the UK?, Tourism
Management Perspectives (2012), http://dx.doi.org/10.1016/j.tmp.2012.11.005
 TMP-00068; No of Pages 7
Tourism Management Perspectives xxx (2012) xxx–xxx

Contents lists available at SciVerse ScienceDirect

Tourism Management Perspectives

journal homepage: www.elsevier.com/locate/tmp

1 What are the prospects for professionalizing events management in the UK?
Q1 2 Rhodri Thomas a,⁎, Huw Thomas b

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3 a
International Centre for Research in Events, Tourism and Hospitality (ICRETH), Leeds Metropolitan University, 214 Bronte Hall, Leeds, LS6 3QW, UK
4 b
Cardiff School of Planning and Geography, Cardiff University, Glamorgan Building, King Edward VII Avenue, Cardiff CF10 3WA, Wales, UK

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a r t i c l e i n f o a b s t r a c t

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7 Article history: Events have emerged as a distinctive sector of the UK economy and a major employer. This paper examines 19

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8 Received 16 October 2012 the nature and degree of professionalisation of event management. Three models of professionalism are critically 20
9 Accepted 24 November 2012 evaluated. It is argued that the model of corporate professionalisation appears to hold out most promise for under- 21
10 Available online xxxx
standing the dynamics of professionalisation in event management. This is tested through an empirical research 22

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study of four organisations which have a professionalising mission. The paper concludes that professionalisation 23
14 Keywords:
15 Event management
of the occupation has not succeeded to date, whether professionalism is understood as corporate professionalism 24
16 Profession or in more traditional terms. It suggests that there is currently little prospect of professionalising event management 25
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Professionalization
UK events
in the UK.
D © 2012 Published by Elsevier Ltd. 27
31 29
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32 1. Introduction cultural events account for approximately £2.5 billion and sports events 59
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contribute a further of £2.3 billion. The remainder is comprised of events 60

33 Events emerged as a distinctive sector of the British economy and that are in a wide variety of ways related to commercial activity (confer- 61
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34 event management as a related occupation during the latter part of the ences, meetings, exhibitions, incentive travel, corporate hospitality and 62
35 twentieth century (AEME, 2006). Three mutually reinforcing factors outdoor events) (BVEP, 2010: 9). At 530,000, employment estimates 63
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36 probably account for this development: the increasingly co-ordinated are also comparably higher than for the exhibition sector alone (BVEP, 64
37 activities of representative associations that became more vocal in pro- undated). The vast majority of these jobs are in the private sector. Em- 65
38 moting the importance of sports and cultural events to the economy; a ployment in non-commercial organisations is often on a temporary or 66
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39 rapid expansion from the late 1990s in the event management degree voluntary basis (AEME, 2006). Expectations are that the sector will con- 67
40 programmes that resulted in graduates entering a labour market that tinue to grow in the short- to medium-term (MPI, 2011). 68
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41 had hitherto been ill-defined; and there was a shift in policy discourse Almost twenty years ago Getz and Wicks (1994) proposed that 69
42 whereby public expenditure on events became routinely justified in event management was emerging as a ‘quasi-profession’. Since then, 70
43 terms of employment creation, urban regeneration or other positive the term ‘event professional’ has been used widely (e.g. AEME, 2006; 71
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44 socio-economic outcomes (AEME, 2006; Richards & Palmer, 2010; Rogers, 2008) and there has been some conjecture on the extent to 72
45 Rogers, 2008). More recently, the study of events has enjoyed growing which event management has been professionalised (e.g. Harris, 73
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46 academic credence (Getz, 2009) and events have become a policy do- 2004). To date, however, there has been no systematic assessment of 74
47 main worthy of separate analysis (Foley, McGillivray, & McPherson, this issue. With very few notable exceptions (e.g. Formadi & Raffai, 75
48 2011; Smith, 2012; Ziakas, 2010). 2009), empirical evaluation has been particularly sparse. This paper re- 76
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49 Estimating the size of the event sector in the UK is problematic, sponds, albeit belatedly, to Getz and Wicks' invitation to engage in ro- 77
50 not least because of the lack of consensus on its scope or parameters. bust research and theorising on professionalism in events. 78
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51 Declarations about its value and contribution to employment must, The paper begins by reviewing the literature on the professionalizing 79
52 therefore, be treated with caution (see AEME, 2006). Nevertheless, con- of occupations. Three inter-related ways of understanding professional- 80
53 sidering some recent estimates is useful as a means of contextualising ism are discussed. This is followed by an empirical assessment of the 81
54 the discussion that follows. According to Oxford Economics (2012), the goals and strategies of the three main professional associations that oper- 82
55 ‘exhibition sector' alone is responsible for some £11 billion of spending ate in the UK and one that is emerging. These data are complemented by 83
56 and approximately 148,500 jobs. Others have suggested that the event the perspectives of other stakeholders, notably public and private sector 84
57 sector in total is worth in excess of £36 billion to the British economy employers – via their representative associations – and those involved 85
58 (BVEP, 2010). When disaggregated, the suggestion is that festivals and in advanced level of event management education. 86
Baum, Deery, Hanlon, Lockstone, and Smith's (2009) collection of 87
papers on employment in events illustrates that event management 88
⁎ Corresponding author.
E-mail addresses: r.thomas@leedsmet.ac.uk (R. Thomas), Thomash1@cardiff.ac.uk is now widely accepted as occupationally distinct from tourism and 89
(H. Thomas). hospitality management, even though there are areas of overlap. It 90

2211-9736/$ – see front matter © 2012 Published by Elsevier Ltd.

http://dx.doi.org/10.1016/j.tmp.2012.11.005

Please cite this article as: Thomas, R., & Thomas, H., What are the prospects for professionalizing events management in the UK?, Tourism
Management Perspectives (2012), http://dx.doi.org/10.1016/j.tmp.2012.11.005
 2 R. Thomas, H. Thomas / Tourism Management Perspectives xxx (2012) xxx–xxx

91 is inappropriate, therefore, to presume that studies of professionalism the degree of specialised knowledge and expertise deployed – a 152
92 undertaken in these contexts (e.g. Burgess, 2011; Sheldon, 1989) key trait of professionalism in all accounts of this kind – is often 153
93 might be perfectly applicable to events. In what follows, a broad def- negligible… this raises questions about the social benefits of 154
94 inition of event management is adopted. In common with others, it is professional work and how such work comes to be regarded as 155
95 taken to mean work that involves planning, design, implementation professional… 156
96 and evaluation of planned events which may be undertaken for a va- 157
97 riety of stakeholders. The sector, therefore, encompasses events that In addition, although the approach might highlight those things 158
98 not only take a variety of forms – such as sports, conferences, meet- that are commonly held to be what occupations need to demonstrate 159
99 ings or festivals – but may also vary significantly in scale (Silvers, if they are to show their ‘professional worth’, it says little about the 160
100 Bowdin, O'Toole, & Nelson, 2006). process of professionalization. It would not, therefore, explain the social 161
dynamic involved in the professionalization of events management. 162
101 2. Perspectives on professionalism and professionalization
2.2. Conceptualising the process 163
102 2.1. The trait approach

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An alternative approach to understanding professionalization con- 164
103 The sociological literature contains three broad approaches to un- centrates on assessing levels of occupational closure and control and 165

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104 derstanding professionalization. Perhaps the most common way of represents a shift in focus to the process, rather than the outcome, 166
105 examining the extent to which occupations have become professionalised of attempts at professionalizing occupations. Occupational closure is 167
106 is via an assessment of their characteristics or traits. This approach sets the ability to control access to a particular kind of work. Typically, 168

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107 out to identify, and usually list, the core characteristics of professions this has been achieved by the creation of professional associations 169
108 and test the extent to which they exist in certain occupations. The fol- that set barriers to entry, usually via technical exams and the achieve- 170
109 lowing elements have been typical of most lists: the requirement to ment of particular qualifications (Watkins, 1999). The study of tour 171

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110 demonstrate expert knowledge that has been validated by existing guides in Hong Kong undertaken by Ap and Wong (2001: 557) illustrates 172 Q2
111 members of the profession; ethical behaviour is safeguarded and regu- how those engaged in particular jobs might benefit from occupational 173

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112 lated by the professional association; and the skills of members of the closure. As they point out, many tour guides ‘were very much in favour 174
113 profession are deployed in the public interest. Membership of the pro- of the licensing system because they can use it to have greater bargaining 175
114 fession usually results in higher social status and greater material re- power with employers (travel agents/tour operators) if they are licensed’.
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115 wards than had the occupation not been professionalised (Johnson, Occupational control refers to the ability of those within an occupa- 177
116 1972; Middlehurst & Kennie, 1997). tion to police standards by using a mix of methods such as insisting on 178
117 Academic studying professionalism in events (e.g. Harris, 2004), specified professional updating, monitoring of practices or governing 179
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118 tourism (e.g. Sheldon, 1989), hospitality (e.g. Burgess, 2011) and leisure how particular kinds of jobs are undertaken. These mechanisms of con- 180
119 (e.g. McNamee, Sheridan, & Buswell, 2000) all provide syntheses of the trol are usually achieved via the creation of professional associations 181
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120 characteristics that have been used to ‘test’ professionalism in those sec- governed by their members (Larson, 1977). 182
121 tors. In a recent study, Burgess (2011) explained the approach as follows: Evidently, the major challenge for associations seeking to 183
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professionalise occupations is to convince other stakeholders of their le- 184

122 (The aim) is to consider whether the traits that define a professional gitimacy. Governments, employers, clients and entrants potentially all 185
123 can be applied in hotels… (the findings of) a recent research project need to be convinced of the (social) benefits of such arrangements. 186
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124 will be used to determine whether the traits can be applied…and Strategies to achieve these goals were pursued successfully by the ‘clas- 187
125 hence whether they can be considered as a profession (Burgess, sic professions’ during the nineteenth and early twentieth centuries 188
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126 2011: 682). (Johnson, 1972). One important effect of success is the simultaneous re- 189
127 duction in the influence of other groups with an interest in that area of 190
128 Her conclusion was that hotel financial controllers did not display work. For example, as the Royal Town Planning Institute (RTPI) became 191
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129 enough of the required traits to be classified as professionals. Amongst the British professional association for planning, the Town and Country 192
130 other things, the relevant professional association, the British Associa- Planning Association (TCPA) – a group of individuals interested in plan- 193
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131 tion of Hospitality Accountants (BAHA), was not sufficiently exacting ning issues – became marginalised in official policy terms (Cherry, 194
132 in its requirements for membership and did not enjoy widespread rec- 1974; Shepley, 2003). 195
133 ognition amongst commercial organisations or the public sector.
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134 Formadi and Raffai (2009) are more sanguine about the profes- 2.3. Corporate professionalization 196
135 sionalization of events management in Hungary. Adopting a similar
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136 approach to Burgess, they suggest that professional associations Recent sociological theorising, the third approach to be discussed, 197
137 have enhanced the status of the occupation by emphasising the spe- has emphasised the role of private sector organisations in the profes- 198
138 cialist knowledge required to stage events. In particular, issues such sionalization of occupations and the benefits they can derive from 199
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139 as public safety have been used as part of their narration of the event such an engagement (e.g.Kipping, Kirkpatrick, & Muzio, 2006; Muzio & 200
140 professional. Kirkpatrick, 2011). Questions of control remain central but more atten- 201
141 The trait approach is undoubtedly helpful for understanding some tion is paid to the commercial context within which most professional 202
142 of the working practices commonly found in particular occupations. It work is now undertaken, and notably within larger firms. This approach 203
143 has deficiencies, however, as a conceptual framework for assessing offers the prospect of a more appropriate framework to understand the 204
144 professionalization. As Thomas and Thomas (in press) argue: professionalization of newer occupations (Thomas & Thomas, in press). 205
Although Muzio and Kirkpatrick (2011) draw attention to the role 206
145 Perhaps most notably, the traits referred to are often assumed to of a professional association in enhancing the status and pay of those 207
146 exist rather than demonstrated. Generally, empirical research working within the museums sector in the United States, most schol- 208
147 has emphasised the perspectives of those with an interest in pro- arly work highlights how businesses influence the values and prac- 209
148 moting the process of professionalizing particular occupations. tices of new professions. The implication is that the independence 210
149 There is a danger, therefore, of sociological analysis simply repeat- of professionals is reduced or there is a failure to professionalise. 211
150 ing, and legitimising, professions' own self-serving self-images… Muzio, Hodgson, Faulconbridge, Beaverstock, and Hall (2011) interro- 212
151 examinations of the actual work of professionals has shown that gate the value of a ‘corporate professionalization’ framework by drawing 213

Please cite this article as: Thomas, R., & Thomas, H., What are the prospects for professionalizing events management in the UK?, Tourism
Management Perspectives (2012), http://dx.doi.org/10.1016/j.tmp.2012.11.005
 R. Thomas, H. Thomas / Tourism Management Perspectives xxx (2012) xxx–xxx 3

214 on case studies of project management, management consultancy and Table 1 t1:1
215 executive recruitment. In spite of differences in occupational structures, Key characteristics of corporate professionalization compare more traditional models. t1:2

216 they identify several common features of the professionalization process. Old ‘collegial New ‘corporate professionalization’ t1:3
217 They begin by arguing that occupations seeking to professionalise must professionalization’
218 demonstrate that there is an associated body of knowledge which Knowledge-base Reliance on an Co-production of knowledge with t1:4
219 needs to be understood if service providers are to be effective. As abstract body of industry, situated knowledge, focus
220 Kipping (2011) points out, professionalism thus becomes a resource knowledge on competences
Market Statutory closure via Market closure via corporate t1:5
221 which can be sold for a higher price than would otherwise be the
royal charter practices (‘embedding professional
222 case. To stake their claim to professionalism, occupations must initially membership’ in tendering and
223 create a collective identity with a shared sense of what constitutes an procurement processes)
224 appropriate knowledge base. This is challenging for occupations where Legitimacy Legitimized by Legitimized by market value t1:6
225 services are provided commercially – where there is a disincentive to public benefit
Composition of Individual Individual and organisation t1:7
226 share knowledge built up over many years – by a multitude of suppliers.
association membership membership
227 In addition, there may be contested interpretations of what constitutes Single-tier Multi-level membership structure

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228 knowledge (as opposed to routine rule-following, for example) in any membership
229 given episode of work which can inhibit the development of profession- structure

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Relation to state Licensed/regulated Not licensed/regulated, state acts as t1:8
230 alism (Suchman, 2000).
by state (significant) stakeholder/consumer
231 Muzio et al. (2011) suggest that four elements combine to provide of services
232 the conditions whereby occupations are able to professionalise. These Relation with clients Arms length Close engagement t1:9

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233 represent components of modern strategies that take heed of the and employers
234 values of corporations and their markets. The first is to overcome Jurisdictions National International t1:10

fragmentation by ‘developing alternative types of credentials which

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235 Source: Muzio et al. (2011: 457). t1:11
236 emphasise competences, transferable skills and industry knowledge
237 and experience’ (Muzio et al., 2011: 451). This enables professional

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238 associations to ‘recognise’ the tacit knowledge of existing practitioners
event management and this structures the presentation and analysis 279
239 while simultaneously developing their own more formal bodies of
of empirical material which follows. The remainder of the paper exam- 280
240 knowledge. Secondly, and allied to the first, associations create tiers of
ines the strategies of event professional associations in the UK, utilising
D 281
241 membership so as to allow flexibility of entry. The most important de-
the perspectives of the associations themselves and those of other 282
242 velopment according to Muzio et al. (2011), however, is to allow com-
stakeholders. It thus examines the role of professionalism in contempo- 283
243 panies to become members. Like all members, they must subscribe to
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rary events management as well as evaluating the utility of the model of 284
244 the association's professional standards and codes of conduct. However,
corporate professionalism in understanding what is taking place. 285
245 larger employers who ‘buy in to the project’, are likely to enjoy a dispro-
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246 portionate influence on the orientation and practices of the association

247 (Muzio et al., 2011). 3. Research design and methods 286
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248 The third element of the model relates to the legitimacy of the asso-
249 ciation to make claims about the professional status of the occupation. Data gathering for this project involved semi-structured interviews 287
250 These are founded on the commercial benefits that might be gained with very senior key informants from the two main professional associ- 288
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251 by companies (and the public sector) from working with its members ations operating in the UK – the Association of British Professional 289
252 rather than from any regulatory privileges; members will adopt best Conference Organisers (ABPCO) and the British chapter of Meeting 290
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253 practices and use the latest techniques resulting in competitive advan- Professionals International (MPI) – and two senior figures associated 291
254 tage. This orientation towards what Evetts (2011) calls a ‘new’ profes- with the emerging Institute of Events Management (IEM). Secondary 292
255 sionalism places a conspicuous emphasis on the need for professionals sources, notably web sites, reports published by the associations and 293
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256 to reflect organisational values and goals (see also Noordegraaf, 2011). official documents such as company records that are in the public 294
257 Finally, Muzio et al. (2011) argue that successful professionalization domain, were also examined. Combined, these provided insights into 295
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258 strategies tend to be international rather than national in orientation. the history and current priorities of the associations, their strategies 296
259 This offers opportunities to engage with those operating in global mar- and the kinds of debates that were taking place with regard to profes- 297
260 kets. Table 1 above provides a summary of corporate professionalization sionalization. It was not possible to secure the participation of the Inter- 298
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261 compared with older ways of understanding the phenomenon. The shift national Special Events Society (ISES) so, in that case, the research relied 299
262 from public interest or public service to commercialism is the major dif- on websites and other published material. 300
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263 ference. Based on the occupations they studied, Muzio et al. (2011: 458) The perspectives of other stakeholders were also garnered via 301
264 thus argue that: semi-structured interviews. These included senior officials from em- 302
ployer (or trade) associations representing different parts of the 303
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265 …these associations set out to build a critical mass of consensus sector. These were Eventia – which emerged from a merger of the 304
266 around their project and activities by persuading a sufficiently Corporate Events Association (CEA) and the Incentive Travel and 305
267 large number of employing organisations and consumers of the Meetings Association (ITMA) in 2006 and incorporated the British As- 306
268 commercial merits and safeguards associated with professional sociation of Conference Destinations (BACD) in 2009 – and the two 307
269 membership, accreditation and regulation. The idea being that main organisations relating to festivals: the Association of Festival Or- 308
270 once a sufficiently large share of the market has been won over and ganisers (AFO) and the British Arts Festivals Association (BAFA). In 309
271 professional qualifications become embedded in corporate tendering spite of the name of the former, its membership is comprised of festi- 310
272 processes, professional affiliation would be routinely expected and in- vals rather than individuals. Senior officials from the Association of 311
273 deed requested by both clients and employers in their procurement Event Management Education (AEME) and the Local Authorities 312
274 and recruitment strategies; thus, de facto, delivering a market form Events Organisers Group (LAEOG) were also interviewed (the latter 313
275 of occupational closure. was via an email exchange rather than face-to-face or by telephone). 314
276 Those interviewed do not represent all of the event associations cur- 315
277 Corporate professionalization appears to provide a promising prism rently in existence in the UK (see Rogers (2008) for an interesting 316
278 through which to understand attempts at the professionalization of historical discussion of the range of associations) but they do provide 317

Please cite this article as: Thomas, R., & Thomas, H., What are the prospects for professionalizing events management in the UK?, Tourism
Management Perspectives (2012), http://dx.doi.org/10.1016/j.tmp.2012.11.005
 4 R. Thomas, H. Thomas / Tourism Management Perspectives xxx (2012) xxx–xxx

318 access to sufficient numbers of key informants to illuminate the critical leisure, sport and tourism scholars some decades earlier, AEME success- 378
319 dimensions of professionalization. All interviews were transcribed and fully lobbied for official recognition: 379
320 the framework of corporate professionalization was used to guide the
321 analysis. Yes, we've achieved it in terms of we got the HLST (Higher Education 380
Academy, Hospitality, Leisure, Sport and Tourism) network to talk 381
about events as a subject and to recognise it and to start putting cat- 382
322 4. Creating and promoting a collective identity
egories for events within the things that they were doing…We man- 383
aged to get the event strand within the subject benchmarks for QAA 384
323 The emergence of event management as a recognised occupation
(Quality Assurance Agency for Higher Education) (Interviewee 8). 385
324 in the UK is relatively new. As one key informant noted while provid-
386
325 ing an historical sketch of the development of the various representa-
AEME sought to legitimise their field further by emphasising voca- 387
326 tive associations:
tional relevance and, therefore, the employability of its graduates: ‘… 388
again we've done very well in terms of being at the top table with the in- 389
327 I mean the earliest one (trade or employer association) I think was
dustry associations’ (Interviewee 8). Arguably, this deflected attention 390
328 about 1914…when we focus particularly on professional associa-

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from its somewhat underdeveloped research base and limited invest- 391
329 tions, with an individual membership…you could probably say re-
ment in supporting that activity (there are no new journals supported 392
330 ally it's since 1970ish is when the first of these professional bodies

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by AEME, for example, or access to research grants or awards). 393
331 and societies was formed (Interviewee 2).
Working to develop links with practitioners can be seen as part of 394
332
a process of establishing a knowledge base and validating the utility 395

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333 Although the coherence of the sector remains contested, the
of their courses. It achieved the former by transferring the often tacit 396
334 term ‘event management’ as a signifier of a broadly congruent set
knowledge of practitioners to scholars who were then able to formalise 397
335 of occupational activities has gained currency with officials and
it in textbooks or simply via lectures. Further, utilising industry speakers 398

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336 practitioners in recent decades (see, for example, People 1st, 2010;
simultaneously compensated for a deficiency of research on, for exam- 399
337 www.eventsindustryalliance.com; www.eventsindustryforum.co.
ple, operational practice in events, while also offering a conspicuous 400
338 uk). The acceptance of a discourse that emphasises the distinctiveness

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demonstration of the usefulness of what was being taught. 401
339 of event management, a prerequisite for professionalization, has been
The relationships between academics and practitioners, and espe- 402
340 bolstered by two principal factors; the growth of event management ed-
cially those leading trade or professional associations, also served the 403
341 ucation and, to some extent stimulated by this and public sector tourism D
interests of practitioners by helping them to establish a coherent iden- 404
342 agencies, the collaboration of various representative associations.
tity, and perhaps especially, a linguistic clarity by promoting the term 405
343 For several of those interviewed, the most significant contributor
‘event management’. The following quotations highlight the symbiotic 406
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344 to creating an occupational identity was the conception and subse-
relationship: 407
345 quent proliferation of degree level courses in events management.
346 From a modest start in the mid 1990s, aggregate enrolments on un-
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Well I think that the first degree programme in event management 408
347 dergraduate event management programmes in the UK have come
was what brought even the terminology ‘event management’ to 409
348 to exceed those for the more established fields of tourism manage-
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people's awareness (Interviewee 2). 410

349 ment and hospitality management (Walmsley, 2011). The perceived 411
350 need for academic recognition by those universities at the vanguard
…at that stage (mid 1990s when courses in events management 412
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351 of this new wave of educational provision precipitated the creation

were beginning to emerge)…most of the associations we've men- 413
352 of a subject association – the Association for Events Management
tioned already did exist, so that was fine, they didn't necessarily 414
353 Education or AEME – in 2004. It adopted the following purposes:
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recognise an event industry at that stage and wouldn't necessarily 415

have been referring to the event industry; they'd be referring to 416
354 (a) To advance the education of the public in the subject of events events but not as an industry in its own right…so they've gone 417
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355 and event management. from the industry not existing to trying to get…accreditation 418
356 (b) To support and raise the profile of the event discipline through (Interviewee 8). 419
420
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357 the sharing of education and best practice.

358 (c) To provide a discussion forum for issues effecting (sic) event ‘Events’ in terms of the word, the usage, I resisted at first…(but) it 421
359 education and industry. acts as a holding word, because underneath it are conferences, 422
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360 (d) To establish communication opportunities between event stake- congresses, meetings, exhibitions, special events, corporate hospi- 423
361 holders. tality, product launches, festivals, the Olympic Games, the outdoor 424
business — a whole range of different event categories that need a
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362 (e) To encourage the development and dissemination of the event 425
363 management body of knowledge. whole range of skill sets…(Interviewee 4). 426
364 (f) To support, undertake and disseminate event research. 427
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365 (g) To encourage international exchange of ideas and best practice Nevertheless, and perhaps somewhat paradoxically, with the ex- 428
366 in events. ception of the emerging Institute of Events Management (IEM), al- 429
Q3 367 (AEME Constitution, 2004: 1). most all existing trade and professional associations still emphasise 430
a specialised interest. By way of illustration, The Association of British 431
368 Over the decade or so since its inception, these aspirations have Professional Conference Organisers (ABPCO) has a membership con- 432
369 been advanced by a variety of activities. Its contribution to scholarship stituency which is quite distinct from, for example, the Association 433
370 has been pursued via an annual conference and other ad hoc events. of Festival Organisers (AFO) (despite its name this is a trade association; 434
371 These have provided academics with opportunities to present research, there are no professional associations in the UK that relate to sports or 435
372 debate and engage in network-building on matters relating to knowl- cultural events). It is also striking that almost all key informants were 436
373 edge construction and pedagogy in this field (for a discussion of the sta- very clear that they could speak authoritatively about only one aspect 437
374 tus of the subject, see Getz, 2012; Thomas & Bowdin, 2012). of the sector. The following is typical: 438
375 In the context of debates on professionalization, AEME also fulfilled a
376 more significant role by promoting the new field and its interests with Let me try to answer the question…this is particularly relevant to 439
377 policy-makers in higher education. Following the lead of hospitality, the business event sector rather than cultural events and sporting 440

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 R. Thomas, H. Thomas / Tourism Management Perspectives xxx (2012) xxx–xxx 5

441 and leisure events. I wouldn't claim any great expertise in those benefit. Indeed, responses to questions on current strategies for pro- 505
442 areas (Interviewee 2). fessionalizing the occupation tended to elicit answers that suggested 506
444
443 The second factor that has contributed to promoting a sense of little certainty on future direction; related questions on the nature of 507
445 collective identity is Business Visits and Events Partnership (BVEP). professionalism were often seen as difficult even though they related 508
446 Set up with the assistance of the national tourism marketing organi- to the central claims of each organisation. One interviewee, for exam- 509
447 sation Visit Britain, it aims to provide ‘one voice’ on matters relating ple, noted that ‘I haven't got an off-pat answer about this (a definition 510
448 to planned events by incorporating the views of supplies, trade and of professionalism) and this conversation is making me realise I 511
449 professional associations and national tourism marketing organisations. should’ (Interviewee 7). For others, 512
450 It has promoted the value of events to the British economy via the
451 publication of high profile research reports and offered (non-financial) …professionalism really means being able to deliver the desired 513
452 support for the creation of the Institute of Events Management (IEM). product on time, on budget, and with the desired outcome, I would 514
453 The backdrop of significant local, regional and national public policy in- guess so, you know, if the desired outcome is a profit of ‘x’ amount, a 515
454 terventions that has emphasised the positive contribution of events to professional organisation will be able to say, this is what the out- 516
455 tourism (Foley et al., 2011; Smith, 2009) – ranging from support for come will be and deliver that outcome. (Interviewee 3). 517

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518
456 local food festivals to the Olympic and Commonwealth games – has
457 been a fertile ground for the promotion of event management as a dis- …so those people come away thinking – ‘Well, that was nice’ – so 519

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458 crete occupational category. not coming away just thinking – ‘Well, that was nice’ – but actually – 520
‘That was completely and absolutely worthwhile and that's what – 521
459 5. Current strategies: A case of corporate professionalization? and I can apply to my business’ (Interviewee 1). 522

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523
460 Low membership rates amongst the three professional associa- Examples of the construction and sharing of knowledge as a re- 524

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461 tions suggest that strategies for professionalization have largely failed source that is made available to commercial organisations via the pro- 525
462 in events. According to those interviewed, the Association of British fession (Kipping, 2011) is equally sparse. Most of those interviewed 526
463 Professional Conference Organisers (APBCO), the International Special could not, for example, articulate instances where processes were de- 527

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464 Events Society (ISES) and Meeting Professionals International (MPI) veloped by the association that had then become ‘best practice’. In- 528
465 have fewer than one thousand members between them; a tiny propor- stead, most of the examples of knowledge transfer that were cited 529
466 tion of those employed in the British event sector. On the basis of this were somewhat nebulous and centred on networking events. Only
D 530
467 evidence, the creation of associations does not inevitably result in the one interviewee pointed to a planning tool that was adopted widely 531
468 professionalization of occupations. Such a conclusion is ineluctable and several discussed the availability of accredited courses, though 532
469 when it is also noted that all three existing professional associations noting that take-up was very low. A typical response to a line of 533
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470 are closely associated with business-related events and there are none questioning on knowledge creation and transfer was: 534
471 concerned with other prominent parts of the event sector such as sports
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472 events and cultural events. I couldn't put my finger on anything in particular…so in real terms 535
473 A preliminary assessment of the strategies of these associations we do have as an association, we do have an influence over the 536
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474 shows that classic conceptions of professionalised occupations have way the events industry is governed and monitored, but I couldn't 537
475 been modernised in a manner that resonates with models of corpo- directly say that we've had specific influence over anyone in par- 538
476 rate professionalization. Each association is flexible in its approach to ticular (Interviewee 5). 539
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477 membership and seem prepared to accept a demonstration of knowl- 540

478 edge and competence that is situated rather than universal and demon- Unlike existing associations, the newly formed Institute of Events 541
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479 strated via experience rather than qualification, though the latter are Management (IEM) has what appears to be a more classic conception 542
480 seen as making a valuable contribution to the process of professionali- of a professionalised sector and adopts more traditional approaches 543
481 zation. Each association is international in orientation, an important to its professionalization. It anticipates, therefore, admitting only 544
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482 dimension of the model, with two being part of much larger international those who are qualified (though there is likely to be flexibility over 545
483 associations. MPI, for example, claims a worldwide membership of some how that term is interpreted) and will insist that members undertake 546
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484 21,000 in 86 countries and ISES has some 7000 members globally. ABPCO regular continuous professional development and subscribe to a code 547
485 is affiliated to a European federation of related organisations. of ethics. Some recognition of the work of existing associations may 548
486 Yet the prima facie analysis outlined above exaggerates the fit be- be given – such as accreditation for their courses – but the anticipation 549
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487 tween current theoretical explanations of successful professionalization is that the Institute becomes the professional association. The IEM may 550
488 strategies and the outlook and practices of the event associations. The grant ‘recognition’ status to those universities who provide ‘appropri- 551
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489 claims to legitimacy for the aspirant profession, for example, are rooted ate’ event management education and work with them to offer contin- 552
490 in market values but not as explicitly – or as forcefully – as might initially uous professional development programmes for practitioners. Such 553
491 be expected. ISES, for example, when advocating the use of its members programmes would draw on universities' contribution to the profes- 554
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492 rather than other suppliers emphasises their knowledge and ethical sion's body of knowledge. 555
493 stance rather than any resulting commercial benefits: An interesting aspect of the IEM's strategy is to lobby public sector 556
agencies at a British and European level so that when contractors are 557
494 ISES members are constantly learning about new trends, new ideas, sought, opportunities should only be available to professional event 558
495 and new technologies. This happens both at the chapter level managers: 559
496 through monthly chapter meetings, and at the international level
497 through the Conference for Professional Development, ISES publica- I've already had this discussion at a European level because when 560
498 tions, industry research, and more….(and) all members of ISES sub- the European Commission goes out with RFPs (Request for Pro- 561
499 scribe, in writing, to the ISES Principles of Professional Conduct and posals) for event organisers it puts down that a PCO (professional 562
500 Ethics (www.isesuk.org/page.cfm/Link=53/t=m/goSection=4). conference organiser) has to have this and this and this. I said 563
501 ‘Well, if you don't recognise a PCO professionally, legally, then 564
502 Market values do form part of the discourse but there is little evi- how on earth can you put that a PCO must be this, that and the 565
503 dence of having strategies in place to convince potential employers or other?’ So this is what is so important, actually, is that legal and 566
504 clients of the need to employ or engage members for commercial professional recognitions at both national and European…because 567

Please cite this article as: Thomas, R., & Thomas, H., What are the prospects for professionalizing events management in the UK?, Tourism
Management Perspectives (2012), http://dx.doi.org/10.1016/j.tmp.2012.11.005
 6 R. Thomas, H. Thomas / Tourism Management Perspectives xxx (2012) xxx–xxx

568 that is the key thing. I mean one of the things, and I'm very fortu- professional development will be prominent, and licensing for public 632
569 nate to have lots of inroads now to government (Interviewee 4). sector events will be promoted. In neo-liberalised economies such as 633
571
570 The likely outcome of these approaches has not been tested at the the UK, it seems unlikely that the classic approach will lead to a regulat- 634
572 elevated policy-making circles referred to above but evidence from ed sector associated with occupational closure. In the IEM's case, there is 635
573 those at the level of British local government do not suggest that a also little sense of how to engage the private sector in a manner that is 636
574 high degree of optimism on the part of IEM is appropriate at the mo- different from existing associations (whom it expects to complement 637
575 ment. Indeed, relationships with associations are ‘developing slowly and replace). Indeed, the indications are that the IEM will not be seen 638
576 and we have made some connections with…(a list of trade associa- as having significant market value by commercial event organisations. 639
577 tions; professional associations do not feature at all) (Interviewee 9). In light of these findings, it is hard to imagine a professionalised event 640
578 Moreover, employer support seems equivocal: management sector in the UK in any meaningful sense. 641
Those theorising professionalism have been long emphasised that 642
579 We're very supportive of it (IEM) but at the moment it's a mission there is nothing inevitable about the way in which occupations be- 643
580 of one person who's got a…I mean, I don't know where she gets come professionalised. Even in established professions, the location 644
581 the energy to actually keep this alive but if all the universities got to- of occupational boundaries and the power-relations between profes- 645

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582 gether in a room and formed an institute and supported an institute sional, user/client and employer are only two key factors which are 646
583 and all the various organisations in our industry supported the insti- constantly being struggled over and re-negotiated. Such struggle is 647

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584 tute then it would happen, just like the CIM (Chartered Institute of predicated upon enough shared identity amongst those working in an oc- 648
585 Marketing) or the Marketing Institute or, you know, other institutes, cupation to allow them to at least begin to mobilise the resources which 649
586 Chartered Institute of Accountants or whatever they are, then it would have been shown to be critical to securing benefits for major professions. 650

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587 happen. The problem is that there are too many…(Interviewee 3). In the case of British event management, there appears to be no wide- 651
588
spread sense of a shared identity and, consequently, there is little basis 652
589 (Do you find the case for the IEM particularly persuasive?) No. Not for even beginning to mobilise resources in support of professionalization. 653

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590 particularly, no. Because you've actually given me another individ-
591 ually based organisation so I've now got MPI, ISIS, and the Institute
7. Uncited references 654 Q4

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592 of Event Management and personally I want fewer better. I keep
593 saying that. That to me, I personally, this is (name of interviewee
Elsaka, 2005 655
594 deleted), you need to check but I think probably that's the feeling of
Hampton and Hampton, 2004
D 656
595 (deleted name of the association). Without breaking confidences I
Pattison et al., 2010 657
596 mean, of course, around the (deleted name of the association) board
Suddaby and Viale, 2011 658
597 table we've talked about the Institute of Events Management…and
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598 we just don't know what it is. We're saying well it has been mooted
599 for ages. Why not use…what's wrong with the Chartered Institute References 659
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600 of Marketing for example? We're part of marketing. Why not graft Association of Events Management Education (AEME) (2006). Identifying and analysing 660
601 us in as part of that? (Interviewee 6). existing research undertaken in the events industry: A literature review for People1st. 661
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602 London: People 1st.

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605 associations related to event management in the UK have largely failed to and value of Britain's events industry, its characteristics, trends, opportunities and key 669
606 deliver the obvious outcomes of professionalization. Membership rates issues. London: BVEP. 670
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607 are low and there a few reasons to suppose that there will be significant
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608 growth in the foreseeable future. Indeed, even though there has been a Cherry, G. (1974). The evolution of British town planning. Leighton Buzzard: Leonard Hill. 673
609 transformation in the number of graduates in event management over Elsaka, N. (2005). New Zealand journalists and the appeal of ‘professionalism’ as a 674
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610 the past decade, there is little evidence to suggest that they are turning
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615 to detect elements, such as a concern with commercial practice and and work in events and conventions: A research perspective (pp. 75–89). Walingford: 682
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621 the value of appointing ‘professionals’ (members of the associations) Hampton, G. M., & Hampton, D. L. (2004). Relationship of professionalism, rewards, 690
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704 Meeting Professionals International (MPI) (2011). 2011 — The year events get smart. Walmsley, A. (2011). Report on hospitality, leisure, sport and tourism higher education in 745
705 Dallas: MPI. the UK, 2011. Oxford: The higher education academy — Hospitality, leisure, sport 746
706 Middlehurst, R., & Kennie, T. (1997). Leading professionals. Towards new concepts of and tourism network. 747
707 professionalism. In J. Broadbent, M. Dietrich, & J. Roberts (Eds.), The end of the Watkins, J. (1999). Educating professionals: The changing role of UK professional asso- 748
708 professions? The restructuring of professional work (pp. 50–68). London: Routledge. ciations. Journal of Education and Work, 12(1), 37–56. 749
709 Muzio, D., Hodgson, D., Faulconbridge, J., Beaverstock, J., & Hall, S. (2011). Towards cor- Ziakas, V. (2010). Understanding an event portfolio: The uncovering of interrelation- 750
710 porate professionalization: The case of project management, management consul- ships, synergies and leveraging opportunities. Journal of Policy Research in Tourism, 751
711 tancy and executive search. Current Sociology, 59(4), 443–464. Leisure and Events, 2(2), 144–164. 752
712 Muzio, D., & Kirkpatrick, I. (2011). Introduction: Professions and organisations — A
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713 conceptual framework. Current Sociology, 59(4), 389–405.
714 Noordegraaf, M. (2011). Remaking professionals? How associations and professional
715 education connect professionalism and organisations. Current Sociology, 59(4), Rhodri Thomas is a professor of Tourism and Events Policy
716 465–488. at the International Centre for Research in Events, Tourism
756
717 Oxford Economics (2012). The economic impact of the UK exhibitions industry. Oxford: and Hospitality (ICRETH), Leeds Metropolitan University,
757
718 Oxford Economics. UK. His research interests are in the broad area of public pol-
758
719 Pattison, S., Hannigan, B., Pill, R., & Thomas, H. (Eds.). (2010). Emerging values in health icy, notably in the context of business behaviour. He is the
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720 care: The challenge for professionals. London: Jessica Kingsley. editor of the Journal of Policy Research in Tourism, Leisure
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721 People 1st (2010). 2010 labour market review of the events industry. London: People 1st. and Events and sits on the editorial boards of seven interna-
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Richards, G., & Palmer, R. (2010). Eventful cities: Cultural management and urban tional journals including Tourism Management Perspectives.
723 revitalisation. Oxford: Butterworth-Heinemann. Rhodri has recently been re-appointed to the Economic and
763
724 Rogers, T. (2008). Conferences and conventions — A global industry (2nd ed.). Oxford: Social Research Council's (ESRC) Peer Review College.
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725 Butterworth-Heinemann.
726 Sheldon, P. J. (1989). Professionalism in tourism and hospitality. Annals of Tourism 766
727 Research, 16(4), 492–503.
728 Shepley, C. (2003). Great future for the RTPI. Town and country planning.

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729 Silvers, J. R., Bowdin, G. A. J., O'Toole, W. J., & Nelson, K. B. (2006). Towards an interna- 767
730 tional event management body of knowledge (EMBOK). Events Management, 9,
731 185–198. Huw Thomas is a reader at the School of Planning and
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732 Smith, A. (2009). Spreading the positive effects of major events to peripheral areas. Geography, Cardiff University, UK. He has a long-standing
733 Journal of Policy Research in Tourism, Leisure and Events, 1(3), 231–246. interest in professionalism within planning and other occu-
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734 Smith, A. (2012). Events and urban regeneration: The strategic use of events to revitalise pations. A particular interest is the role of value-discourse
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cities. Abingdon: Routledge. in professional life and in public policy more generally. A
736 Suchman, Lucy (2000). Making a case: ‘Knowledge’ and ‘routine’ work in document pro- current pre-occupation is the future of professional educa-
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737 duction. In P. Luff, J. Hindmarsh, & C. Heath (Eds.), Workplace studies (pp. 29–45). tion at a time of crisis for UK universities, a topic which he
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738 Cambridge: Cambridge University Press. is exploring in a cross-disciplinary group from a number of
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739 Suddaby, R., & Viale, T. (2011). Professionals and field-level change: Institutional work D British universities.
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740 and the professional project. Current Sociology, 59, 423–442. 777
741 Thomas, R., & Bowdin, G. (2012). Events management research: State of the art (editorial). 778
742 Event Management, 16(2), 103–106.
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743 Thomas, R., & Thomas, H., (in press). ‘Hollow from the start’? Professional associations
Q5 744 and the professionalisation of tourism in the UK. The Service Industries Journal.
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Please cite this article as: Thomas, R., & Thomas, H., What are the prospects for professionalizing events management in the UK?, Tourism
Management Perspectives (2012), http://dx.doi.org/10.1016/j.tmp.2012.11.005