Collaborative capacity to develop an events portfolio within a small island development state: the Cook Islands

Abstract

ABSTRACTThis paper develops a framework for understanding and assessing collaborative capacities associated with developing an events portfolio within a small island developing state. The three key features of the collaborative capacity framework are network structure, tie strength and collaborative inertia. We conducted interviews with participants from various government departments, agencies, industry associations, sport organizations, community groups, event organizations and the private sector (e.g. accommodation, transportation, retail and travel agency). Key themes to emerge include calls for an events-focused government agency and a more strategic approach to events, political interference, an undefined network structure, and little or no structural, administrative or institutional links. Collaborative inertia was underpinned by poor private–public sector collaboration, cliques and negative attitudes. Concerns about reliability and competence-based trust were also noted, but corruption was not a great concern. Loss of control, transaction costs, role ambiguity, competition and conflicts of interest also constrained collaborative capacity.