Utilizing events for placemaking of precincts and main streets: Current state and critical success factors
Abstract
Events have been well-recognized for their economic and social benefits; however, their broader effect on regenerating urban space and placemaking has not been duly examined. Using the community capitals framework, this study aims to address this gap by exploring how events are used for placemaking of main streets and precincts, and the critical success factors (CSFs) of placemaking through events. Semistructured interviews were conducted with local councils and business associations who are responsible for the development and management of significant precincts and main streets in Adelaide, Australia. Findings indicate that events effectively assist in placemaking of precincts and main streets not only through economic development and improving place identity but also by creating positive community changes through place activation and social capital and community capacity development, which have the capacity to deliver more enduring benefits of placemaking. Four CSFs are identified in placemaking of main streets and precincts through events, namely active engagement and collaboration; a good fit; strategic event concepts; and a holistic placemaking plan. Based on the study findings, practical recommendations for planners and practitioners about the effective use of events for placemaking are provided.
RAS ID
43694
Document Type
Journal Article
Date of Publication
3-9-2022
Volume
26
Issue
2
School
School of Business and Law
Copyright
subscription content
Publisher
Ingenta
Recommended Citation
Son, I. S., Krolikowski, C., Rentschler, R., & Huang, S. (2022). Utilizing events for placemaking of precincts and main streets: Current state and critical success factors. DOI: https://doi.org/10.3727/152599521X16106577965044
Comments
Son, I. S., Krolikowski, C., Rentschler, R., & Huang, S. S. (2022). Utilising Events for Placemaking of Precincts and Mainstreets: Current State and Critical Success Factors. Event Management, 26, (2), pp. 223-235(13). https://doi.org/10.3727/152599521X16106577965044