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Literature Review: The Theme of Team Performance in the Events Industry

With a CAGR of 11.2% between 2021 and 2028, the events industry is projected to grow from its 2019 valuation of $1,135.4 billion to $1,552.9 billion (Dinesh, Roshan, and Aniket, 2022). These statistics indicate that the industry is expanding, which bodes well for its future. Festivals, black-tie parties, concerts, exhibits, conferences, seminars, and other large- and small-scale business and private events are all part of the events industry, often known as the event management industry. Critical to the success of any industry is the contribution of new ideas through the critical examination of key issues facing the industry. Filling these gaps through research and literature review may be fruitful for the researcher and the field.

The theme chosen for this literature review is team performance in the events industry. The literature review examines the application and impact of team performance in the events industry. This study is a qualitative thematic literature review. In order to better comprehend ideas, perspectives, and experiences, qualitative researchers often gather and analyse information that cannot be reduced to numbers (Busetto, Wick, and Gumbinger, 2020). Researchers use this strategy to learn about a topic and develop new research questions. This review will examine the information to find recurring themes, concepts, and interpretations about team performance in the events industry. The review also uses secondary research as the source of data. The primary goals of secondary research are often to summarise, compile, and synthesise previously conducted research.

Literature Review

This literature review section is divided into various sections for adequate review and analysis. The first section describes team performance in general. This section is followed by a review of the theme of team performance in the events industry. The review also considers how teamwork improves team performance and concludes by suggesting areas for future research.

Understanding Team Performance

Numerous scholars have delved into the vast research of team performance. Previous studies have linked elements including company culture, performance encouragement of employees, and the physical setting of the workplace to better team output (Paais and Pattiruhu, 2020). Several models have also been used in the past literature to examine the metrics related to a team’s performance. According to the literature, teams perform better when their leaders and team are optimised for optimal performance.

According to the available research, there are a significant number of organisational benchmarks that may be used in order to evaluate the performance of the team. According to Van Eerde’s (2015) research on the performance of teams and how it relates to incentive systems, teams with friendly and outgoing members performed well when placed in a competitive environment. He also discovered that some individuals in the team who did not perform as well as others were motivated by a reward system. Similarly, according to Berg and Holtbrügge’s (2010) research on the performance of global teams, many essential aspects need to be considered in a scenario like this one. One of these factors is cultural homogeneity.

Team Performance in the Events Industry

The importance of team performance to the overall success of an organisation or company cannot be overstated in the events industry. Giudici and Filimonau (2019) contend that the event management industry is dynamic, with new forms of entrepreneurial professionalism continuously developing. Employees in this industry have more leeway and responsibility in their day-to-day work while being subject to a high degree of occupational regulation. Due to the collaborative teamwork of an event management firm’s work, employees have a shared sense of authority. One example of this teamwork is allocating responsibilities to staff and negotiating rates with vendors (Giudici and Filimonau, 2019).

For instance, the importance of working together as a team in hotel event management has grown. The widespread usage of teams has altered how businesses operate, making it possible to do a substantial amount of labour in a brief time. Because of this, prospective investors will find the sector more desirable (Koseoglu et al., 2020). According to Patiar and Mia (2015), most tasks in events management companies take more than one person’s worth of expertise and skills to execute. Thus, the event management industry has opted to employ high-performance teams to solve complex problems, carry out duties, and satisfy more particular consumers. In order to construct efficient teams, hotels of today, for instance, use the input-process-output (IPO) paradigm, especially in their events management departments. The IPO model, as described by Aubke et al. (2014), specifies a company’s essential input and process characteristics that are paramount in developing efficient teams. When assembling its events management teams, the Australian-based Canberra Hotels, for example, consider factors like the cognitive capacity of team members, the complexity and kind of jobs, and the like. For their teamwork operations, they take after four models: clarifying roles, establishing objectives, addressing problems, and fostering positive relationships (Aubke et al., 2014).

Management has also incorporated the rising importance of teamwork and teams into events. According to studies, event companies often use participatory management, emphasising the importance of solid teams, increased performance, and contented employees. Since event companies realise that more employee participation yields synergies, they repeatedly encourage teamwork across all levels of business, with a particular focus on event management (Sucher & Cheung, 2015). A meaningful and demanding event is an essential aspect of good teamwork operation. The overarching team fosters a sense of camaraderie for improved performance (Sucher and Cheung 2015). The leadership of these companies recognises that productive teams are crucial to their success.

In addition, many businesses in the events industry place a premium on having cohesive teams at events to foster better interpersonal connections and elucidate the team of everyone involved. Businesses use team-building exercises to address interpersonal problems and duties that may otherwise disrupt operations. The companies rely on these systems to help them get the job done, realise their objectives, and fulfil regulatory mandates. According to Tan, Hussain, and Murali (2014), team building is vital in the events sector since it allows various teams within an organisation to adjust their team competencies, compositions, and settings to increase performance. The authors also claim that the practice of executive development promotes the establishment of high-functioning teams that improve organisational performance.

According to Hossain, Kannan, and Raman (2021), most event companies are putting resources into building high-performing teams. The ultimate team goal is always to create a culture of shared purpose and triumph. The leaders of these groups have faith that their teams can accurately assess their commitment and collective objectives. Companies may thus motivate their employees to work better by providing them with opportunities for personal performance and team through various programmes and events. Hossain, Kannan, and Raman (2021) explain that teams become more determined to contribute to the organisation’s success as a result. The authors also remark that the team promotes regular contact between individuals who share interests and values.

Sucher and Cheung (2015) argue that dependency is essential to a team’s performance. According to their findings, a team makes people feel more responsible for one another, and the success of a project depends on the efforts of every individual involved. It is also pointed out that team members should feel compelled to assist one another when confronted with difficulties. Similarly, these teams allow for preemptive discussion of problems members face and the provision of essential support. The research by Sucher and Cheung (2015) showed that the team’s performance and morale benefited from the team-building measures implemented by the event planning and support firms.

Interventions in team building have also been linked to improved organisational performance, as noted by Tan, Hussain, and Murali (2014). Based on their findings, businesses that invest in effective methods for building teams may positively affect their bottom lines. However, the research found that teams may function at their best when the proper mechanisms for relying on one another are in place. Further, it acknowledges that leaders play a crucial role in building long-term support systems that boost team performance. The study’s authors also suggested that event planning businesses may boost team performance by raising participants’ level of shared understanding of the mission at hand (Tan, Hussain and Murali 2014). Teams must collaborate to choose appropriate measures, assign responsibilities, and set objectives.

How Teamwork Improves Team Performance

The impacts of teamwork on all types of organisations have been studied extensively. However, there is a lack of study on the advantages of teamwork for enhancing performance in the events industry. Teamwork is widely acknowledged as a core tenet of current management philosophies because of the widespread adoption by organisations that need employees to complete tasks in teams. Manzoor et al. (2011) note that top executives from many organisations have come to appreciate the value of solid teamwork in today’s cutthroat business climate. They claim that working in teams may aid management in improving worker performance.

Managers, as explained by Manzoor et al. (2011), favour assigning tasks within the context of teams to foster each team’s holistic learning and improvement. They also assert that the organisation’s total productivity rises when working in teams and is encouraged by upper management (Manzoor et al., 2011). Teamwork is also seen as an effective learning strategy because it facilitates communication, problem-solving, and the growth of individuals and the group’s capacity to work together. Incorporating social experience within a team setting, these characteristics of teamwork develop and expand knowledge (Klaic, Burtscher and Jonas, 2020). Creating productive bonds between team members is often cited as a driving force for the decision to establish a team. As a result, teams are essential to the functioning of most organisations today.

Research Gaps

Additional studies into the connection between interpersonal communication and team effectiveness may develop valuable models and suggestions for future application. In the events organising and management field, there is limited available research on the relationship between the efficiency of teams and their corporate communication.


This review of the relevant literature highlights the significance of team performance in the event organising and planning industry. Employees in the event management industry are often organised into teams to increase their chances of success. Due to the nature of events, event management firms rely heavily on teamwork at all stages of the team, from brainstorming and team through logistics and follow-through, and finally, administration and team service. The success of events depends on the level of coordination between the many teams involved. An organisation’s team performance may be boosted by implementing efficient mechanisms for forming and organising teams. A company’s success is directly tied to the strength of its teams because solid teams foster trust and camaraderie among its members and foster an optimistic culture inside the team. Independence, achieved by establishing distinct functions within the team, is essential to effective performance. This review has also shown that everyone’s efforts are essential to an event management’s company success and that this has helped foster a culture of responsibility among team members. Clarity also improves team collaboration, which is crucial for tackling complex problems. The connection between interpersonal communication and team effectiveness is also highlighted as a good subject for further study.


Aubke, F, Wöber, K, Scott, N & Baggio, R. 2014, ‘Knowledge sharing in revenue management teams: Antecedents and consequences of group cohesion. International Journal of Hospitality Management, 41, pp.149-157.

Berg, N & Holtbrügge, D 2010, ‘Global teams: A network analysis’, Team Performance Management: An International Journal, vol. 16, no. 3/4, pp. 187-211.

Busetto, L., Wick, W. and Gumbinger, C., 2020. How to use and assess qualitative research methods. Neurological Research and practice, 2(1), pp.1-10.

Dinesh, T; Roshan, D; Aniket, K, 2022: “Events industry size, share & statistics: Growth forecast, 2028”. Allied Market Research. Retrieved am 01.11.2022 from,The%20events%20industry%20size%20was%20valued%20at%20%241%2C135.4%20billion%20in,%2C%20education%2C%20and%20sports%20sectors.

Giudici, M. and Filimonau, V., 2019. Exploring the linkages between managerial leadership, communication and teamwork in successful event delivery. Tourism management perspectives, 32, p.100558.

Hossain, M.S., Kannan, S.N. and Raman Nair, S.K.K., 2021. Factors influencing sustainable competitive advantage in the hospitality industry. Journal of Quality Assurance in Hospitality & Tourism, 22(6), pp.679-710.

Klaic, A., Burtscher, M.J. and Jonas, K., 2020. Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality. Journal of Occupational and Organizational Psychology, 93(4), pp.942-966.

Köseoglu, M.A., Altin, M., Chan, E. and Aladag, O.F., 2020. What are the key success factors for strategy formulation and implementation? Perspectives of managers in the hotel industry. International Journal of Hospitality Management, 89, p.102574.

Manzoor, S.R., Ullah, H., Hussain, M. and Ahmad, Z.M., 2011. Effect of teamwork on employee performance. International Journal of Learning and Development, 1(1), pp.110-126.

Paais, M. and Pattiruhu, J.R., 2020. Effect of motivation, leadership, and organisational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics and Business, 7(8), pp.577-588.

Patiar, A., & Mia, L. (2015). Drivers of Hotel Departments’ Performance: Evidence From Australia. Journal of Human Resources in Hospitality & Tourism, 14(3), 316-337.

Sucher, W. and Cheung, C., 2015. The relationship between hotel employees’ cross-cultural competency and team performance in multi-national hotel companies, International Journal of Hospitality Management, no. 49, pp. 93-104.

Tan, A.L., Hussain, K. and Murali, S., 2014. Antecedents affecting employee service recovery performance in five star hotel. Australian Academy of Business and Social Sciences, pp. 1-17.

Van Eerde, W. (2015). Motivation and reward systems. Wiley encyclopedia of management, 1-4.


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