Organizational Power and the Management of a Mega-Event: The Case of Sydney 2000

Abstract

The organization of a mega-sport event such as the Olympic Games is a complex task involving a multitude of individuals and stakeholder groups. In 2000, Australia’s largest city, Sydney, staged the Summer Olympic Games. The agency given primary responsibility for these Games was the Sydney Organizing Committee for the Olympic Games (SOCOG). Two additional organizations also played a central role in the management of the event: the Australian Olympic Committee and the New South Wales Government. This paper explores the role played by the host national Olympic committee as a key Olympic stakeholder in the organization of the Olympic Games. The research highlights, that organization of a mega-project, such as the Olympic Games, is not only the result of recent developments but also of countless social and organizational figurations that developed over many years prior to the winning of a bid to stage the event.