Event is something that an increasing number of Swedish cities are investing in since it contributes to higher attractiveness of cities and generate economic revenues. New arenas are built around Sweden to meet the increasing demands to host such events. Event projects are carried out in Sweden and it is important that the planning phase is carried out thoroughly to get a successful project. This thesis aims to look more closely at selected organizations and how they plan their projects and whether it is possible to follow project plans in the event projects. Karlstad has many events that recur annually, including the Swedish Rally. The city is investing a lot in events of various kinds, and is currently building a new arena to further enhance Karlstads image as a city with many big events. The organizations that have been studied are: Visit Karlstad, the conference department at Karlstad University, HotSpot and the event organization department at the municipality of Karlstad. All of these organizations work with event in some form. The organizations have been researched by an interview process to chart their way to work on projects and their event planning process. Event is a word that is very popular today and the definition of this concept is of varying nature. Thus, there is no recognized definition of events, which further complicates the use of it. In this thesis, the concept of events has been used as a generic term that includes events, meetings, fairs, congresses, conferences and sports competitions. This is to facilitate for the reader when the use of the term has been found in the studied literature as well. Planning an event project is more complex than planning a traditional project since the implementation occurs at the same time as the event is being submitted to the client. The planning phase can be seen as particularly important in event projects. If the event project is not planned carefully, it is difficult to have time to clear all the parts before it is time for implementation. Thesis results show that decisions are taken at an early stage in event projects which may affect the outcome of the event. For example, hotel rooms need to be booked if the customer chooses to go through with the event. The timeframe is also a distinctive part of the planning of an event since the event can´t be implemented one day later than specified. The planning phase of an event project can be divided into two parts; where one part is linked with the feasibility study. Part two in the planning phase can begin only when the decision comes from the customer. In addition, each event is unique, which suggests that it should be performed as a project, leading to that the planning must be adapted along the customer's wishes and requirements.

Ideellt arbete pågår! Det ideella arbetet har ett stort ekonomiskt värde och arbetet är betydelsefullt för de mindre föreningarnas möjligheter att bedriva en verksamhet. Föreningarna är beroende av att föräldrar engagerar sig i föreningens arbete. Stora delar av de ideella föreningsinsatserna sker genom att anordna olika evenemang. Evenemangen är ekonomiskt viktiga för de mindre idrottsföreningarna då de är ett sätt att säkerställa verksamhetens inkomst. För att effektivisera arbetet och kvalitetssäkra evenemanget behöver föreningen ta tillvara på de erfarenheter och den kunskap som bildas under evenemanget. Det är även viktigt att det sker en kunskapsöverföring till kommande projekt. Fem intervjuer och en enkätundersökning har genomförts med personer som har erfarenhet av att arbeta ideellt i en mindre idrottsförening. Resultatet av djupintervjuerna visar att de mest frekventa faktorerna som påverkar kunskapsöverföringsprocessen är tid, rollfördelning och rutiner. Faktorerna påverkar i olika grad och resultatet tyder på att det är den tysta personliga kunskapstypen som är den dominerade kunskapstypen bland mindre idrottsföreningar. Faktorerna skapar möjligheter och underlättar kunskapsöverföringen genom att individer känner delaktighet och självständighet. Förutom att faktorerna möjliggör att kunskap förs vidare till kommande projekt bidrar de till att det uppstår hinder i processen. Hindren åskådliggörs genom avsaknad av rutiner, otillräckliga rutiner eller tidsbrist. Studiens resultat lyfter fram den paradox som uppstår när föreningarna effektiviserar sin verksamhet genom att bli allt mer företagslika i sina arbetsformer, organisation och struktur i syfte att minska den ideella arbetsinsatsen. / In the Swedish sports clubs non-profit work is in progress. Much of voluntary work in the smaller sports clubs is done by organizing events. The events are important for securing income. Event Project generates a large amount of knowledge that needs to be transferred to following projects to ensure quality. Five interviews and a questionnaire were carried out, with people, who work in small sports club as volunteers. The results of the interviews show that the most common factors affecting knowledge transfer in smaller sports are time, roles and routines. These factors affect knowledge transfer to different degrees but the result show that it is the individual’s knowledge transfer abilities which is the strength of the small sport clubs. These factors help people participate and feel more auto-nomous, but they can also result barriers to knowledge transfer. People organizing these events develop invaluable knowledge, which needs disseminating to further projects. The study results highlight the paradox that arises when unions are trying to reduce labor input by streamlining.

<p><p>Two organizations with different frequency on their events have been researched by deep interviews and an observation. The examined organizations are Löfbergs Lila Arena and Karlstad Grand Prix.</p><p>The traditional event organization primarily focuses on solving problems and delegating tasks during their meetings. And can therefore be seen as single loop learning. This leads to a situation where problems are being solved individually and the organization becomes very dependant on certain persons.</p><p>The more process oriented event organization discuss their problems and tries to find the source of the problem. This implies that they use double loop learning and become less dependant on a specific person, rather the position.</p>The tourism industry is one of the fastest growing industries in Sweden. Events are a contributing part of this growth. The purpose of this paper is to examine how the transfer of experience differs between a traditional event organization and a more process oriented one.</p>

Two organizations with different frequency on their events have been researched by deep interviews and an observation. The examined organizations are Löfbergs Lila Arena and Karlstad Grand Prix. The traditional event organization primarily focuses on solving problems and delegating tasks during their meetings. And can therefore be seen as single loop learning. This leads to a situation where problems are being solved individually and the organization becomes very dependant on certain persons. The more process oriented event organization discuss their problems and tries to find the source of the problem. This implies that they use double loop learning and become less dependant on a specific person, rather the position. The tourism industry is one of the fastest growing industries in Sweden. Events are a contributing part of this growth. The purpose of this paper is to examine how the transfer of experience differs between a traditional event organization and a more process oriented one.