ABSTRACT
This chapter focuses on how learning can take place as part of the process of staging an event; how current learning methods and mechanisms are applied in the case of the Olympic Games. It identifies how host public sector actors are missing a learning opportunity as major stakeholders. The Barcelona 1992 Olympic Games were a watershed moment for the concept of Olympic legacy. Knowledge legacy should be considered a key asset for public policy development and event knowledge management should be crucial for accountability, improvement, and learning in the host city. The International Olympic Committee (IOC) knowledge management model provides an excellent example of an intensive learning process between the event organiser and the event owner, as well as within the event organising committee. Investing in Olympic Knowledge management capitalises on existing knowledge, contributes to developing event memory and is a key asset for the organisation of future events.
