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Events and Tourism Review Vol. 1 No. 1 (December 2018), 4 -12, DOI: 10.18060/22833 

Copyright © 2018 Jonathon Day. 

This work is licensed under a Creative Commons Attribuion 4.0 International License. 

 

Events and Tourism Review 
 

Volume 1 

 

No. 1 

 

 

Challenges for MICE Sustainability: Complexity and Changing 

Adaptative Systems 
 

Jonathon Day                     

Purdue University                                                                

 
  

 

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Day, J. (2018) / Events and Tourism Review, 1(1), 4 -12.        5 

 

 
Events and Tourism Review Vol. 1 No. 1 (December 2018), 4-12, DOI: 10.18060/22833 

Copyright © 2018 Jonathan Day 

This work is licensed under a Creative Commons Attribution 4.0 International License. 

 

 

Abstract 

 

The Meetings, Incentives, Conventions and Exhibitions (MICE) sector has been a 

leader in the adoption of sustainability practices but challenges remain. This paper addresses 

several of the challenges facing MICE as it works to become more sustainable. The paper 

examines the complexity of operationalizing sustainability in a way that supports ongoing 

performance management. The paper also outlines the usefulness of systems thinking when 

considering MICE, a complex, adaptive system (CAS), and examines the implications of this 

approach when seeking to support change toward sustainability in both components of the 

system and in the system as a whole.   

 

Keywords: Sustainability, Systems Thinking, Meetings and Events, Complexity 

 

Introduction 

 

The world faces a range of significant challenges, and sustainability is one of the great 

issues of the twenty-first century. The meetings, incentives, conventions, and exhibitions (MICE) 

sector has been a leader in responding to the challenges of sustainability, but much work remains 

to be done (Park & Boo, 2010). Ensuring the MICE sector is sustainable is of concern to a broad 

range of stakeholders. Within the MICE sector sustainability is a high priority for companies 

with the MICE supply-chain and other key stake-holder groups (Mykletun, Bartkeviciute, & 

Puchkova, 2014). Consumers are also concerned about the sustainability of meetings. A recent 

global study of millennials (Fenich, Scott-Halsell, Ogbeide, & Hashimoto, 2014) showed a 

concern for sustainability and that sentiment is held by other components of the market 

(Leibowitz, 2018 ).  

Understanding the factors associated with changing a complex, dynamic, adaptive system like 

the MICE sector is an important starting point for improving sustainability performance. The 

purpose of this article is to highlight both the complexity of operationalizing sustainability in the 

MICE sector and need for systems approaches to improve the sustainability of the sector.  

 

Defining and Operationalizing Sustainability  

 

One of the first challenges in addressing sustainability is determining a meaningful 

definition of the term. While “sustainability” has been criticized as a meaningless jargon term by 

some in the popular press (AdAge, 2010; Lammers, 2011), there is a growing consensus in 

research that definitions of sustainability incorporate a strategic perspective (WCED, 1987) and 

an optimizing of the often competing priorities of the triple bottom line (TBL) (Elkington, 1997). 

The TBL is a commonly applied heuristic for considering the trade-offs in development. It 

borrows the concept of the “profit and loss” sheet from accounting and proposes that 

development should consider the net impacts – positives less negatives – of actions from three 

perspectives: environment, economy, and social/human. There is a growing awareness of the 

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Day, J. (2018) / Events and Tourism Review, 1(1), 4 -12.        6 

 

 
Events and Tourism Review Vol. 1 No. 1 (December 2018), 4-12, DOI: 10.18060/22833 

Copyright © 2018 Jonathan Day 

This work is licensed under a Creative Commons Attribution 4.0 International License. 

 

trade-offs required to achieve goals within each of these domains (Lu & Nepal, 2009) and 

recognition that stakeholders, even those committed to sustainability, may hold different 

opinions on what constitute reasonable balances in the TBL.  

While this general definition of sustainability may be conceptually easy to grasp, the 

operationalization and performance management of sustainability, specifically in tourism and the 

meetings sector, requires the management of a variety of actions. Performance management of 

sustainability is complex (Day, 2016) for a number of reasons including the number of possible 

actions required, the varying processes for prioritizing actions and the number of actors in the 

process. Each of the domains of sustainability performance – environmental, social, and 

economic – require actions to be undertaken and for their performance to be managed over time. 

An important field of study in sustainability, including sustainability in tourism and in the MICE 

sector specifically, has focused on what should be done (criteria) and how it should be measured 

(indicators). The range of activities is considerable. For example, the Global Reporting Initiative 

(GRI), a framework for businesses to report their sustainability efforts used by many hotel 

companies, identifies 46 aspects in the three broad categories of the TBL that must be measured 

and managed (GRI, 2013). The Global Sustainable Tourism Council (GSTC) hotel guidance 

includes 26 criteria and 168 indicators (GSTC, 2016). Destinations, the locations in which MICE 

take place, face similarly comprehensive sets of actions and performance indicators. Although 

there remains continuing discussion and refinement of the criteria and indicators (Measuring 

Sustainable Tourism: A Call to Action, 2017), there appears to be increasing consensus on a core 

set of activities common to most guidelines.  

A factor that adds to the complexity of implementing sustainability programs is that, 

while a common set of indicators are emerging, the salience of the indicators to a specific 

business or location is contingent on a variety of factors. As such, there is variation between 

businesses and other entities as to which activities they will undertake to achieve their 

sustainability goals. In the meetings and events sector, while some research has addressed a TBL 

approach to event sustainability (Andersson & Lundberg, 2013), much attention has focused on 

environmental sustainability (Boggia, Massei, Paolotti, Rocchi, & Schiavi, 2018). For example, 

the Accepted Practices Exchange (APEX) Green Meeting Standards focus on environmental 

issues. The priorities of different types of stakeholders must also be considered in the 

operationalization of sustainability programs across the MICE sector. The APEX Green Meeting 

Standards recognize the contribution of different actors to the system and provide specific 

guidance to a variety of types of organizations including destination marketing 

organizations/local government (destinations), exhibits, transportation, audio visual production, 

onsite offices, venues, and food and beverage (ASTM, 2012). Each of these types of businesses, 

even those strongly committed to sustainability, will have unique perspectives on the action they 

should take and the ways they should manage their efforts. As becomes quickly apparent, the 

complexity of sustainability in the MICE sector can quickly become overwhelming. Researchers 

have only begun to address the challenges of sustainable tourism performance measurement and 

management.  

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Day, J. (2018) / Events and Tourism Review, 1(1), 4 -12.        7 

 

 
Events and Tourism Review Vol. 1 No. 1 (December 2018), 4-12, DOI: 10.18060/22833 

Copyright © 2018 Jonathan Day 

This work is licensed under a Creative Commons Attribution 4.0 International License. 

 

It is important to note that considerable effort has been invested in considering what 

needs to be done while less attention has been paid to how it will be done. The challenge of 

changing the MICE sector in ways that improve its sustainability can be illuminated by 

understanding the networked system nature of MICE and exploring the mechanisms for system 

change.  

 

Systems Thinking for Sustainability 

  

Significant progress toward sustainability can be made by addressing elements of the 

MICE sector. Addressing the actions of specific players in the sector, whether they are 

convention centers or hotels, consumers or meeting planners, has contributed to our ability to 

achieve sustainability goals. Similarly, focusing on specific issues, such as energy conservation, 

and components of environmental management, contributes to understanding. Nevertheless, 

focusing on elements of a sector overlooks the value of understanding the sector as a whole. 

There is growing recognition that taking a broader, more holistic perspective provides an 

important view of the challenges (Baggio, 2013; Holmes, Hughes, Mair, & Carlsen, 2015), and 

an effective paradigm for this sort of analysis is systems thinking. “Systems thinking is a 

discipline for seeing wholes. It is framework for seeing interrelationships rather than things, for 

seeing patterns of change rather than static snapshots” (Senge, 1990, p. 68). Senge (1990) argues 

that systems thinking can avoid being overwhelmed by complexity.  

While tourism is often described as an industry, there is general agreement in research 

that it can best be described as a system (Baggio, 2014; Morrison, Lehto, & Day, 2018) or 

network (Volgger & Pechlaner, 2015). These terms – systems and networks – are used somewhat 

interchangeably. In describing tourism as a system, it is most accurate to describe it as a complex 

adaptive system (CAS) (Farrell & Twining-Ward, 2005). The system is complex because it is 

comprised of a large number of independent elements and adaptive because it changes in 

response to inputs from both within and outside the system (Day, 2016). CASs are common and 

take many forms. An ecosystem is a complex adaptive system, and it is interesting to note we are 

seeing the term “ecosystem” coopted to describe business systems. For instance, a reference to 

the growth of an entrepreneurial ecosystem (Boutillier, 2016; O'Connor, Stam, Sussan, & 

Audretsch, 2018) describes the many companies that may contribute to entrepreneurial growth in 

a specific region.  

Although there is a growing body of work addressing systems and networks in tourism, 

there is less research focusing on the MICE sector as a CAS. Like tourism as a whole, the MICE 

system is a complex, adaptive system. The relationship between the tourism system as a whole 

and the MICE system illustrates important characteristics of systems. Systems may overlap, such 

as tourism and MICE, which share some elements; systems may be comprised of subsystems or 

embedded systems. Broadly speaking, each part of the MICE sector – meetings, incentives, 

conventions, and exhibitions – is a CAS.  The system of businesses focused around and or 

supplying to a convention center is a subsystem or embedded system within the larger 

destination system. The MICE system and the tourism system are embedded in larger social, 

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Day, J. (2018) / Events and Tourism Review, 1(1), 4 -12.        8 

 

 
Events and Tourism Review Vol. 1 No. 1 (December 2018), 4-12, DOI: 10.18060/22833 

Copyright © 2018 Jonathan Day 

This work is licensed under a Creative Commons Attribution 4.0 International License. 

 

environmental, and economic systems. Recognizing these relationships is important because 

each system or subsystem has unique characteristics and may respond in different ways to 

interventions to improve sustainability.  

Three further insights from systems thinking are instructive when considering improving 

sustainability. First, the MICE system is open; it is influenced and influences things external to 

the system. Changes in society or the environment have significant influence on the system and 

should be considered as plans are developed to improve sustainability. Second, the MICE system 

is dynamic; it is constantly changing and adapting. As noted previously, a system adapts to 

external changes such as new technology or changes in consumer preferences. Recognizing that 

strategies that address the dynamic, adaptive nature of the MICE system must be able to evolve 

with the system is important. Finally, relationships in systems are complex and changes may 

impact the system or system components in unpredictable ways or generate unanticipated results. 

Monitoring direct and indirect impacts of decisions is necessary to make informed choices.  

A systems approach to MICE does not preclude analysis of the components of the 

system. Indeed, considering varying levels within the system can provide critical insights. At one 

level, the system is comprised of individuals and their behavior, whether within a business or 

organization or as consumers contributing to the sustainability of the system. At a higher level, 

the role of businesses and their engagement with corporate social responsibility can be 

addressed. At a higher level – performance of a system or a subsystem – such an industry sector 

or a destination can be assessed. Examining actions at different levels can highlight 

incongruencies between actors in the system. For example, a company may introduce a linen 

reuse program that conserves energy and reduces water waste (environmental goals) while at the 

same time reducing costs (economic goal). However, from a destination-level perspective, this 

action may reduce employment.  

 

“Managing” System Change  

 

At the heart of improving sustainability performance is change. Stimulating change is an 

extremely challenging activity, whether considered from a personal perspective, within an 

organization, or within the system as a whole. The adoption of sustainability is often presented as 

a management issue, or specifically a change management issue. From a business perspective, 

much has been written about organizational change (Kotter, 1996; Kotter & Schelsinger, 2008), 

and it remains a topic of extreme importance in businesses and organizations. While traditional 

change management approaches can be effective in introducing change to organizations and 

businesses, these approaches provide only a partial set of answers to the challenge of changing 

system performance. A systems approach recognizes the importance of addressing all levels of 

the system – individual, organization, and destination or sector.  

Effective system change requires individuals to change and adopt new practices. 

Individual behavioral change is challenging – as anyone who has ever started an exercise regime 

or modified their diet will attest. Event attendees or convention participants must adopt behaviors 

that are pro-sustainability. While we have greater understanding of motivations of consumers to 

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Events and Tourism Review Vol. 1 No. 1 (December 2018), 4-12, DOI: 10.18060/22833 

Copyright © 2018 Jonathan Day 

This work is licensed under a Creative Commons Attribution 4.0 International License. 

 

participate in pro-environmental or pro-social behaviors, there remains a paucity of research on 

ways to support people as they adopt new behaviors (La Lopa & Day, 2011). While research has 

focused on encouraging conscious decisions to change behavior, there is also opportunity to 

encourage behavior change through decision architecture (Thaler, 2008) and behavioral 

economics (Thaler, 2015).  

Sustainability across the sector is a systems governance challenge. The MICE system is 

not a managed hierarchy, as you may find in some businesses or the military, some management 

models traditionally applied to business are ineffective for systems like destinations or sectors. 

Rather, networks of independent actors require approaches to influencing the system based on 

collaboration, trust, informal mechanisms, and shared knowledge (Volgger & Pechlaner, 2014). 

Understanding the mechanisms that support adoption of sustainability in systems is important. 

Policy frameworks provide parameters for sustainability in “eventful cities” (Getz, 2017) but 

other factors should be considered.  Volgger and Pechlaner (2015) identify the means by which 

actions within a system can be encouraged, ranging from access to budget and financial 

resources to trust and knowledge to brands and themes. The power of brands to influence system 

members to adopt sustainability measures is an area of research that requires greater attention. 

The possibility of positive feedback loops – also known as virtuous cycles, in which a destination 

brand or industry reputation encourages companies and individuals to adopt sustainability-related 

behaviors, and these behaviors then build the strength of the brand – is exciting but requires 

greater examination.  Similarly, it is posited that industry associations play an important role in 

establishing sectoral norms that focus attention on key issues, such as sustainability. The role of 

the Event Industry Council and its member organizations in raising expectations of behavior may 

be an important factor in influencing the MICE system to adopt sustainability practices. Again, 

the possibility that this too is a positive feedback loop in the system requires greater examination.  

 

Conclusion and Implications 

 

This paper highlights some of the challenges of sustainability in the MICE system. While 

the issues of improving the sustainability are substantial, there is growing understanding of the 

work required to implement change across the system. Applying a systems-based approach to 

analyzing the issues generates several important insights. They include: 

 While conceptually simple, sustainability is a complex activity. It requires the 

implementation of a substantial number of activities at all levels of the system.  

 The actions required to achieve sustainability are contextual. While there is a common set 

of activities generally recommended, which activities, and the priority given to them, will 

be determined by a variety of factors including location and individual actors – people, 

businesses, government and non-government entities.  

 Sustainability requires ongoing performance management. Individuals, businesses, 

destinations and sectors, like the MICE sectors itself, must consider managing 

sustainability as an ongoing activity.  

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Events and Tourism Review Vol. 1 No. 1 (December 2018), 4-12, DOI: 10.18060/22833 

Copyright © 2018 Jonathan Day 

This work is licensed under a Creative Commons Attribution 4.0 International License. 

 

 Recognizing MICE as a Complex Adaptive System encourages a dynamic approach to 

sustainability programs and greater awareness of changes within and outside the system.  

 A systems approach to sustainability with the MICE sector provides a useful way of 

dealing with the complexity of sustainability management. A systems-thinking approach 

provides a framework for examining the interactions between actors and consideration of 

different levels within the system. The discussion also highlights the value of considering 

not only specific actions but also their impacts – intended or unintended – on other parts 

of the system. 

 Sustainability requires change through many levels of the system and different techniques 

must be employed. No single approach is sufficient and improving the sustainability of 

the system requires techniques that support individual change, organizational change, and 

governance techniques that support change across the system. The analysis highlights the 

need for a range of approaches to encouraging adoption of sustainability practices 

through the system 

This article has highlighted the complexity of operationalizing sustainability across the MICE 

system and suggested a systems-thinking approach as an effective means of meeting the 

challenge of improving sustainability in the sector. There is clear evidence that many of the 

actors in the MICE system are working towards improving their performance of sustainable 

activities and that the system is moving in a positive direction. Nevertheless, despite recent 

advances there is still much to be discovered, and the gaps in our knowledge of how to address 

systematic change across the MICE system provide an engaging agenda for future research. 

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