Hospitality crisis management practices: the Israeli case

This study attempts to examine hospitality crisis management practices within the context of the Israeli hospitality industry. The study develops a questionnaire that evaluates the importance and usage of four categories of practices: marketing, hotel maintenance, human resources, and governmental assistance. The findings illustrate which practices managers consider important and which practices managers actually use during an industry crisis. The paper concludes with recommendations for future research and management of crises.     

A thematic analysis of crisis management in tourism: A theoretical perspective

The hospitality and tourism industry for a variety of reasons is vulnerable to crises of various origins and scope. Thereby, research regarding crises in this industry has received significant attention among scholars. This study presents the results of a qualitative thematic analysis (TA) of the literature concerning crisis management in hospitality and tourism. A total of 207 research publications from 1986 to 2019 were analyzed. The findings revealed eight major themes that emerged in the literature over time. We critically discuss these themes with suggestions and directions for future research in this area. The study also identifies a shortage of scholarly attempt to conceptualize crisis management and thus explores the sensemaking perspective to shed further light on explaining the themes that emerged in the analysis.     

“Crisis management in the hospitality sector SMEs in Pakistan during COVID-19″

The COVID-19 pandemic has delivered one of the worst economic shocks in modern history and the hospitality sector has been severely affected. Since small businesses from the hospitality sector are known to be relatively more susceptible to the economic complications arising from a crisis, we explore the underlying factors and management practices that influence their continuity of operations as they continue to struggle with the on-going COVID-19 crisis in Pakistan. Using a phenomenological approach, in-depth interviews were conducted to comprehend the experiences of owners-managers. The findings show that government support, cordial relationships with stakeholders, self-determination of entrepreneurs and formal planning are the most crucial factors that shaped the immediate adjustments of operational activities in response to COVID-19. These resilient practices are hygiene concerns, increased promotion through social media, innovative marketing practices (e.g., revised offerings), operational cost-cutting and employee training to comply with changing standard operating procedures from the government and industry. The practical and theoretical implications are also discussed.     

Hospitality crisis management practices: The case of Indian luxury hotels

This study examines hospitality crisis management practices within the context of the Indian hospitality industry. The study is a replication of a study previously conducted in Israel. The study employs a questionnaire that evaluates the importance and usage of four themes of practices: marketing, hotel maintenance, human resources and governmental assistance. The findings illustrate which practices managers consider important and which practices managers actually use during a crisis. The paper concludes with recommendations for future research and management of crises.     

The role of business model innovation in the hospitality industry during the COVID-19 crisis

The hospitality industry worldwide is among the hardest-hit industries from the COVID-19 lockdowns. Initial theoretical and practical observations in the hospitality industry indicate that business model innovation (BMI) might be a solution to recover from and successfully cope with the COVID-19 crisis. Interestingly, some firms in the hospitality industry already started to successfully adapt their business models. This study explores the why and how of these successful recovery attempts through BMI by conducting a multiple case study of six hospitality firms in Austria. We rely on interview data from managers together with one of their main stammgasts for each case, which we triangulate with secondary data for the analysis. Findings show that BMI is applied during and after the crisis to create new revenue streams and secure a higher level of liquidity, with an important role of stammgasts.     

Creating a safe haven during the crisis: How organizations can achieve deep compliance with COVID-19 safety measures in the hospitality industry

The COVID-19 health crisis has engendered a set of additional health and safety regulations and procedures (e.g. social distancing) to the hospitality industry. The purpose of this paper is to explore in-depth how organizations can facilitate employees’ deep compliance with these procedures. Employing an instrumental case-study approach, we collected multi-level interview data and archival data in a small-medium sized restaurant in China. The findings reveal that employees’ deep compliance with safety procedures includes a four-stage psychological process, and this process is underpinned by both management safety practices and organizational crisis strategies. As the hospitality industry starts to exit lockdown and ramp up operations, this study offers theoretical and practical insights on how organizations in hospitality can protect the health and safety of their employees and the broader community.     

Going beyond the curve: Strategic measures to recover hotel activity in times of COVID-19

Hospitality firms are facing unprecedented challenges on a global scale. The catastrophic effects of the COVID-19 pandemic and its multiple devastating global consequences have initiated a profoundly disruptive transformation in the hospitality sector, as firms attempt to adapt their activity to the current uncertain scenario. This study draws on the crisis management literature to identify the key drivers of hotel recovery in the event of a disaster or an external crisis, like current pandemic. A sample of 237 Spanish hotel managers evaluated and ranked the strategic measures. Based on this evidence, measures were statistically examined to identify which ranked as most significant in helping hospitality managers. The results yield valuable theoretical and practical insights to guide hospitality managers towards business adaptation and recovery by highlighting key strategic measures for implementation in the short term.     

A deeper look at national culture and leadership in the hospitality industry

Increased internationalization and demographic shifts have made multicultural management a prime concern for hospitality leaders. Past research suggests that cultural similarity between managers and subordinates impacts employees’ appraisal of their leaders and work-related attitudes. Extending this line of research, the purpose of this paper is to examine more closely how employees evaluate leaders with varying national cultures and identify any subsequent employee responses. First, the results of an open-ended questionnaire on cultural influences, perceived leadership and work-related outcomes administered to 112 hospitality managers and staff members in a highly multicultural environment are discussed. Next, perspectives drawn from in-depth interviews with 12 hospitality stakeholders help to synthesize the findings. The results suggest that this is a highly complex issue, which can have a significant impact on employee reactions their leaders and the service received by guests. Implications for hospitality leaders are discussed.     

Critical success factors for tourist destination governance in times of crisis: a case study of Antalya,Turkey

ABSTRACT

The aim of this paper is to identify the critical success factors for the development of crisis management and strategy for the governance of the tourist destination of Antalya, Turkey. Data was obtained from in situ interviews, participant observation, and documentation. Interviews were conducted with the main tourism stakeholders representing both public and private sectors in Antalya. Findings show that the critical success factors of responsiveness, shared roles, strategy formation, and collaboration are vital for effective crisis management. The study also highlighted the fact that in the area of shared roles and collaboration, encompassing the characteristics of coordination, communication, cooperation, and knowledge transfer, stakeholders are proving ineffectual, thereby obstructing the development of necessary strategies for crisis management and the recovery process. Further, ineffective governance, adopted by local stakeholders, has had a substantial negative impact on the process of developing future effective crisis management strategies.     

Opportunistic behaviour in hospitality franchise agreements

This paper combines agency and social exchange theoretic perspectives to examine opportunistic behaviour in hospitality franchise agreements. It identifies and analyses the opportunistic behaviour of both franchisors and franchisees through a qualitative study of Turkish hospitality franchisees. A model of opportunistic behaviour and social exchange is developed from the study for further empirical testing. The model depicts different categories of franchisee behaviour, how franchisee behaviour is influenced by the behaviour of franchisors, the relevant characteristics of social exchanges between franchisors and franchisees, and the outcomes of those exchanges. As such, the study provides a complementary perspective of franchise opportunism and exchange relationships. A number of implications for hospitality franchise stakeholders are identified as a result.     

社会化视角下接待业服务机器人对顾客体验的影响研究

随着人工智能和自动化技术日渐普及,服务机器人被越来越多地引入旅游接待业,但其应用尚处于探索阶段。在已有文献和理论基础上,本文依据互联网、社交媒体中接待业顾客对服务机器人的评价信息,以及对接待业顾客和员工进行深度访谈的数据,分析顾客对机器人服务的感知及体验。研究发现:(1)对机器人服务的感知涉及工具、社会化两个属性,社会化属性对顾客的愉悦体验产生重要影响;(2)服务机器人通过提升服务和营造愉悦氛围两条路径改善顾客体验。在此基础上,本文构建了服务机器人影响顾客体验的概念模型。本文从社会化视角探讨服务机器人的顾客体验感知,对服务机器人设计、服务场景管理和体验设计具有启示意义。     

Fostering corporate sustainability in tourism management through social values within collective value co-creation processes

Collective value co-creation is not fully explored in management research. The phenomenon of social value co-creation has not been investigated in detail either, particularly regarding sustainable tourism management. In our work, we investigate the role of social values within the collective value co-creation process, as a key factor for building sustainable tourism management practices able to generate sustainable benefits to all stakeholders. The study setting is Sardex, a complementary currency community based in Sardinia (Italy). By adopting a qualitative methodology, and through face-to-face interviews, the entrepreneurs’ relationships were analysed using dialogue, trust, and reciprocity as core factors of value co-creation within the hospitality and tourism firms grouped in Sardex. Particularly, we explored whether, and to what extent, reciprocity was the salient factor in the process of value co-creation. Findings show that social values, and especially reciprocity, are the backbone of value co-creation: they foster corporate social orientation, which brings together corporate social responsibility and sustainability, and represent our contribution to enrichen theoretical and practical perspectives in this multidimensional field.     

Stakeholders of the world,unite!: Hospitality in the time of COVID-19

The COVID-19 pandemic created a global, complex crisis, without a clear end in sight, presenting an existential threat to many hospitality businesses. Drawing on stakeholder theory, we develop a framework for recovery strategy development for COVID-19, which engages salient stakeholders in the process of recognizing challenges, rationalizing changes needed and refashioning ways of working. The framework is used to analyze the process of development of a recovery strategy for a boutique hotel in England, UK, via a case study methodology. The analysis brings to the fore the interdependencies between the hotel owners and its employees, customers, governments, suppliers and communities, at local, national and international levels. Moreover, the analysis shows how collaborating with these stakeholders leads to the identification of revenue streams for the hotel, operational modifications and even the development of new commercial partnerships.     

中国饭店企业社会责任实现机制研究

当前,旅游企业承担相应的社会责任具有重要意义。文章基于利益相关者识别的视角,采用扎根理论的质性研究方法,通过对36位饭店中高层管理人员进行访谈而得到的数据进行分析,得出结论：第一,饭店的利益相关者分为两类：＂命运共同体＂,包括业主和员工;＂利益共同体＂,包括顾客、当地政府、特殊群体、社会舆论和社区。针对前者所承担的是基础型社会责任,针对后者的是升华型社会责任。第二,这两类社会责任都是通过＂动机—认知—行为—结果＂的机制来实现,但机制中的各个环节内容不尽相同,特别是升华型社会责任的动机复杂性决定了其实现的难度较大。第三,与一般企业相比,饭店企业承担社会责任的特殊性在于：一是国有饭店首先注重关注和解决员工就业,而民营饭店首先注重给业主带来回报;二是在环境保护和节能减排方面和作为对外交流平台和＂形象窗口＂方面,特定类型的饭店要比一般企业承担更多和更特殊的社会责任。     

Conceptualization of Quality Indicators for U.S. Based Four-Year Undergraduate Hospitality Management Programs

ABSTRACT

The purpose of this research was to (a) generate a composite list of hospitality management program quality indicators and (b) arrange the quality indicators in dimensional categories under conceptual themes. Three focus group interviews were conducted with twenty-eight hospitality educators and administrators. Sixty-nine quality indicators emerged based on the content analyses of the data under five conceptual themes: students/alumni, curriculum, faculty, industry support, and facilities. Categories under each theme varied in the unidimensional and multidimensional nature of their indicators. Implications for stakeholders and recommendations for future research to determine specific quality measures that would be useful to hospitality faculty and administrators in planning and assessing academic programs are provided.     

The way forward: Leadership research in the hospitality industry

This paper constructs a framework for researching leadership in the hospitality industry and reviews previous approaches to hospitality leadership. Four paradigms were constructed from an analysis of the general field of leadership and are used to represent the underlying perspectives of researchers who operate within them. As a result of this analysis the paper seeks to demonstrate how each paradigm can contribute to the application of leadership theory to the hospitality industry and provides a number of new avenues for future research.     

南岭国家森林公园旅游企业主导的社区参与模式研究

社区是生态旅游利益相关者的关键角色之一.本文在有关社区参与生态旅游的理论研究和文献综述的基础上,针对我国生态旅游社区参与的实残,选取具有代表性的南岭国家森林公园为案例,通过对当地社区、旅游企业及政府等相关利益主体及其相互关系的研究,提出了"旅游企业主导的社区参与模式",并探讨了该模式可持续运作的关键环节和优化模式.因子分析的结果进一步表明,社区主人翁意识、公共福利、教育培训机会以及经济收益等,是影响社区参与生态旅游的自主性和可持续性的重要因素.研究结果丰富了生态旅游社区参与的理论,并对我国生态旅游的社区实践具有一定的参考价值.     

Am I choosing the right career? The implications of COVID-19 on the occupational attitudes of hospitality management students

The hospitality industry is under threat from COVID-19 and the possibility of future crises remains very real. To improve understanding of how such a crisis impacts the attractiveness of pursuing a career in the hospitality industry, this study examines the effects of negative emotions invoked by COVID-19 on hospitality management students’ occupational attitudes. Using a sample of 425 students, we find that in addition to diminishing their occupational identification and in turn, job choice intentions, that the effects of these negative emotions are channeled through three salient motivational pathways, namely self-efficacy, intrinsic and extrinsic motivation, and passion. Thus, the study not only advances theory by providing a more nuanced conceptualization of the effects of negative emotions on occupational attitudes but it identifies important leverage points that can be harnessed to help mitigate the harmful emotional effects of a crisis, such as COVID-19, important and timely contributions that the authors hope will benefit aspiring hospitality industry talent and help restore the attractiveness of careers in the hospitality industry. Future research directions and implications to theory and practice are discussed.     

Exploring the impacts of internal crisis communication on tourism employees insights from a mixed-methods study

Internal crisis communication is a critical yet understudied component in crisis management in tourism and hospitality management. Guided by the language expectancy theory, this study tested the effects of message frequency and transparency on internal crisis communication outcomes among tourism employees. This study adopted a mixed-methods approach. The qualitative component included 20 interviews, and the quantitative component involved a national survey of 804 completed responses from tourism workers. The qualitative findings showed that following the onset of a major crisis, tourism employees often expect timely and transparent communication from their employers. Effective communication enhances the employer-employee relationships and employers' commitment to the organization. The quantitative findings supported these notions and indicated that transparent internal crisis communication reduces turnover intentions. The findings provide insights into conceptualizing internal crisis communication in tourism by incorporating message frequency and transparency. This paper also offers practical implications and suggests several future research areas.     

Chaos, crises and disasters: a strategic approach to crisis management in the tourism industry

This paper outlines and discusses a strategic and holistic approach to crisis management for the tourism industry. It notes the growing importance of crisis and disaster management for the tourism industry before exploring the definitions and nature of crises and disasters. The paper then proposes a strategic approach to their management from proactive pre-crisis planning through strategic implementation and finally evaluation and feedback. A discussion of crisis and disaster management literature and studies conducted in the tourism field are also introduced. It notes that although crises and disasters cannot be stopped their impacts can be limited by both public and private sector managers. The paper concludes that the understanding and subsequent management of such incidents can be vastly improved through the extension and application of crisis and disaster management theory and concepts from other disciplines, coupled with the development of specific tourism crisis management research and frameworks.