Organizational Learning in Tourism Crisis Management: An Experience From Malaysia

Tourism and related organizations are dealing with crises either based on a specific crisis management plan, contingency planning, designed guideline, or ad hoc response. These organizations learn from crises in different ways, but no mechanisms have been explored to indicate how these organizations learn within the framework of Tourism Crisis Management (TCM). Among various reasons is limited systematic research that has been undertaken in this area. This study addresses this gap in our current knowledge by proposing a model for analyzing and developing organizational learning within the framework of TCM. The study shows the perceptions of 25 key players in Malaysia’s tourism industry on the role of organizational learning in managing crises. The findings also revealed that organizational learning is subject to negligence and few key practitioners thinking about in-depth learning from the crisis management perspectives.     

Towards a post-conflict tourism recovery framework

While there is an increasingly extant literature on tourism crises and disasters, a lacunae exists regarding robust conceptual and theoretical frameworks for reviving tourism in a post-conflict context. Holistic frameworks that build tourism resilience in post-conflict destinations is still considered an emerging area in crisis management research. This paper aims to address this gap. An in-depth critique of research across leading peer-reviewed tourism journals, involving 102 individual papers; 63 on crises and disasters, and 39 on tourism recovery frameworks, was undertaken to develop a post-conflict tourism recovery framework. The framework proposed synthesizes complex relationships for post-conflict destinations operating “on the edge of chaos”, and enables consideration of key factors that influence their capacity to be resilient, adapt, and recover.     

Crisis Management in Small-Scale Tourism

Summary

Since the events of September 2001, many tourism academics, analysts, and corporations have displayed attention toward crises in the tourism industry. Most attention has focussed on how nations and large tourism corporations cope with unforseen crises. However, when crisis strikes, it is indiscriminate, affecting small-scale tourism businesses also. This article analyses some popular crisis management models, and their applicability to smaller scale businesses. The small island of Gili Air in Indonesia is examined, and the crisis management techniques employed by owners and operators of small and micro tourism businesses. The results indicate that while these businesses face similar issues resulting from crises, they are ill equipped to produce long-term solutions.     

Memory and forgetfulness in tourism crisis research

Even though academic attention has been paid on the tourism-memory nexus, the concept of forgetfulness in tourism has been largely overlooked and remains unexplored. The aim of this research note is to introduce the concept of forgetfulness alongside memory within tourism scholarship to discuss the way in which it may be integrated with future research. In so doing, the discussion focused on a tourist crisis context as tourists’ post-crisis behaviour often reflects forgetfulness as evidenced by their travel resumption patterns. Overall, by linking the concepts of forgetfulness and tourism, this research note contributes to knowledge advancement on tourism crises by shifting attention away from risk perceptions towards an understanding of the cognitive and emotional processes influencing tourist behaviour. The research note also illuminates understanding of how crises are forgotten; hence, contributes to the improvement of crisis management strategies. The research note concludes by proposing an agenda for future research.     

TOURISM,CRISIS, DISASTER: AN INTERDISCIPLINARY APPROACH

A large proportion of the global tourism industry is highly exposed and vulnerable to environmental hazards and has over the last years been highly affected by subsequent disasters and crises. Tourism involves the interactions of organizations, people, and events in a variety of subsystems. The complexity of this interconnected system and the relatively early-stage of tourism-related crisis and disaster studies suggests that a dialogue between the tourism and the disaster risk research communities could be beneficial in order to share knowledge and define gaps regarding crisis and disaster affecting the tourism industry. Our study aims at giving directions to fill this gap by reviewing key contributions on crisis and disaster risk management and adopting a systematic approach to review the tourism-oriented literature on the topic. Grounding on the analysis of 113 relevant publications, this note describes how the literature has developed to this point and where the field seems to be heading in the future. The findings point towards a research agenda for the future.     

The Role of Market Orientation in Managing Crises During the Post-Crisis Phase

SUMMARY

The tourism business around the world, as one of the most susceptible and vulnerable sectors, must often manage and survive global crises. In recent years the global tourism industry has experienced major crises, such as terrorist attacks, political instability, economic recession, biosecurity threats and natural disasters. The most well-known cases bear testimony to the fact that crises are not new to the tourism industry. However, tourism management capabilities and abilities to deal with complex and critical situations are limited. The time has come to develop an understanding of factors that can help tourism businesses prepare a way of getting through such crises by examining the role of market orientation and its antecedents during a post-crisis phase. This paper is concerned with the effects of several organizational factors on market orientation in airlines during the post-crisis phase of the terrorist attacks of “9/11.” The results indicate that top management factors, interdepartmental factors and organizational systems have a positive effect on market orientation after a crisis has occurred.     

Developing a Research Agenda for Tourism Crisis Management,Market Recovery and Communications

SUMMARY

This article focuses on the need to develop a comprehensive research agenda for crisis management and market recovery in tourism. A review of the literature on research into risk, crisis and disaster management indicates that research has emerged on an ad hoc basis. Analysis of a database of over 2400 relevant references supports the need for a research agenda that will focus on crisis management and market recovery and communications, rather than prevention. The BEST Education Network research agenda on risk and crisis management for sustainable tourism is then presented as a basis for further development of a crisis management and market recovery research agenda. In particular, it elaborates on research issues related to the communication during tourism crises, assessing strategies for market recovery and understanding these issues from the DMO's perspective.     

Crisis Management in Tourism

SUMMARY

Anticipating and preparing to deal with the threat of crises precipitated by disaster from natural and people-made catastrophes is an important challenge facing tourism. As an industry tourism is particularly susceptible to such negative events putting the sector under almost constant threat of a crisis. Before the catastrophes of 9/11 and the Asian Tsunami of 2004 crisis management in tourism was essentially a reactive response, as opposed to a state of proactive anticipation. A review of the emerging literature on crisis management in tourism is given to identify the foci of the current academic discourse. More systematic input by human resource management was identified as a way to assist tourism businesses in preparing for and dealing with crises. By discussing crisis management within a services management context, a contribution is made to the debate on the need for proactive crisis management within the tourism industry. A central plank to this position is that the preparation stage of crisis management in tourism is the actual beginning of any strategic response to recovery. Well conceived and executed human development is promoted as an initiative and key component of crisis preparation and management. Developing the potential of human capital at the industry and enterprise level to deal with crisis management is a way of reducing the vulnerability of tourism enterprises to crises. Measures are suggested that may be taken to prepare tourism businesses for crisis situations.     

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.     

Crisis Management and Tourism

Summary

Undoubtedly, the tourism industry is one of the most susceptible and vulnerable industries to crises. Recent major events that had devastating impacts on the industry ranges from natural disasters to epidemics, and from mismanagement to terrorist attacks. These kinds of episodes are not confined to any geographical region, as crises respect no political or cultural boundaries. Two major recent events illustrate this point: the BSE crisis in the UK in the 1990s, which was followed by the foot and mouth disease in 2000 and 2001, crippled the industry in several regions of England. Most recently, the events of September 11th in New York and Washington changed the way the industry operates forever. Crises are not new to the tourism industry. However, it has been observed that tourism management capability and ability to deal with complex and critical situations are limited.

This paper discusses the concept of crisis management and its relevance to tourism. It presents an overview of the general trends in tourism crises events of the last two decades, assesses the impacts of major man-made crises on the industry, and argues for the importance of crisis management in tourism management. The paper also discusses the complex issue of crisis definition and its implications for organizations, and provides an operational definition of crisis management. Critical issues in crisis management, such as crisis anatomy, crisis incubation, risk perception in tourism and destination image, are discussed. Finally, the paper explores and analyses, in the context of crisis anatomy, the public sector handling of a major resort pollution crisis in Southern Brazil.     

Post Crisis Recovery

SUMMARY

In recent years a growing number of disasters have affected the tourism industry on scales that range from regional to global. Although there have been a number of significant disasters including SARS, the September 11 attack on the US in 2001, coups in Fiji and the Asian Financial Crisis of 1997/98 the impacts on the tourism industry in the affected regions and/or countries have been surprisingly short-term. There is still much to learn from how crisis events were managed by the various industry and government authorities involved. This paper focuses on aspects of the impact of Cyclone Larry on the North Queensland tourism industry by examining the impact on visitor flows in the short term and recording the views of visitors who had travelled to the region several months after the event. The research identifies aspects of visitor behaviours and expectations that may be of use to industry and government to better inform managers and policy makers in their planning and management functions.     

Tourism crises and island destinations: Experiences in Penang,Malaysia

Crisis management and tourism is attracting increasing attention as an industry practice and subject of academic enquiry, not least in South East Asia which has been affected by a number of severe crises in recent years. However, organisations are not always well prepared and response strategies can be deficient. The paper discusses issues of tourism crisis management with specific reference to the popular Malaysian destination of Penang. Findings are based on qualitative research consisting of semi-structured interviews with industry leaders from assorted sectors. Tourism in Penang emerges as vulnerable to regional and global events which act as a trigger for tourism crises, demanding a response in which various strategies are employed. The destination is also seen to recover fairly quickly from experiences of crises, but a well designed and formulated tourism crisis management plan under the stewardship of the public sector is necessary to mitigate further damage in the future.     

Navigating the uncharted: A crisis response mix to creeping ‘unknowns’

Creeping crises have received limited attention in crisis management. With a backdrop of COVID-19, we explore how tourism organisations can address unprecedented creeping crises. We propose and test a creeping crisis response matrix qualitatively and quantitatively by analysing 108 earnings calls from 22 hotel groups covering the first 16 months of the pandemic. Some cannot detect creeping crises during the incubation periods or the later re-emergence, whereas early exposure gives an advantage in crisis response. Contrary to conventional wisdom, organisational responses to unknown crises are not always reactive, with organisations deploying a varied mix of responses (reactive, adaptive, protective and proactive) even in the early stages of a crisis. As the framing of the crisis improves, crisis responses shift from survival to full-on experimentation, to response by design and then to response by protocol. The proposed matrix can be used as a response roadmap for navigating future, unknown, creeping 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.     

Structural breaks in international tourism demand: Are they caused by crises or disasters?

It is recognised that the tourism industry is vulnerable to some form of crises or disaster. However, despite the attention given to the nature and consequences of tourism crises and disasters, there is a gap in the literature regarding the ex-post detection of these events. In this article, we estimate both the number and date of structural breaks in international tourism arrival series for 25 countries and Madeira Island using the Bai and Perron (1998) structural break test. We compare the date of tourism crises and disasters to the dating of these structural breaks. We observe that tourism crises and disasters are largely consistent with the dates of breaks. Therefore, this method allows us to solve a gap in the tourism industry related to the correct allocation of negative shocks in international tourism arrival demand to crisis or disaster phenomena.     

Impacts of the entry of the Autonomous Republic of Crimea into the Russian Federation on its tourism industry: An exploratory study

In an unique political scenario, Crimea was integrated into the Russian Federation in 2014, making the legal, political, and economic environment in which the tourism and hospitality industries in Crimea very different from what it had been. In this research, we surveyed the managers of 60 hotels and 31 travel agencies in Crimea to learn about how their businesses were impacted by the Crimea's entry into the Russian Federation and how they have responded to the changes in the macroenvironment. The findings indicate that travel agencies and hoteliers have responded differently to the crisis and have very different concerns regarding the way in which this political event has impacted upon their industries.     

Making an impact on Bali's water crisis: Research to mobilize NGOs,the tourism industry and policy makers

This paper explores the role of activist-academics to bring attention to Bali's water crisis. The impact case study examines how we shaped public discourse, supported NGOs, influenced the local tourism industry, and nudged government policy. We critically evaluate how as change makers we enhanced knowledge exchange, and the factors that supported impactful tourism and water nexus research. We explore how the unintended consequences of our “crisis” research have undermined our impact by being used to justify new unsustainable development projects, and how the power of the tourism industry has shaped legislation. From this we identify the lessons learned for creating impactful research including purpose, partners, time frame and on-going contact.     

An analysis of user-generated crisis frames: Online public responses to a tourism crisis

A gap exists in the research on how online media frame a tourism crisis and the effects on travel intentions. This research proposed a basic crisis frames model for public online communications including nature (N), causes (C), processes (P), and results (R). Chinese online public opinions on the Thailand drownings in 2018 were collected and the Vector Auto-Regressive (VAR) technique explored the responses within the data. The results showed that: (1) crisis frames had a dynamic impact on negative travel intentions, and the effects and variance contributions of frames differed; (2) disturbance information produced by a negative communication incident from the destination was a factor promoting the accumulation of online public opinion; and (3) online data of public opinion and the VAR model are appropriate for research on tourism crisis information communication. This research provides new insights and a method for investigating tourism crises and dynamic responses in online communication.     

CRISIS KNOWLEDGE IN TOURISM: TYPES,FLOWS AND GOVERNANCE

Driven by the rapidly growing number of crises that affect tourism, the study of crisis knowledge management is gaining an increased interest in the tourism field. Effective management of crisis knowledge enhances the resilience of tourism organizations and destinations in crisis situations, strengthens their defense mechanisms, limits potential damages and allows them to bounce back to normalcy faster. This paper uses critical incident interviews with 21 tourism executives in order to identify the types of crisis knowledge they employ in the advent of a crisis and to explore the crisis knowledge management processes and flows within their organizations. Drawing from extant generic literature and the informants’ responses, the paper proposes a framework for the governance of crisis knowledge in tourism.     

Crisis Communication and Recovery for the Tourism Industry

Abstract

As the number of disasters and crises affecting the tourism industry increases, it is becoming necessary to understand the nature of these disasters and how to manage and limit the impacts of such incidents. This paper defines crises and disasters before discussing the area of crisis communication management and crisis communication in the tourism industry. The paper then applies the foot and mouth disease (FMD) which occurred in the United Kingdom to crisis communication theory at a national level (by examining the response of the British Tourist Authority) and at a local level (by examining the response of a District Council). The response was limited in part because of a lack of preparedness, but also due to the nature of the foot and mouth outbreak, and the speed and severity of international media coverage. Action was taken in the emergency phase of the crisis and was reactive involving inconsistency in developing key messages to stakeholders, partly due to confusion and a lack of information at the national level. Recovery marketing was also limited due to the length of time of the disease outbreak. This paper provides lessons for destinations and organisations are discussed which may help develop crisis communication strategies for tourism organisations.