Disaster planning and response by tourist business executives |
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| Institution: | 1. School of Human Sciences, Waseda University, Mikajima 2-579-15, Tokorozawa, Saitama 359-1192, Japan;2. Department of Fire Safety Engineering, Lund University, P.O. Box 118, Lund SE-221 00, Sweden;3. Advanced Design Dept., Takenaka Corporation, 1-1-1 Shinsuna, Koto-ku, Tokyo 136-0075, Japan;1. Sate Key Laboratory of Fire Science, University of Science and Technology of China, Hefei 230027, PR China;2. Wuhan University of Technology, Number 205, Luoshi Road, Hongshan District, Wuhan, 430070, PR China;3. Complex Systems and Artificial Intelligence research center, University of Milano-Bicocca Viale Sarca 336-Ed. U14, 20126 Milano, Italy;1. Faculty of Economics, the Economics and Logistics track, Ashkelon Academic College, Ashkelon 78211, Israel;2. Department of Management, Faculty of Social Sciences, Bar-Ilan University, Ramat Gan 5290002, Israel |
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| Abstract: | The tourist industry represents a disaster vulnerability of catastrophic potential. Disaster evacuation planning is one strategy for mitigating this vulnerability. Based on intensive interviews with executives responsible for 185 tourist businesses, this article reports the first empirical data base for answering five questions: (1) What factors stimulated their disaster evacuation planning? (2) What model patterns described the planning processes used? (3) How much planning had been done? (4) What modal patterns described their disaster evacuation decision-making process? (5) What are the lessons? The key conclusion is that the tourist industry must respond proactively to a rapidly expanding vulnerability through both internal firm-specific disaster planning initiatives and partnerships to ensure adequate levels of community response capacity. Failure to do so will keep an expanding tourist population at risk. This, in turn, threatens future customer relations that may place such businesses in jeopardy. |
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