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.     

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.     

Hospitality marketing research: Recent trends and future directions

This article reviews the hospitality marketing research published in four top hospitality journals from 2008 to 2010 for the purposes of identifying significant trends and gaps in the literature. A total of 274 articles are reviewed and classified based on research topic, industry focus, and analysis technique as well as on a number of other methodological criteria. Significant topical and methodological trends are discussed. Important topical trends are synthesized and specific directions for future research are proposed. We conclude with the presentation and discussion of an organizational framework for future hospitality marketing research.     

“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 studies and hospitality management: A symbiotic relationship

The key contribution of this paper is to critically analyse advances made since the introduction of hospitality as a higher education subject, to capture contemporary thinking, and to support the recognition of the intellectual benefits for hospitality management theory and practices of a curriculum informed from a social science-based studies perspective. The benefits of this inter-relationship are demonstrated through the inclusion of an illustration informed by historical means of enquiry, which applies hermeneutical analysis and interpretation of St. Benedict's Rule (c. 530 A.D.). This serves to tangibly demonstrate the academic rigour, value, and educational gains achievable through a symbiotic relationship between hospitality studies and hospitality management.     

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.     

Theory in hospitality management

This paper comments on the absence of any commonly agreed theoretical framework about hospitality management. A tentative proposition is made for a model which identifies the inter-dependent and inter-related elements of hospitality management which might be used as a basis for management teaching and development as well as for research.