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.     

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.     

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 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.     

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.     

The negative spillover effect of food crises on restaurant firms: Did Jack in the Box really recover from an E. coli scare?

Despite the enormous impact of food crises on restaurants, limited understanding of their long-term impacts and associated factors has undermined crisis managers’ ability to handle crisis situations effectively. This article investigated the long-term impact of food crises on the financial performance of restaurant firms and identified the factors that influenced this impact. This explanatory study examined the case of Jack in the Box, whose 1993 Escherichia coli scare was the first and largest restaurant-associated food crisis in modern times. An event study method was used to uncover stock price movements of Jack in the Box, in conjunction with 73 unrelated food crises that occurred from 1994 to 2010. Stock prices of Jack in the Box exhibited significantly negative responses to other firms’ food crises, moreover, the negative spillover effect was stronger if the crisis occurred closer in time, was similar in nature, and was accompanied with no recall execution. These findings shed light on the long-term financial impact of food crises and offer insights for crisis managers to develop more effective crisis management strategies.     

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.     

Responding to the bed bug crisis in social media

The increasing trend in social media changes the landscape of crisis communication and thus, calls for innovation in hotel crisis management practices. This research examined how New York City hotels responded to recent issues surrounding the bed bug crisis on the social media site TripAdviosr. This study adopted a mixed methods research design. The quantitative findings revealed that hotels’ response behaviors were associated with organizational factors (e.g. hotel's popularity, average rating, and star rating) and the rating of online reviews. The qualitative findings indicated that hotels employed various types of strategies in the response, which were dominated by strategies of bolstering and enhancing. In conclusion, this study addressed the need for a proactive approach in hotel crisis management and provided practical implications.     

How human resources management best practice influence employee satisfaction and job retention in the Thai hotel industry

Human resources management (HRM) practices are hotel management tools that contribute to organizational success. The purpose of this study was to evaluate how soft HRM practices in the Thai hotel industry affect job satisfaction and job retention. This study focuses on soft HRM practices, which draws on theories of commitment and motivation. Soft HRM refers to human relations between staff and the hotel organization. A quantitative approach was employed using multiple regression technique with a stepwise method for data analysis. It was found that employee satisfaction is not fostered by increasing remuneration, but is more related to the quality of working life, good leadership style, regular training, employment security, the hotel's brand image, and employees' personal traits, a most important aspect. The findings from this study provide a comprehensive framework for both academic and managerial responses to resolve the labor and skill shortage crises. Equally important is the extrinsic and intrinsic motivation and personal attitude theory that underpins employee job satisfaction in this study.     

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—

SUMMARY

This paper reviews the crisis preparedness of the Greek passenger shipping industry after two widely publicized crises events (Superfast III and Express Samina). As far as Greece is concerned, the travel and tourism industry is one of the most significant contributors to the country's GDP at a rate of more than 10% and the country's passenger shipping industry contributes fundamentally to this figure. Overall findings suggest that both the State as well as the passenger shipping companies encompass crisis management tools and mechanisms to protect the industry, and the whole Greek tourism sector. This paper also identifies the 'ripple effect,' the wider implications a crisis can have on the business environment. Therefore the Faulkner (2001a,b) model for tourism disaster management framework is adapted to accommodate permanent changes enforced on the whole industry as an outcome of a crisis situation.     

Crisis Management and Its Impact on Destination Marketing

Abstract

This paper analyzes the crisis management procedures utilized by four specific Convention and Visitors Bureaus in a variety of disaster situations and locations across the United States. The crises studied are representative of both man-made and natural disasters, and occurred in destinations in which tourism plays a significant role. From these case studies, a comprehensive set of crisis management procedures was compiled for the benefit of Convention and Visitors Bureaus nationwide. Such standardized crisis management procedures will presumably contribute to a faster and more efficient recovery for any destination after a crisis, as these procedures have been used in actual 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.     

Critical Success Factors for Crisis Recovery Management: A Case Study of Phuket Hotels

Tourism is a major export industry for Thailand. Phuket, one of the most popular tourist destinations in the country, has been negatively influenced in recent years by a number of crises, including the Global Financial Crisis (GFC). This has limited the travel budget not only for domestic tourists but also those from overseas. Hotel businesses have been particularly affected by the GFC. While hotel managers may not be able anticipate a crisis, it is crucial for them to understand the critical success factors contributing to effective crisis recovery in order to ensure their long-term survival.This research identifies critical success factors necessary for effective economic crisis management through qualitative analysis of in-depth interviews with managers of Phuket hotels. The findings of these interviews provide a rich and meaningful understanding of pertinent factors emphasized by managers as important in crisis recovery.     

“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.     

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.     

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.     

Learn from the past and prepare for the future: A critical assessment of crisis management research in hospitality

Given the substantial impact of crisis on the hospitality industry, crisis and crisis management have drawn attention from scholars. While each study makes a significant contribution to the existing knowledge of crisis management in hospitality, the fragmented perspective of each study makes it difficult to identify the key findings and unsolved problems. This paper presents a synthesis and critical assessment of state-of-the-art crisis management research in hospitality. It categorizes articles based on a three-stage framework covering pre-crisis planning, mid-crisis management, and post-crisis recovery. Two main perspectives in the literature are identified: one from hospitality service providers and one from stakeholders. Core research topics and concepts in each stage and perspective are reviewed. In addition, this paper proposes four major directions for future research: crisis management from stakeholders’ perspectives, integrative research, causal and behavioral research, and theoretical enhancement. It discusses the theoretical and practical implications of this study.     

Crisis Management,Tourism and Sustainability: The Role of Indicators

The damage to tourism caused by a crisis or disaster may not only have serious implications for a national economy but also threaten the livelihoods of many in the destination. The monitoring of crisis indicators could allow intervention to minimise the crisis and offers a chance of protecting tourism for the benefit of all stakeholders. This paper evaluates the role of crisis indicators in sustainable tourism development, and shows why this is closely connected to issues in sustainable tourism. The author challenges the conventional classification of crises and suggests that grouping them according to their triggers is more useful in predicting and managing a potential crisis. Empirical data gathered during interviews with senior Malaysian public and private sector representatives highlight some of the practical issues associated with the identification and monitoring of appropriate indicators. The paper concludes that the new classification allows crisis management to be more cost-effective and may also be a key to indicator development for other aspects of sustainable tourism. The travel trade may hold the key to indicators of market trends, but there would be issues in obtaining the necessary information for reasons of confidentiality.