This study analyzes how the national tourism organizations (NTOs) of Spain and Italy managed their crisis communication to deal with Covid-19. The study examines the messages published by the Twitter accounts of the NTOs from the beginning or the detection of the first patient until one month after the official declaration of the pandemic by the World Health Organization. The results reveal two different ways of managing crisis communications in the face of Covid-19, both in the treatment of the topics and in the timing of publication, at the same time generating different reactions and engagement among users. The Agenzia Nazionale Italiana del Turismo was faster and more active in the first moments of the health crisis compared with the Oficina de Turismo de España. This study can contribute to the development of communication strategies on social media by NTOs during different periods of such crises as well as communication actions to enhance the touristic image of their destinations. Resumen La crisis sanitaria de la Covid-19 está afectando a diversos sectores económicos, especialmente al turístico. Esta investigación persigue conocer cómo las oficinas nacionales de turismo (ONTs) de España e Italia gestionaron su comunicación de crisis ante la Covid-19. El estudio se llevó a cabo mediante el análisis de contenido de los mensajes publicados en las cuentas de Twitter de las ONTs desde el inicio o la detección del primer paciente hasta un mes después de la declaración oficial de pandemia por la Organización Mundial de la Salud. Los resultados revelan dos maneras distintas de administrar la comunicación de crisis ante la Covid-19 tanto en el tratamiento de los temas como en los tiempos de la publicación, que a la vez generan distintas reacciones y engagement entre los usuarios, siendo la Agenzia Nazionale Italiana del Turismo más rápida y activa en el primer momento de la crisis en comparación con la Oficina de Turismo de España. Este estudio es una contribución para las ONTs de los países que sufren crisis sanitarias en la creación de sus estrategias comunicativas en los medios sociales, tanto en los diferentes períodos de la crisis como respecto a las acciones comunicativas para recuperar la imagen turística de los destinos.

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This article based on the exploration of different case studies in higher education institutions located in diverse Ibero-American countries proposes a redesigned conceptual framework to steer and refl ect on the formulation and implementation of the institutional strategy. This conceptual framework is based on conceiving the strategy as a set of objectives and lines of action oriented towards the future, amid the many factors that infl uence its evolution. It is aimed at promoting a dialogue that leads to a well-constructed, coherent proposal that serves as the basis for an effective new model of strategic management for HEIs in specifi c contexts. Keywords Strategic management • Higher education • Strategizing • Governance models IntroductionAround the world, fi nancial constraints, the boom in information and communication technologies (ICT) and the gradual professionalization of university administration constitute a set of challenges that are leading institutions of higher education (HEIs) to make major changes, in terms of both internal organization and external projection. However, given that the administration of HEIs is closely related to their formal structures, the decision-making process and the implementation of procedures at both the governmental and institutional levels demonstrate that the progress that Similarly, a number of international trends have affected the structure, governance and organization of institutions of higher education in many contexts; these trends include the increasing number of students, the range of activities that are supposed to be carried out, changes to the regulatory mechanisms for allocating public funds to institutions and rules that underpin the process of governance in universities (Rossi 2010 ). A brief review of the literature on strategic management applied to higher education illustrates the progress made in recent decades and explores the changes, problems and challenges of the university systems in different contexts (Hellstrom 2004 ;Henkel 2005 ;Jarvis 2000 ;Llinàs-Audet et al. 2011 ;Margolis 2004 ;Taylor et al. 2008 ).Of particular interest in this regard are the studies focusing on how university administration seeks to provide answers to some of these challenges (Bryman 2007 ;Buckland 2009 ;Clark 2003 ;Martinez and Wolverton 2009 ). Likewise, some studies have taken steps towards recognizing the infl uence of culture and context in university administration (Gioia et al. 1994 ;Jarzabkowski and Wilson 2002 ).At the same time, the market concept is framed by the vocabulary of HEI managers at various levels, along with the acknowledgement that higher education may be subject to market forces, although in some way moderated by the state. Thus, universities have been forced to compete for public and private research funding while trying to increase revenues from state funds and resources derived from their students. In this context, issues such as university rankings, the systems for accreditation of quality, reputation and excellence have become key ...