A Framework and Indicators of Resilience

Baba, Kenshi; Nagata, Yu; Kawakubo, Shun; Tanaka, Mitsuru

doi:10.1007/978-981-13-8600-8_1

Cited by 7 publications

(1 citation statement)

References 10 publications

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“…Academic literature analyses organisational resilience from different research disciplines and perspectives ( Annarelli & Nonino, 2016 ; Baba, Nagata, Kawakubo, & Tanaka, 2020 ; Bec, McLennan, & Moyle, 2018 ), with the difficulty of reaching consensus on this matter. In this respect, Asadzadeh, Kötter, Salehi, and Birkmann (2017) point to the need for the conceptual debate on resilience to move towards developing a measurement model.…”

Section: Introductionmentioning

confidence: 99%

Hotels in contexts of uncertainty: Measuring organisational resilience

Melián‐Alzola

Monroy

Hidalgo-Peñate

2020

Tourism Management Perspectives

108

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The tourism industry faces multiple changes (economic crises, climate change, technology innovation…). Because of this vulnerability, as evidenced by the COVID-19 pandemic, the study of hotel resilience is a key issue for the survival and competitiveness of organisations and destinations. Therefore, this paper proposes a holistic model to measure organisational resilience. To that end, it aims to analyse the determinants of organisational resilience, i.e. predictors of resilience (strategy and change), and to assess how they contribute to hotel resilience and performance. Firstly, the hotel context in the Canary Islands is examined to identify the level of impact, frequency and predictability of each type of change. Secondly, scales development and validation were conducted. Finally, the proposed model is validated. Findings confirm that the strategy and change dimensions have a considerable effect on hotel resilience, which positively influences hotel performance. Discussion provides hotel managers with guidelines to improve organisational resilience and performance.

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