Building Dynamic Capabilities and Organizational Resilience in Tourism Firms During COVID-19: A Staged Approach

Abstract

Using dynamic capabilities (DCs) and the disaster/crisis management cycle (DMC) as the theoretical lens, this study explores how different types of DCs build and sustain organizational resilience of tourism firms during COVID-19. Taking a processual view, the study advances theorization of the relationship between DCs and organizational resilience in tourism studies. A qualitative study of 30 owners and senior managers of tourism and hospitality firms in Bangladesh reveals that threats and opportunities presented by the COVID-19 pandemic activated 10 different types of DCs (replicating, integrating, reconfiguring, creating, developing, assimilating, renewing, adaptive, innovative, and regenerative) across the pre, response (short-term) and future recovery intentions (long-term) stages. DCs activated different resilience facets (networks and relationships, leadership and culture, and change ready), highlighting the criticality of achieving planned and adaptive resilience for tourism firms during COVID-19. Response and recovery implications for tourism firms during disruptive events are suggested.

Organizational Resilience Crisis Management Relationship on Hospitality Businesses

“…However, despite their conceptual connection and co-occurrence, there is limited research in the field of tourism that examines organizational resilience and crisis management together. Existing studies predominantly focus on crisis management, and the relationship between organizational resilience and crisis management is not sufficiently explored in studies (Prayag, 2018;Prayag et al, 2023). All tourism businesses, especially hospitality businesses that want to survive in changing environmental conditions, need crisis management practices supported by organizational resilience strategies (Scarpino & Gretzel, 2014).…”

Fostering Global Resilience Through Cross-Cultural Collaboration

“…Additionally, different types of dynamic capabilities, such as replicating, integrating, reconfiguring, creating, developing, assimilating, renewing, adaptive, innovative, and regenerative capabilities, have been identified as important for building and sustaining organizational resilience during crises like the COVID-19 pandemic (Prayag et al, 2023). Also, Sensing, seizing, and reconfiguring capabilities are key to increasing organizational resilience (Ozanne et al, 2022;Patrício et al, 2022;Wulandhari et al, 2023).…”

Does structural social capital lead to proactive green innovation? a three-part serial mediation model

“…SSC is indicated as a creator of conditions for enterprises to implement dynamic capabilities. It primarily encompasses the closeness of inter-organizational connections, the frequency of connections, the number of connections, and the quality of connections, which altogether positively impact the three facets of DC (i.e., sensing, seizing, and reconfiguring) [100]. Strengthening interactions among such enterprises will motivate DC [83,101].…”

“…Moreover, a greater number of connections can inform enterprises about the quantity and quality of resources they need, reducing the risk of haphazard reconfiguring. High-quality social interaction relationships also increase the likelihood of more participants contributing, sharing, and utilizing resources from other enterprises, which is crucial for innovation and underscores the significance of PGI [75,100].…”