Building resilience and sustainable HRM in the visitor economy: An uneasy relationship

Gamage, Ancy; Pyke, Joanne; Lacy, Terry De

doi:10.1016/j.jhtm.2023.05.006

Cited by 16 publications

(2 citation statements)

References 39 publications

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“…Business operators with efficient human resources and skills tend to be more prepared for adversity and flexible when encountering business crises (Denyer, 2017). Furthermore, according to Gamage et al (2023), strategic resource management demands the use of human capital to achieve business agility and resilience within SMEs operating in the tourism sector. In this study, the adaptive capability of tourism SMEs refers to the firm's ability to sustain positive performance, seize business opportunities and contribute to firm resilience development (Biggs et al, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Building tourism SMEs' business resilience through adaptive capability, supply chain collaboration and strategic human resource

Seow,

Choong,

Low

et al. 2024

Contingencies & Crisis Mgmt

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Small‐ and medium‐sized enterprises (SMEs) play a significant role in the global economy, particularly, in tourism and hospitality. However, they face challenges due to their vulnerability to external disruptions. A research model was proposed to enhance SME resilience in tourism through supply chain collaboration, strategic human resource and adaptive capability. Drawing on Dynamic Capability Theory, a total of seven hypotheses were presented. The data collection were conducted in Malaysia. There were 210 SME owners/managers participated in the survey. Data were analysed using Smart PLS software version 4. Results suggest that addressing business collaboration and human resource development are critical factors in developing capabilities that foster business resilience in tourism SMEs. The study addresses the dearth of theoretical and practical research on tourism SMEs. While calling SMEs for more attention to developing resilient businesses, this study serves as insights for disaster planning to withstand potential future shocks.

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Section: Literature Reviewmentioning

confidence: 99%

Building tourism SMEs' business resilience through adaptive capability, supply chain collaboration and strategic human resource

Seow,

Choong,

Low

et al. 2024

Contingencies & Crisis Mgmt

View full text Add to dashboard Cite

show abstract

“…The integration of social capital and networks within the paradigm facilitates the cultivation of collaboration and cooperation among diverse stakeholders, hence augmenting the community's ability to effectively and efficiently address and mitigate the impacts of disasters. It recognizes the invaluable insights, experiences, and resources that communities bring, ensuring active community member involvement in the resiliencebuilding process [75,76]. This approach not only empowers communities to take charge of their resilience but also actively shapes their future through empowerment and mobilization [48].…”

Section: "One Community At a Time" Paradigm For Community Resiliencementioning

confidence: 99%

“One community at a time”: promoting community resilience in the face of natural hazards and public health challenges

Ma,

Qirui,

2023

BMC Public Health

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Background Resilience is vital for facing natural disasters and public health challenges. Despite the significance of resilience-building activities, there is a scarcity of locally-tailored planning and response strategies, leaving communities incapable of addressing the unique challenges posed by natural disasters and public health crises. This study aims to explore how the “One Community at a Time” approach enhances community resilience in facing natural hazards and public health challenges. Methods A systematic review was conducted over journal articles published from January 2001 to April 2023 through PRISMA approach. Multiple databases such as Web of Science and Scopus were thoroughly searched. We used independent screening by two researchers and painstaking data extraction using standardized forms. This approach was adopted to assure the reliability, validity, and precision of our study selection and analysis. The included studies’ quality was evaluated by the Mixed Methods Appraisal Tool. Results In the evaluation, 35 studies were deemed eligible for inclusion and underwent in-depth examination. Several major components of “One Community at a Time” have been identified, including social capital and networks, local knowledge and learning, effective governance and leadership, preparedness and response capacity, and adaptive infrastructure and resources. This framework highlights the significance of individualized approaches to resilience-building initiatives, recognizing that each community has specific strengths, needs, and challenges. Conclusion Relevant stakeholders can adapt suitable resilient strategies to help prepare and recover from natural hazards and public health challenges. By adopting a localized strategy, stakeholders can collaborate to develop a culture of readiness and resilience, ultimately leading to more sustainable and resilient communities. This framework advises community-based groups, local government, and other stakeholders on prioritizing partnerships, preparedness planning, community participation, and leadership as essential components of creating and maintaining resilience. “One Community at a Time” framework offers practical guidance for community-based organizations, local government, and other stakeholders to prioritize partnerships, preparedness planning, community participation, and leadership as essential components of creating and sustaining resilience.

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Enacting Resilience in Small and Medium Enterprises Following the Sustainability Path: A Systematic Literature Review

Damiano,

Valenza

2024

Strategic Change

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This article investigates entrepreneurship literature insights into whether and how changing organizational strategies and processes toward more sustainable ones can allow small and medium enterprises (SMEs) to gain resilience. We deepen the relationship between reorienting SMEs' strategies and processes toward sustainability and gaining resilience by providing a framework and suggesting avenues for future research. Specifically, we cluster the content of 53 articles in five thematic areas using qualitative thematic analysis. These areas are “barriers, contextual factors, and government help,” “entrepreneurial orientation or attitude,” “capabilities and lean thinking,” “means and processes,” and “supply chains, synergies, and collaborations.” The findings suggest that reorienting businesses to more sustainable strategies and processes can also facilitate the shift toward more resilient business models and ecosystems. The article contributes to the literature on SMEs' resilience, binding such literature with the one on sustainable business and SMEs' sustainability, providing a theoretical framework useful for researchers, managers, and policymakers. The novelty of the work consists of emphasizing consciousness of this relationship and suggesting unexplored lines of research.

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Building resilience and sustainable HRM in the visitor economy: An uneasy relationship

Cited by 16 publications

References 39 publications

Building tourism SMEs' business resilience through adaptive capability, supply chain collaboration and strategic human resource

Building tourism SMEs' business resilience through adaptive capability, supply chain collaboration and strategic human resource

“One community at a time”: promoting community resilience in the face of natural hazards and public health challenges

Enacting Resilience in Small and Medium Enterprises Following the Sustainability Path: A Systematic Literature Review

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