Crisis preparedness of hospitality managers: evidence from Malaysia

Ghaderi, Zahed; King, Brian; Hall, C. Michael

doi:10.1108/jhti-10-2020-0199

Cited by 44 publications

(41 citation statements)

References 79 publications

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“…The study identified relevant dimensions of employer responsibilities such as safety assurance and of employee duties such as personal protection. Ghaderi et al (2021) studied the crisis preparedness among Malaysian hotel managers. The qualitative study uncovers that the hotel managers were not well prepared to manage crisis and that the organizational culture has a great influence on the crisis preparation.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Between hope and despair sensegiving and sensemaking in hotel organizations during the COVID-19 crisis

Högberg

2021

Journal of Hospitality and Tourism Management

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The COVID-19 crisis has had a severe impact on the hospitality industry and its actors. In a very short period of time, hotels were shut down or lost most of their bookings, faced huge financial losses and went into crisis mode. During the pandemic, the hotel industry has struggled with ever-changing restrictions which have had large effects on the industry as a whole as well as on organizations and individual employees. There are obviously challenges for both leaders and followers in the hospitality industry related to this worldwide crisis. The aim of this paper is to study how leaders practice sensegiving and how employees make sense of the changed conditions during the COVID-19 crisis in hotel organizations. The following research question is asked: How do leaders practice sensegiving and how does the process of sensemaking among employees evolve over time? Data were collected in five hotels in Sweden, Norway and Denmark from March 2020 to April 2021 by conducting in-depth interviews with hotel managers and employees. A sensegiving and sensemaking approach was used as an analytical lens. The findings illustrate a reciprocal process of making sense of the crisis between leaders and followers. Furthermore, the results show that the pandemic blurred boundaries between private and professional life that had effects on both the sensegiving and sensemaking processes. To the author’s knowledge, few studies have focused on the interplay between leaders’ sensegiving practices and followers’ sensemaking process during crisis. Furthermore, few studies have investigated sensemaking at all in the hospitality industry.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Between hope and despair sensegiving and sensemaking in hotel organizations during the COVID-19 crisis

Högberg

2021

Journal of Hospitality and Tourism Management

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“…Understanding each other's changing needs and reactions can encourage a fruitful relationship between FSBs and their consumers (Darvishmotevali et al, 2020), especially during the pandemic. Additionally, having a culture of mindful preparation can prepare FSBs to withstand the crisis (Ghaderi et al, 2021).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…By undertaking the review during the crisis (Lai and Wong, 2020), this paper focused on a sustainable solution to benefit stakeholders. First, although Pforr and Hosie (2008) suggested managers take precautions by focusing on the pre-crisis phase, the supply chain crisis during COVID-19 illustrated that managers believed in reactive rather than proactive crisis management (Ghaderi et al, 2021;Yacoub and ElHajjar, 2021). FSBs needed to understand the nature of the crisis in the pre-crisis phase to address any lack of preparedness (Ritter and Pedersen, 2020).…”

Section: Practical Implicationsmentioning

confidence: 99%

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Building resilience for food service businesses in times of crisis: a Four-F action plan

Bhattacharya

Zutshi

Bavık

2021

IJCHM

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Purpose This paper aims to propose a “Four-F (finding facts, fostering alternates, fulfilling implementation and feasibility testing)” action plan to global food service businesses (FSB) such as restaurants (dine-in/take away) to build resilience during times of global crises. The 2019 Coronavirus disease and FSBs apply as working examples elaborating the proposed Four-F action plan with several managerial implications for the internal and external stakeholders of FSBs. Design/methodology/approach The method involves reviewing and coding 108 articles using the PRISMA approach, then applying findings to develop the Four-F action plan integrating multiple theoretical concepts (such as stakeholder, crisis management and dynamic capabilities). Findings There are two key findings. First, though all four crisis phases should be considered by decision-makers as part of their contingency planning process, the pre and post-crisis stages need higher attention. Second, the Four-F action plan provides specific recommendations to FSBs stakeholders (consumers, suppliers and government) for each crisis phase (pre-crisis, crisis emergence, crisis occurrence and post-crisis). Originality/value To the best of the authors’ knowledge, this is the first paper that has incorporated multiple theoretical frameworks (stakeholder theory, crisis management and dynamic capabilities) within the FSBs context and provided the Four-F action plan for decision-makers to understand and manage crisis phases.

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“…On the contrary, destinations that want to divert away from poverty perceptions may focus on the second solution that is oriented on destination aspects, which act as pull factors in the tourist decision-making process. According to Ghaderi et al (2021), service challenges during crises mainly originate from factors related to people and external conditions. Therefore, attempts to shift attention away from poverty may consider the enhancement of service-related aspects in hospitality and tourism.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Poverty and tourism decision-making: a chaordic perspective

Farmaki

Παππάς

2021

IJCHM

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Purpose The influence of destinations’ poverty on tourism decision-making and, more precisely, destination selection has received scant attention despite the increasing importance of poverty. The purpose of this study is to examine the combination of factors influencing tourists’ destination selection in relation to developed destinations’ rising poverty levels through the adoption of complexity theory. Design/methodology/approach This study used fuzzy-set qualitative comparative analysis to examine the combinations of factors that are significant in influencing destination selection whereas necessary condition analysis was used complementarily to evaluate the size effect of the examined conditions. Moreover, semi-structured interviews with industry stakeholders were performed to examine the relationships that describe the generated configurations. Findings In total, four solutions were generated: the cultural influence and poverty, the destination aspects, the poverty issues and the travel experience and poverty while qualitative data reveal that industry policymakers and practitioners hold different perceptions of tourists’ destination selection process. Research limitations/implications Study results show that poverty perceptions influence destination selection. Hence, poverty must be considered in travel behaviour investigations beyond the developing destination context, whereas destinations may select either one or a combination of the generated sufficient configurations when deciding on their tourism development plans. Originality/value To the best of the authors’ knowledge, this is the first study examining the effects of developed destinations’ increasing poverty levels on tourism decision-making and specifically on destination selection.

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Crisis preparedness of hospitality managers: evidence from Malaysia

Cited by 44 publications

References 79 publications

Between hope and despair sensegiving and sensemaking in hotel organizations during the COVID-19 crisis

Between hope and despair sensegiving and sensemaking in hotel organizations during the COVID-19 crisis

Building resilience for food service businesses in times of crisis: a Four-F action plan

Poverty and tourism decision-making: a chaordic perspective

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