Destination Management Organisation Managers’ Behavioural Intentions Towards Crisis Planning in Malaysia

Hasan, Mohmed Razip; Othman, Nor Azlan; Aminudin, Norliza

doi:10.1007/978-981-10-7068-6_9

Cited by 3 publications

(4 citation statements)

References 20 publications

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“…The claim that managers' perceptions could be a main inspiration to involve in disaster preparation activities was confirmed in a comment given by respondent H19: “ Hotel managers are, in fact, the main decision makers in crisis and disaster planning and preparation … their beliefs and approaches are very influential ” (H19). However, managers' education levels, their authority and profession histories are important in holding such perspectives (Hasan et al , 2020). For example, it was commonly believed that action could be more expected if the top management was in support and adequately powerful to inflict its viewpoints on others.…”

Section: Resultsmentioning

confidence: 99%

“…their beliefs and approaches are very influential" (H19). However, managers' education levels, their authority and profession histories are important in holding such perspectives (Hasan et al, 2020). For example, it was commonly believed that action could be more expected if the top management was in support and adequately powerful to inflict its viewpoints on others.…”

Section: Managers' Personal and Core Beliefsmentioning

confidence: 99%

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Crisis preparedness of hospitality managers: evidence from Malaysia

Ghaderi

King

Hall

2021

JHTI

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PurposeCrisis planning and improvements to business resilience are increasingly significant aspects of hotel management. This study investigates the crisis preparation of hotel managers in Malaysia and how their perceptions affect crisis planning and preparation.Design/methodology/approachA qualitative research method of semi-structured interviews with 24 hospitality managers in Malaysia was conducted. Data were analysed thematically using ATLAS.ti software, version 8.FindingsThe findings showed that crisis preparation among Malaysian hospitality firms is relatively neglected. Hotel crisis preparation schemes are greatly influenced by senior managers' intentions and organizational culture. Organizational resilience also has a significant role in hotel crisis planning and preparedness. Interestingly, in terms of long-term adaptation, hotels were less inclined to be “learning organizations” and managers were reluctant to change their organizational established structures, core beliefs and practice sustained resiliency in crisis preparation.Practical implicationsUnderstanding the crisis preparation of hospitality managers is important to develop effective strategies for different crises considering their severity and urgency. This study identified influential organizational and personal factors which affect crisis preparation of hospitality managers in Malaysia. The study further recommends a proactive mindset in crisis preparation of hotels.Originality/valueCrisis preparation of hospitality managers had received limited attention, and this study highlights how managers consider crisis planning and preparation.

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Section: Resultsmentioning

confidence: 99%

Section: Managers' Personal and Core Beliefsmentioning

confidence: 99%

Crisis preparedness of hospitality managers: evidence from Malaysia

Ghaderi

King

Hall

2021

JHTI

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“…In this essence, Quek (2019) asserted that various potential risks must be identified and analyzed by management, assess potential consequences and develop suitable contingency plans to deal with the crisis. According to Enander (2015) and Hasan (2020), the managers' role in relating to crisis management is to plan for future crises and look for preparation activities, they are the main decision-makers in crisis preparation and planning.…”

Section: Discussionmentioning

confidence: 99%

العوامل المؤثرة فی الاستعداد للأزمات فی صناعة السیاحة والضیافة فی مصر: تصور الموظفین

السطوحی¹,

مرزوق²

2021

مجلة کلیة السیاحة والفنادق - جامعة مدینة السادات

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Increasingly, crises are an unavoidable aspect of business life, and hotels and travel agencies, as part of the vast tourism and hospitality industry, are especially vulnerable to crises that may destroy their favorable images. Therefore, this study aims to investigate factors influencing crisis preparedness in the tourism and hospitality industry. Four important factors; namely, employees' skills and experience, the role of management, business size and capabilities, and government support were chosen as the main factors that may influence crisis preparedness of the tourism and hospitality industry in Egypt. Data were collected from 30 five-star hotels and 20 travel agents located in the Greater Cairo region in Egypt. A total of 450 forms were collected; 315 and 135 questionnaires were collected from hotels and travel agencies, respectively. Only 370 surveys, 260 from hotels and 110 from travel agencies, were valid for the final data analysis. The results of the SmartPLS-SEM revealed that the investigated four factors, and crisis preparedness measures, all had a significant positive correlation. Also, the results have revealed that employees' skills and experience have the strongest positive influence on the organization's crisis preparedness. Finally, the study validates a new measurement to measure these factors along with theoretical and practical implications.

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“…Even if there is no lockdown, the vast majority of tourists are not willing to take the risk and flight -if there are flights -hence the hotel has to close down or operate on its minimum resources. Whatever is the strategic choice madeto close down or to act in a minimum resource -the hotel industry will have to face huge losses for 2020, which means that it will have to make layoffs or reduce the wages and find ways to cut costs (Hasan & Aminudin, 2020;Thams et al, 2020).…”

Section: The Review Findingsmentioning

confidence: 99%

Strategic Management in the Hotel Industry: Proposed Strategic Practices to Recover from COVID- 19 Global Crisis

Belias

Papademetriou

Rossidis

et al. 2020

AJIS

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Hotel companies operate in a highly competitive environment, targeting much clientele from the international market with many specialties. The management in these too demanding conditions is called upon to apply modern strategic management practices by analyzing global developments and supporting the decision-making process by limiting the uncertainty created by the external environment. In this context, it is imperative to analyze the financial and administrative impact of COVID- 19, which strongly threatens tourist traffic and largely overturning current budget estimations. Strategic management can make a decisive contribution to addressing this threat by adopting the established business strategy. This article is based on similar past crises, as they were faced with strategic tools. This work aims to discuss and present the most appropriate recovery management strategies, which can help the hotel industry respond to this unprecedented crisis.

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Destination Management Organisation Managers’ Behavioural Intentions Towards Crisis Planning in Malaysia

Cited by 3 publications

References 20 publications

Crisis preparedness of hospitality managers: evidence from Malaysia

Crisis preparedness of hospitality managers: evidence from Malaysia

العوامل المؤثرة فی الاستعداد للأزمات فی صناعة السیاحة والضیافة فی مصر: تصور الموظفین

Strategic Management in the Hotel Industry: Proposed Strategic Practices to Recover from COVID- 19 Global Crisis

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