Developing dynamic capabilities for community collaboration and tourism product innovation in response to crisis: Nepal and COVID-19

The changing role of innovation for crisis management in times of COVID-19: An integrative literature review

“…Social innovation is ideally suited for the COVID-19 response because it focuses on local needs, provides low-cost solutions, and leverages community assets. Dynamic capabilities emerged as a basic theme and are defined as the capability of an organization to purposefully adapt an organization's resource base, in terms of organizational theory ( Shrestha & L'Espoir Decosta, 2021 ). Volatility, uncertainty, complexity, and ambiguity are increasing in today's environment, emphasizing the critical nature of firms' ability to adapt to changing market conditions in order to sustain their innovation initiatives ( Schoemaker, Heaton, & Teece, 2018 ).…”

Rural tourism in India: case studies of resilience during crisis

“…Following Alford and Duan (2018) and Shrestha and L'Espoir Decosta (2021), we applied a qualitative exploratory case approach to understanding the impact and the response of these rural tourism destinations to the COVID-19 crisis. We adopted a case study design approach as it enables investigation of a contemporary subject within a real-life setting situation and allows the researcher to study organisations or individuals through various relationships, programmes, interventions and communities (Yin, 2003).…”

“…However, out of these studies, only a few have been done in the context of developing countries, but studies by Shrestha and L'Espoir Decosta (2021), have specifically investigated the challenges faced by a developing country in rural tourism during COVID-19 crisis. Developing countries hardly focus on marketing to domestic tourists but the crisis due to the closing of the international borders urged many destinations to revisit their tourism strategies.…”

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

“…The aim of this study, therefore, is to explore how different types of DCs build and sustain organizational resilience of tourism firms during the COVID-19 pandemic. Given that existing studies have either linked DCs of sensing, linking, and reconfiguring to tourism firms ( Shrestha & L’Espoir Decosta, 2023 ) as a pandemic response or to their disaster resilience ( Jiang et al, 2021b ), we extend this literature by uncovering how the COVID-19 pandemic is shaping the resilience response of tourism firms in a less developed country using the DMC. This allows for the identification of resilience benefits extracted by tourism firms from DCs ( Jiang et al, 2021b ).…”

“…While dynamic capabilities (DCs) can allow tourism firms to manage crises and disasters, many struggle to identify or activate them ( Jiang et al, 2021a , 2021c ). Jiang et al (2021c) call for research investigating how DCs can be developed and transformed into organizational resilience, despite an emerging research strand examining DCs in tourism firms during crises and disasters ( Alonso-Almeida et al, 2015 ; Jiang et al, 2021a , 2021c ; Shrestha & L’Espoir Decosta, 2023 ). Unfortunately, the same factors that build DCs have also been used as enablers of organizational resilience, leading to the latter being described as a type of DC ( Corrales-Estrada et al, 2021 ).…”