Developing dynamic capabilities to survive a crisis: Tourism organizations' responses to continued turbulence in Libya

Mansour, Hafez E.L.; Holmes, Kirsten; Butler, Bella; Ananthram, Subramaniam

doi:10.1002/jtr.2277

Cited by 36 publications

(43 citation statements)

References 64 publications

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“…Several authors (Avci et al, 2011;Bundy et al, 2017;Campo et al, 2014;Mansour et al, 2019) have provided definitions of "crisis management" as the process of how organizations react to disruptive and unexpected events harming both the organization and its stakeholders. From the perspective of the tourism/travel industry, a crisis can be defined as an event and/or circumstances that result in damage to the reputation, sales and operations of destinations and organizations within a tourism region (Pasteur, 2016), which creates major concerns for travelers.…”

Section: Crisis Management Interventionsmentioning

confidence: 99%

The Impact of COVID-19 on Travelers’ Travel Behavior

Collins¹,

Cort²,

Gaudio³

et al. 2021

IJBM

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The purpose of this paper is to investigate the impact of a global pandemic, Coronavirus (COVID-19), on travel behavior by integrating crisis management with other behavior variables. Online surveys via the Amazon Mechanical Turk website were used for data collection. A total of 1978 responses were collected from 19 countries (September, 2020); 1607 valid cases were undertaken for the data analysis. The results suggest that crisis management intervention was the most influential factor impacting travel behavior during the COVID-19 pandemic. Non-pharmaceutical interventions followed as the second most influencing predictor. . Personal traits were the only variable that recorded a negative relationship with travel behavior. This study has significant practical and theoretical implications since it adopted the extended model of goal-directed behavior while including crisis management intervention, which is a unique approach.  Although attitudes generally strongly influence travel behavior, in a pandemic situation, such relationships weaken. In terms of practical implications, it has become apparent that firms and governments should implement integrated risk management and crisis management strategies. Travelers need to be reassured that these tourist destinations have become safe again. This will likely decrease the risk factor, therefore influencing them to travel to this region. This study contributes to understanding how a global pandemic influences travel behavior It will be invaluable in predicting the early reflections of travelers as the pandemic ends.

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Section: Crisis Management Interventionsmentioning

confidence: 99%

The Impact of COVID-19 on Travelers’ Travel Behavior

Collins¹,

Cort²,

Gaudio³

et al. 2021

IJBM

View full text Add to dashboard Cite

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“…Crisis preparedness plans implies having defined existing plans, procedures, policies, training and equipment necessary at all levels of government and major organisations in order to maximise stakeholders abilities to prevent, respond to, and recover from major disruptive events such as terrorist attacks; hurricanes, fire disasters, pandemic (Dahles and Susilowati 2015;Faulkner 2001;Ghaderi, MatSom, and Henderson 2012;Ghaderi, MatSom, and Wang 2014;Henderson 2009;Hystad and Keller 2008;Israeli, Mohsin, and Kumar 2011;Mansour et al 2019;Mykhailo and Halyna 2020;Okumus and Karamustafa 2005;Orchiston 2013 Nonetheless, the study's findings suggest that, majority of the stakeholders of the Jos, Plateau State case sites who participated in this study do not have defined/formal crisis preparedness plans that can be adapted towards addressing crisis that can affect the normal operations of their tourism industry and subsectors. For example, besides two emergency organisations (i.e., the police command headquarters and a government intermediary organisation) who affirmed that they have some general crisis preparedness plans towards threats of crisis that confront them based on their past experiences, other nine key stakeholders including key media, hotels and other tourism subsector organisations who participated in this research do not seem to be adequately prepared for external crisis events as the study findings reveal.…”

Section: Majebi E C Fjsmentioning

confidence: 99%

“…The effect of the crisis incidents on the wider Nigerian tourism sector and destination image can only be imagined, as the destination's tourism industry still lack efficient strategy for the promotion of safe places at the destination's regions, and synergy among key government and industry stakeholders, in spite of her huge tourism potentials (Wole 2018). Undoubtedly, stakeholders may not be able to prevent the occurrence of crisis or disaster, but they can collaborate in developing or adopting preparedness strategies to cushion its effect (Asongu et al 2019;Faulkner 2001;Fink 1986;Mansour et al 2019;Morakabati, Page, and Fletcher 2017;Pelfrey 2005;Pennington-Gray et al 2011;Pennington-Gray and Schroeder 2018;Wang and Ritchie 2013). However, despite the vulnerability of the Nigerian tourism industry to crisis incidents, the industry remains a viable sector for the improvement of the Nigerian economy.…”

Section: Introductionmentioning

confidence: 99%

An Investigation of Stakeholders’ Strategies for External Crisis Preparedness: Perspectives of Tourism Industry Stakeholder in Jos, Plateau State, Nigeria.

Majebi

2021

FJS

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Based on the collective realisation that destinations and organisations are becoming increasingly vulnerable to external crises which can negatively impact on the tourism sectors of economies, this article evaluated the strategies that stakeholders utilised towards effective preparedness for external crisis related incidents. The study employed a qualitative case study approach, using interviews and available documents in exploring the crisis preparedness strategies employed by stakeholders in the city of Jos, Plateau State, Nigeria towards addressing the impact of external crisis incidents and threats on their destinations’ tourism industry and subsectors. The study’s field research was based on semi structured interview sessions, covering core questions and probes on the stakeholders’ preparedness for external crises that can affect their tourism sectors, and if there are factors that can affect their efforts towards preparedness for identified crises. The results from the interviews and discussion of findings based on emergent themes from the studies identified a range of recommendations for the study’s destination stakeholders, who were mostly found to be deficient in appropriate crisis preparedness measures, owing to in adequate resources from government, and in some instances, lack of efficient crisis preparedness plan. Of these recommendations, one of the key suggestions was for stakeholders of the city of Jos, Nigeria and similar destination(s) and organisations to adopt or develop a formal crisis preparedness plan, and complete risk assessment on their destination, and other places that could be vulnerable to external crises, for effective crisis preparedness.

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“…In the meantime, this finding challenges the efficacy of the traditional tourism crisis management model. Tourism organizations should maximize the organizational learning function through the process and enhance their dynamic capability to manage health crises Mansour et al, 2019). The role of social media, in particular, needs to be addressed.…”

Section: Future Studiesmentioning

confidence: 99%

Learning from past crises: Evaluating hotels’ online crisis responses to health crises

Liu-Lastres

Kim

Ying

2019

Tourism and Hospitality Research

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Organizational learning is an important function of tourism crisis management. By examining and evaluating hotels’ responses to the 2010 bed bug crisis on social media, the purpose of this study was to provide insights into how to establish effective crisis responses. Situational crisis communication theory was used as the theoretical framework and a total of 136 management responses were included in the sample. Content analysis and co-occurrence analysis were conducted. The results revealed a learning curve of crisis management for hotels. Enhancing and Bolstering were the most commonly used strategies within the sample. Further analysis showed the inconsistencies between hotels’ crisis response strategies and the situational crisis communication theory guidelines, where instructing information were seldom included. Based on the findings, this study discussed the importance of creating effective crisis responses and future research directions.

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Developing dynamic capabilities to survive a crisis: Tourism organizations' responses to continued turbulence in Libya

Cited by 36 publications

References 64 publications

The Impact of COVID-19 on Travelers’ Travel Behavior

The Impact of COVID-19 on Travelers’ Travel Behavior

An Investigation of Stakeholders’ Strategies for External Crisis Preparedness: Perspectives of Tourism Industry Stakeholder in Jos, Plateau State, Nigeria.

Learning from past crises: Evaluating hotels’ online crisis responses to health crises

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